SecondCor521
Give me a museum and I'll fill it. (Picasso) Give me a forum ...
Hi all,
Background:
I've been working as a software engineer for a company since October. I've been working diligently, producing what I think and am told is good work. Since January, I've been acting as the lead engineer for a small portion of my manager's rather large team. This small portion currently includes me and two other engineers. I've been initiating strategic discussions with management because -- to paraphrase Bruce Willis' character, I see issues and know ways to solve them.
Today my manager asks me to think about if I would be interested in the role of "X supervisor", where X represents the functional area the three of us take care of. He and I have also been discussing opening a req and adding a fourth engineer to my sub-group. He asked me to think about it and come back to him with discussion points/questions/etc. Overall I am interested in the idea.
Questions:
1. What would you consider salient discussion points? I've already got a list of about four or five items, but I'm sure there are more.
2. I'm thinking increased responsibilities should equal more money. How is the topic of salary adjustment typically raised in a promotion scenario such as this? Do I wait for them to bring it up, or is that a reasonable item to bring up in the discussion before a promotion might be extended?
3. What kind of % increase might be appropriate for taking on HR/management responsibility for a team of 2-3 engineers (that will likely grow more in the future -- we're a growing business now)?
4. Overall, how to decide if it's worth it to accept? Is there a decent protocol for declining such offers? Based on discussions I've had with many others moving into similar roles, it is typically a lot more responsibility with not enough money (especially after taxes) to make up for the headaches. OTOH, I'm kinda BTDT with the basic engineer job that I've done over the past 10-15 years.
FWIW, one of the group of 3 is a consistent performance problem; this issue has been acknowledged and agreed to by my manager. The other engineer is a solid contributor.
2Cor521
Background:
I've been working as a software engineer for a company since October. I've been working diligently, producing what I think and am told is good work. Since January, I've been acting as the lead engineer for a small portion of my manager's rather large team. This small portion currently includes me and two other engineers. I've been initiating strategic discussions with management because -- to paraphrase Bruce Willis' character, I see issues and know ways to solve them.
Today my manager asks me to think about if I would be interested in the role of "X supervisor", where X represents the functional area the three of us take care of. He and I have also been discussing opening a req and adding a fourth engineer to my sub-group. He asked me to think about it and come back to him with discussion points/questions/etc. Overall I am interested in the idea.
Questions:
1. What would you consider salient discussion points? I've already got a list of about four or five items, but I'm sure there are more.
2. I'm thinking increased responsibilities should equal more money. How is the topic of salary adjustment typically raised in a promotion scenario such as this? Do I wait for them to bring it up, or is that a reasonable item to bring up in the discussion before a promotion might be extended?
3. What kind of % increase might be appropriate for taking on HR/management responsibility for a team of 2-3 engineers (that will likely grow more in the future -- we're a growing business now)?
4. Overall, how to decide if it's worth it to accept? Is there a decent protocol for declining such offers? Based on discussions I've had with many others moving into similar roles, it is typically a lot more responsibility with not enough money (especially after taxes) to make up for the headaches. OTOH, I'm kinda BTDT with the basic engineer job that I've done over the past 10-15 years.
FWIW, one of the group of 3 is a consistent performance problem; this issue has been acknowledged and agreed to by my manager. The other engineer is a solid contributor.
2Cor521