Archive

Remuneration

Who’s got your back when it comes to remaining relevant in a fast-changing skills market? Who can you rely on to point out new skills that will become vogue in one, five, ten years’ time?

Given the time it takes to develop such skills to the point where they become useful to clients and employers, when do you start ramping up new skills in anticipation of emergent demand for them?

Especially when some new skills area suggests a sea-change from your existing skill set and comfort zone?

Or maybe you’re just accepting of increasing irrelevancy and declining rates of pay?

My Intolerance Of Shit Has Cost Me Several Million Dollars $$$

I’ll admit it. I’m intolerant of shit.

What kinds of shit, you might enquire. Here’s a brief list:

  • Vacillation.
  • Indecision.
  • Wilful ignorance.
  • Nepotism and other cliques.
  • Ineptitude.
  • Dilettantism.
  • Indifference.
  • Exploitation.
  • Naive dialogue (inability to converse).
  • Lack of interaction.
  • Stupidity.
  • …and so on

How Has This Cost Me Millions?

Because the people who pay are full of shit (see above). So I choose to not go anywhere near them. Ever. Which limits my income and revenue opportunities massively, of course.

Does This Bother Me?

Not really. It would bother me big time if money was my driver. But it never has been. I’m motivated by helping people, building interpersonal relationships, community, understanding things, and having a useful life. And there never was much money in any of that.

I’m much happier being poor than spending my life drowning in ordure.

– Bob

How Do You Set Up A Salary Model That Has Everyone’s Approval?

Remuneration policy reflects an organisation’s culture. It’s a calling card for your company and a key lement of employer branding. Given current recruiting challenges, it also determines who wants to join or stay with your company.

What Is A Salary Model?

A salary model, or remuneration policy, is a system of guidance that an organisation uses to determine each employee’s remuneration (a.k.a. package). A typical salary model takes into account things like merit, length of employment, and pay compared to similar positions.

Everyone’s Approval?

You can please some of the people all of the time, you can please all of the people some of the time, but you can’t please all of the people all of the time.

~ John Lydgate

Salary models are almost always contentious, and the source of frequent fractious arguments and ill-will. Few people favour being treated just like everybody else, seeing themselves as individuals. Yes, fairness has a role to play – humans and capuchins both being accutely attuned to the notion of fairness. But who adjudicates what is fair when it comes to salaries and other remunerations?

At Familar, and now at TheQuintessentialGroup, we seek to treat people as adults, and encourage adult-to-adult interactions. Accordingly, we believe that only the individual in question is at all placed to decide what is fair, and thus to determine their personal individual salary or other remuneration. Our experiences at Familiar showed this idea as entirely workable, and helped us learn the amazing up-side to such a salary model.

This perspective also aligns with the Antimatter Principle: “Attend to folks’ needs”. Who else but the individual can truly decide what their needs are, salary-wise? Needless to say, the Antimatter Principle stands proud at the heart of TheQuintessentialGroup’s approach to community-building, and to business.

So, for clarity, this salary model states:

Each fellow decides his or her own salary (or other remuneration, depending on engagement model). Each fellow is free to change salary or other remuneration levels as and when – and as often as – they see fit.

Note: This particulalr salary model is the salary model of choice for TheQuintessentialGroup.

Wrinkles

One wrinkle that did emerge at Familiar, given the totally alien nature of this salary model, was the difficulty some folks had in deciding on the specifics of their package. We discovered that support and dialogue amongst fellows (along with full transparency for all) helped greatly with resolving this difficulty.

Another, more general wrinkle is the collective assumptions and beliefs of the decision-makers and those that sign off – or don’t – on the salary model. The headline of this post is about winning everyone’s approval. Managers and executives that have a sublimated Theory-X view of the world probably won’t approve of this salary model. Which I find sad, for the people and for the performance of the workforce (and thus, of the organisation).

– Bob

Afterword

“Has everyone’s approval” seems to me a pretty low bar. I’d prefer to see a salary model that “everyone loves and raves about”. How about you?

%d bloggers like this: