My policy (I'm co-in-charge of recruiting at Matasano/NCC, and a lot of folks report to me) is this:
1) Hire based on current ability, not potential. Hiring based on potential is a minefield that our whole process is designed to avoid. ("Enthusiasm," "cultural fit," talking a good game without being able to walk the walk, etc.)
2) Be aggressively fair in giving out promotions and raises. Keeping someone's salary low because they're bad at asking for raises is not a good long-term strategy, especially in consulting.
> Keeping someone's salary low because they're bad at asking for raises is not a good long-term strategy, especially in consulting.
Yes, in consulting the distance between money made and each individual employee's efforts seems shorter than in a big tech company. So keeping salaries in line with impact of contributions should be easier.
I do not know. I suppose even if I did, it's one of those things nobody is supposed to discuss. I overheard talk here and there about raises, but since it didn't pertain to me, I ignored it.
1) Hire based on current ability, not potential. Hiring based on potential is a minefield that our whole process is designed to avoid. ("Enthusiasm," "cultural fit," talking a good game without being able to walk the walk, etc.)
2) Be aggressively fair in giving out promotions and raises. Keeping someone's salary low because they're bad at asking for raises is not a good long-term strategy, especially in consulting.
Seems to be working out.