On Tue, Jun 9, 2015 at 2:32 PM, Mark Honomichl <[email protected]> wrote:
> For Dun & Bradstreet, we have something similar to your IT fellow (we call > it “distinguished engineer”). Traditionally, as you rise up through the > organization and begin to take on more responsibilities, one of those is > managing people. For me, that’s what I want. I have been extremely > technical but I want to share, mentor, and grow others. For some of the > guys on my team, they could care less. They are an awesome engineers > (/sysadmins/geeks/whatever), but in a normal situation would plateau on the > pay scale because the next level for them is management. Distinguished > engineer adds additional pay scales (for those with Army experience, kind > of like Specialist vs. Corporal). It comes with a little more juice as > well, but more as a add-on than a goal. The goal is to reward people for > their performance. > > --------------------------------- > Mark Honomichl > Dow Jones has (had?) the same idea; a technical leadership role that went up in pay scale but did not require management activities. Not a bad idea if you actually want to get and keep smart people. Leam -- Mind on a Mission <http://leamhall.blogspot.com/>
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