RE: a question about "atmospheric" benefits

[jgarison -at- ide -dot- com]

I've read several of the responses here, and I'd like to relate some things
from my experience (current and past).

First of all, if you bring people with little background in and train them,
and they subsequently realize that they are severely underpaid, they will
leave for more money (despite the feeling from management that they should
feel some loyalty or gratitude for the training they received from the
company). To fix this issue, consider having a review of the person before,
during, and after their training period. Assess their progress. If they are
learning, becoming more knowledgeable, and are more productive, then you
should reward them as they are a more valuable asset to the company. If,
instead, they are just getting the training but are not showing a
corresponding increase in productivity, perhaps it is best to let them go.
In other words - identify and keep the best people.

Perks and benefits such as the ones you listed will not make much of a
difference, especially in the software industry where they are pretty much
ubiquitous. 

If you can offer writers a chance to participate in the design of the
products, give them some sense of ownership and let them know their input is
valued and their work appreciated, they will be more likely to stick around.
But no matter what, if they perceive they are several thousand dollars
underpaid, you will eventually lose them.

I recommend you consider semi-annual reviews. People will respond to two 5%
raises better than one 10% raise - the money is the same, but the frequency
is improved. Also see if management will consider paying bonuses to the best
contributors - what you do with this largesse is to let people know that
they are appreciated. Be lavish with praise, too - it costs nothing and
makes people feel appreciated.

Finally, I would also urge you to consider hiring at least one or two more
senior people. Perhaps some people leave because they feel that, since no
one has been there very long, there's no one to teach them anything more
than they already know, and they know there's more to learn. Having a couple
of "old hands" around provides a source of wisdom and knowledge - and
perspective on the benefits of "sticking around". If they see a huge
turnover, they must perceive that there's a reason no one stays at that
company very long.

My 2 ¢,

John

John Garison
Documentation Manager
IDe
150 Baker Avenue Extension
Concord, MA 01742

Voice: 978-402-2907
Fax:    978-318-9376
http://www.ide.com



-----Original Message-----
This is a list of our "atmospheric" fringes:  can you all let me know
whether you think any of these (and which ones) make up for lower pay?

free lunch every other week
free coffee, tea, and cocoa
flexible work hours
occasional telecommuting acceptable (once a week is the standard)
casual dress
a standard 40-hour week

I would appreciate any responses as soon as possible--I'm mailing out the
salary document and scheduling the meeting today.

Many thanks.

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