As a manager
I know it is a fine balance.
Like it or not, someone higher up determines the "average" for the years salary increases and I have to fit in that limit (aside from promotions) or have a business case for an exception that goes pretty high up the food chain for approval.
So I do try to look at balancing rewarding those who excel in their work with making sure that those who might be a little low in their grade rise up.
You know I don't think about saving money on salary, because my department, and my peers departments are chronically understaffed to start with. If we have a department that has more people than it needs, we redploy those people into departments that need more.
Where you really save money on staffing is by avoiding a new hire, until you really really need the new hire. We generally have a tough process to add a permanent headcount, less so with contractors.
If you come to me with a manager and tell me what someone else makes, I'm not going to discuss it with you in detail. There are all kinds of reasons they may make what they make, and I would be violating lots of privacy rules to tell you those details. If you press the issue, I will shut you down.
I did have a staff member complain that someone in the same grade but different role had a more generous bonus structure. I suggested that if he wanted that bonus structure, he should apply for that job.
If you really are all about the $$, go to the sales department, but realize that many become salespeople, few of them become long term successful.
James
