I'm sorry for your situation. I assume you're in the USA.
I care about our team and their wellbeing more than I do profit - although the two can go hand in hand if you reinvest in your people.
We send folks to conferences, as they learn and network, which is good for them and us. We generally give annual raises around the 15% mark. Above all we don't allow or accept the master-slave relationship anywhere in the company, and we're careful not to hire people who we feel will want to dominate other people.
I'm sure, in fact I know, many employers are assholes who treat their team like slaves - but it's not a universal law.
I'm a little intrigued by a 15% raise year of year ? How long can you sustain that rate ?
I'm supposed to be happy if I get 5% or really happy when I get 8% after extraordinary accomplishments. And if you performed extraordinary this year, that same level of performance doesn't get you 5% next year.
We reward merit - if you muddle along and half-ass, we worry about how to better motivate you, and typically grant a small (5%) raise inline with cpi inflation.
If someone is working their socks off, then we're not shy rewarding it.
In terms of sustainability - if we hire a fresh grad at £24k, by year four they're on 45 or so, assuming all is well. Most we pay anyone currently is about 60k, which is a very respectable income in a small city 100 miles from London.
Essentially, as long as someone produces more and more value for the business, we reward them more and more.
It also helps to have a decent war-chest, as this gives you confidence to pay people properly, knowing you've a year or more of salaries in the bank.
Europe. This kind of thinking probably originated in the USA. But all the tech CEOs I met so far idolize Silicon Valley. It was only a matter of time until they adopted the american way of thinking.
> I care about our team and their wellbeing more than I do profit - although the two can go hand in hand if you reinvest in your people.
I care about our team and their wellbeing more than I do profit - although the two can go hand in hand if you reinvest in your people.
We send folks to conferences, as they learn and network, which is good for them and us. We generally give annual raises around the 15% mark. Above all we don't allow or accept the master-slave relationship anywhere in the company, and we're careful not to hire people who we feel will want to dominate other people.
I'm sure, in fact I know, many employers are assholes who treat their team like slaves - but it's not a universal law.