Pokie Finders Fee Agreement

The Party electing to terminate this Agreement pursuant to paragraph 4. The termination shall be effective upon thirty 3 0 days written notice unless the reason for termination is cured within said thirty 30 day period. Notwit hstanding the forgoingthe termination shall be effe ctive immediatelyat the terminating Parties option, if: Failure to terminate immediately wil l cause a significant, neg ative impact on the terminating Party.

After fifteen 15 days interest will accrue from the due date on unpaid amounts at one percent 1.

How to fill out a referral fee agreement

Cl ien t shal l noti fy R epr es ent ati ve in ad van ce of a ny cl osi ng o f con tra ct so th at Representative may atte nd such closing. Representative shall have r easonable access to all closing documents and any other materials necessary to ascertain and collect its fee hereunder. Cl ien t shal l reim bur se Re pre se ntat ive fo r its t rav el rel Pokie Finders Fee Agreement d expen se s ass oci ate d with the work anticipated in this Agreement on the basis of periodic bills to be submitted to the Client by Represe ntative.

All such travel expenses incurr ed by Representative shall be pre- approved by the Client. To fa cil ita te the r el eas e of inf orm ati on bet we en Re pre se ntat ive an d Cli entthi s Agreement sets fort h the conditions and obligations, in total, which will control information, duplication, conversation about and disclosure of any and all Confidential information Free Pokies To Play Offline to, in general terms, customers, products an d services of the Parties.

For purposes of this Agreeme nt, the followi ng terms shall have the following meanings. The Finder agrees to hold all such Confidential Information of the Company in strict confidence and shall not, without the express prior written permission of Company, a disclose such Confidential Information to third parties; or b use such Confidential Information for any purposes whatsoever, other than the performance of its obligations hereunder.

The obligations under this Section shall survive termination or expiration of this Agreement. Ownership To the extent any inventions, technologies, reports, memoranda, studies, writings, articles, plans, designs, specifications, exhibits, or other materials prepared by Finder in the performance of services under this Agreement include material subject to copyright protection, such materials have been specially commissioned by the Company and they shall be deemed "work for hire" as such term is defined under U.

To the extent any such materials do not qualify as "work for hire" under applicable law, and to the extent they include material subject to copyright, patent, trade secret, or other proprietary rights protection, Finder hereby irrevocably and exclusively assigns to the Company, its successors, and assigns, all right, title, and interest in and to all such materials.

To the extent any of Finder rights in the same, including without limitation any moral rights, are not subject to assignment hereunder, Finder hereby irrevocably and unconditionally waives all enforcement of such rights. Finder shall execute and deliver such instruments and take such other actions as may be required to carry out and confirm the assignments contemplated by this paragraph and the remainder of this Agreement.

All documents, magnetically or optically encoded media, and other tangible materials created by Finder as part of its services under this Agreement shall be owned by the Company.

Return of Materials Finder agrees that upon termination of this Agreement, Finder will return to the Company all drawings, blueprints, notes, memoranda, specifications, designs, writings, software, devices, documents and any other material containing or disclosing any confidential or proprietary information of the Company.

Finder will not retain any such materials. Upon receiving such notice, the defaulting party shall have thirty 30 days from the date of such notice to cure any such default.

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If the default is not cured within the required thirty 30 day period, the party providing notice shall have the right to terminate this Agreement. Assignment Finder shall not assign any of their rights under this Agreement, or delegate the performance of any of the obligations or duties hereunder, without the prior written consent of the Company and any attempt by Finder to so assign, transfer, or subcontract any rights, duties, or obligations arising hereunder shall be void and of no effect.

Arbitration may be commenced at any time by any party hereto giving written notice to the other party to a dispute that such dispute has been referred to arbitration. Any award rendered by the arbitrator shall be conclusive and binding upon the parties hereto. This provision for arbitration shall be specifically enforceable by the parties and the decision of the arbitrator in accordance herewith shall be final and binding without right of appeal.

  • That aren't Pokies Bonus Withholding Irs discovering your individual method your personal
  • authorize Finder to introduce to Manager the Target, in return for a finder's fee to be paid to Finder if earned hereunder. Therefore, in consideration of the foregoing and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows: AGREEMENT. coinsluckyz.comg: pokie.
  • Not plan Pokies Aus Vs Pak firm manages the obtain cost this digital PS3
  • authorize Firm to introduce Watervale to the Target, in return for a finder's fee to be paid to Firm if earned hereunder. Therefore, in consideration of the foregoing and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows: AGREEMENT. coinsluckyz.comg: pokie.
  • EXHIBIT FINDER'S FEE AGREEMENT. This Finder's Fee Agreement (this “Agreement”), dated January 30, (the “Effective Date”), is entered into by and between Digital Data Networks, Inc., a Washington corporation (the “Company”), and Howard Parker, an individual resident of the State of Florida (the “Finder”).Missing: pokie.

Severability If any provision of this Agreement shall be held to be illegal, invalid or unenforceable under present or future laws, such provisions shall be fully severable, this Agreement shall be construed and enforced as if such illegal, invalid or unenforceable provision had never comprised a part of this Agreement; and, the remaining provisions of this Agreement shall remain in full force and effect.

This Agreement is the final, complete and exclusive agreement of the parties with respect to the subject matter hereof and supersedes and merges all prior or contemporaneous representations, discussions, proposals, negotiations, conditions, communications and agreements, whether written or oral, between the parties relating to the subject matter hereof and all past courses of dealing or industry custom.

No modification of or amendment to this Agreement shall be effective unless in writing and signed by each of the parties. Waiver The waiver by either Novomatic Pokies On Friends Accidents of a breach of or a default under any provision of this Agreement shall not be effective unless in writing and shall not be construed as a waiver of any subsequent breach of or default under the same or any other provision of this Agreement, Pokie Finders Fee Agreement shall any delay or omission on the part of either party to exercise or avail itself of any right or remedy that it has or may have hereunder operate as a waiver of any right or remedy.

Captions The headings used in this Agreement are for convenience only and shall not be used to limit or construe the contents of any of the sections of this Agreement.

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Provide Finders Fee Pokie Agreement

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  1. Wouldnt it be better to write into your contract with your clients a placement fee (or recruiting fee) should they poach the staff? . I wouldnt send an email to the CEO of the company either, employees are free to come and go as they please, and you definately dont have the right to ask for 15% "finders fee".:
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If it was time for them to move on then theres not really much you could do to retain them. If I was your client and you asked something like this I would terminate any services with you as soon as possible as its unprofessional.

Maybe next time you are having a conversation just drop a subtle comment regarding the poaching of your staff and leave it at that, unless you are prepared to follow it through with legal recourse and jeapordise your business in the process. It sux they have been poached, but its the way the world and especially this industry works at the moment. As others have said, the fact you retained those staff members for so long is a credit to your company in itself.

Just find someone new to employ and keep moving forward. Not if it is not in the contract with the client, I would put it in, maybe that would be a little deterrent. I have in my contract that I cannot work for any of our Clients for atleast 12 months after handing in my letter of resignation.

If I did work for one of our Clients, I would probably be getting paid much more and have much more benifits - but not much I can do about it now. I thought no competes were generally considered unenforceable anyway due to them being a restraint of trade. Most post employment restraints are not enforceable unless they are deemed reasonable and genuinely designed to protect legitimate business interests.

Legitimate interests really only stems to protecting confidential information and the employers client base. This can be written into contract without restricting your freedom of trade. The last part which blows most post employment restraints out of the water and unenforceable is that they have to also serve in the publics best interest. In these circumstances, the proper thing to do is negotiate with your employer a set of valid restraints which doesnt impede on your right to free trade.

The other 1 out of 10 times are the ones who will take you to court and can prove the restraints are enforceable, and you cant really do much about these ones. Or, let your employer keep their security blanket whilst knowing it doesn't actually mean a thing. Any idea if there is anything like this that would indicate rates for South Australia? I would be very keen to see that.. They can mean a thing as long as it meets the conditions as stated above.

The only real 'industry' within IT that this has and can justifiably be applied to is any work releating to the security of the Commonwealth read: But yes, if theyre obviously unenforceable then you can just tell your employer to shove it. But dont people always preach 'dont burn your bridges'? Why dont you take the opposite approach and put in a "poaching clause" into your services agreement with your client, that also has say a 6 month sunset clause.

That way even if your agreement finishes and they poach your staff, youcan still recoup some cost for up to that period of time. That way they know up front that if they poach one of your staff it will cost them.

Your employees are free to do what they want without generating any ill feeling towards you or their new employer. Look at the positives, you are giving your staff valuable experience and qualifications that make them readily marketable, that would hopefully make you an employer of choice that can be well recommneded by former employees. If its one thing ive learned, its to respect people like you i have put my current boss in your position in the past, the reason form e leaving was far from money, it was experiance and the politics in the company at the time he didnt want to listen to me but out in the big mean world, in the work place your meerly seen as a number i was completly honest when i approached my boss and i helped him as much as i could until i left.

I went out for a year with them, and just the whole work place environment was negative and worse off. It's just your capacity to pay what your clients are willing to pay may not be the same. I think it's just a fact you'll have to deal with.

Match their offer or let them go. I don't know if anyone missed this point. In the network engineer example above it looks like they wanted to move into a management role saw the opportunity outside the company.

As another poster has said, it's not all lost as you've now got a contact at one of your client sites who is an IT manager with whom you should still have a good relationship. Also have a poaching clause in the employment contract like Shorrock has said.

One poster said they're not enforceable but a lot of people aren't that confident in the understanding of employment law to try it on. Also maybe you should increase your charge out rates so you could pay the staff more? Also benchmark your chargeout vs staff remuneration if you can. Thanks for all the possitive feedback. It is hard running a Small IT Services company, but rewarding at the same time.

My staff are exposed to many areas of IT and they get experience quickly via the deep end of the IT pool. I know this guy will move into his role and continue to use us. I spoke with him today and made sure he would not be the "do all the IT guy" as he is being employed as IT manager and there are no other IT staff, only us the outsourcer.

I know he is going in a new direction in his career, it is just this is the 4th time in 2 years I have lost staff to a client and was a bit annoyed. You guys have cheered me up as I must be doing something right, as my staff are happy and I treat them as my most important asset in the business. Have a great day. Why am I not surprised that you work for Michael Page. It explains why you are so good at your gig. Yeesh its more than a bit rough. I would laugh at it if I didnt know they were being serious.

Nursing agencies supply 'outsourced nursing staff' for their clients. All their clients know that there are fees to be paid if they recruit an agency nurse. They are prepared to pay them as it is a part of doing business. I pay my staff very well In your eyes they are paid well. Working for small system integrators is poorly paid work. Everything else is BS. The opportunities in your clients' businesses are a times greater than in yours. There's only so far a tech can go in your business. And lets face it, tech support and system admin are stressful and limited roles.

After five years, you can't blame good people for wanting to move on. As others have said, retaining an employee for eight years is a great achievement in this industry so you should be proud of that. Be prepared to lose their business if you do that. I'd suggest it would be far better you politely explain to the CEO what the problem is. You may find the CEO sympathetic and you get a commission.

You never know, he might offer you a job. No one stays at the same job for very long these days. I'm pretty sure its not legally enforceable. The company work for does compliance testing for Pokies and there is a lot of movement of staff within the gaming industry.

It was eventually thrown out of court. I'm pretty sure you can't enforce a "can not work for X" clause for a year long, maybe months its what we have in our contract for those looking to go to a direct competitor. Dude that the lowest turnover ever. Our company lost 4 or 5 staff in two months a while back. Some serious changes got made after that. I was going to suggest that now is the time to step up the relationship with this guy - because his LTV to your business just moved up a huge notch.

Give him every reason to continue using your company and don't forget the value of yet another great Reference Client. You guys have cheered me up as I must be doing something right, Imho, you sure are. Helping your people to move forward in their lives should make you feel great. May the fruits of Karma come your way. I treat them as my most important asset in the business.

While I know what you mean - Try not to refer to your people as "assets". Their skills and experience may be assets to your business. As for engaging the CEO. Walk gently with a big stick. Not that you need it.

Im very pleased to hear about this! Hopefully this is a sign of a genuine skills shortage kicking in, and employers are going to realise they cant keep paying workers peanuts as they get poached by smarter employers willing to pay decent wages.

Lift your game start paying decent wages and your staff will stay simple! Increase your fee to these clients, obviously they have money, move this money onto your employee's so as to keep them.

If you are afraid of losing these clients, than remember this rule of business: You're joking aren't you? Either that or you've never run a successful Business. And due respect - with that attitude you probably never will. Do you seriously think that a client would ever do business again with a company that gives such a threat?

Gees, I hope more of our competitors start doing just that. See - bad customer lost You're so called "smarter employers" aren't smarter because they are simply willing to pay "decent" wagers. They are "smarter employers" because for a little more money they end up getting a lot more effort from the poached employee. It is a simple value equation. Remember the cost is not simply the salary.

It costs a lot of money to employ a person apart from their salary. The employee that moves might think they are getting a good deal. The customer can't be that bad if your employee decided to leave your company to go there. That's for them to find out. Imho any employee who is poached by a client of the employer they work for without having a good understanding of what they're in for deserves everything they get good or bad. I think you have been doing something pretty damn good to retain staff for that long.

Not many people, especially a small company, would be able to do that. Perhaps they were looking for a change? What have they said to you as to their reasons for leaving?

I have an anti poaching clause in both my staff and my clients contracts, So you have an anti poaching clause, but So far 4 of my staff have moved on to 2 of my clients, And this is now an ongoing problem.

If you always do what you always did, you always get what you always got. Let's look at this from a slightly different angle I work for a large company that is running a major IT project. I quickly do the sums I expect the project will take about a year, which is roughly working days.

So why wouldn't I try and poach the consultant? I've had a similar problems with contract programmers. Now, for a short term project, it's probably worth paying the premium. But then I looked at my schedule of projects and saw that I had at least a year of work. Granted, a good programmer No I haven't read the whole thing but my initial thoughts are this: Paying them more possibly wont make any real difference.

Your clients are impressed by the calibre of the people you send them - they get to try before they buy if you like. You may minimise it a bit, but in the end, you may still find people getting higher offers to leave. You probably just need to accept that this will continue, and plan your hiring strategies around it. Consider yourself now to be every bit as much a recruitment firm as all the other agencies. I'd also suggest that you should probably start charging your clients more, as they obviously have money to go around, and in fact you could probably add a simple clause in all your contracts with clients that ensures you get a fee for any staff pinched, make it reasonable but not greedy.

IT is the same as any other contractor. If you ran a transport company and had 3 trucks, you would send them to the mechanic to be serviced. The Mechanic is a contractor. If you had trucks, you'd be mad to send them to a mechanic to be worked on, you'd get your own mechanic.

IT is even better in that we don't need a lot of tools or equipment to do our job. Contractors are around to perform roles for companies who do not need full time staff in that job.

Eventually some companies will get bigger and they will need full time staff. You're lucky that you've not lost the customer all together.

The contractors that did my job before me haven't seen a cent from me. I came complete with my existing contacts that i've worked with before. When I ran my own company I had a customer try and poach me from myself. But will he take your offer.

Are you just offering him money? Will you provide superannuation? Will you find him another position that he can move into as soon as your contract has ended? Will you support him with things like training etc. Many people contract for reasons other than money. When I have been contracted to a company, I have often been asked by the company to leave my agency and contract directly.

I've never done so because my agency does a lot of the "behind the scenes" support eg payroll processing, taxation issues, superannuation, etc. A contracting agency's main aim is to keep its contractors in work. That is how it makes it's money. An employer's goal is for their contractors to get the work done.

There is a disconnect between these two things. Because thats not the true cost of the employee. In order to do a full comparision you need to consider the actual financial cost of a permanent employee, incluing such things as super, leave etc. You may find that theres not too much difference on some occasions. I've been in IT since , working on all manner of web technologies from networking, server configuration, database integration and administration, web site creation, middle wear authoring with various languages including archaic things like ColdFustion, right down to hand coding HTML where necessary AND I had to change jobs twice just to get this figure.

AND the pricks at my new work place had the audacity to say they weren't happy with me after the first week, as I wasn't picking up their custom APS architecture fast enough, despite NO documentation and no instructions!

I left my workplace 5 months ago because i was getting 22K a year!! Ran and started up a helpdesk to support our many digital clients. I joined a 50YO Cinema repair shop in newcastle there is only one and they had 3 staff, i was hired as i am IT Savvy and had spent years playing around with video on systems and networking. I also fixed amps projectors, loads of metalwork etc.. He denied i ever did any IT work for the company basicly told me if i left i couldent put it on my resume as he would deny it.

I left because my prime tool for the IT work i was doing was my laptop, which i was paying off. My boss woulden't help me with the bills, wouldent get a system for me to work on and i had to "surrender" my laptop when i could not pay the bills. There are always ppl worse off than yourself, remember that. Yes, I always remember that I only wish i was in a position to be poached!!! My boss made me write every little thing I'd do down in a massive ledger.

I tell you, I was NOT a poplular boy.. Knowing that im one of only a handfull of guys ever to set this stuff up sucsessfully and knowing no one will ever know pisses me off!! Hey I'd Love to get poached and a coffee on the side. You may find that theres not too much difference on some occasions Every time I've done the calculations, it works out waaaaaay cheaper to employ someone than to use an external resource.

Yes, even when you add the on-costs. This is assuming that you actually have enough work to keep a permanent employee occupied. The whole idea of using external resources is to fill short-term gaps. Because the work supply is spotty, external agencies price their staff to cover this risk. But when the work is plentiful and long-term, there is no risk.

But prices usually don't drop. I've worked in a few places where staff were being paid a daily rate for years. If a staff member has been doing the same job for almost 3 years, why on earth would you be employing them on a daily rate, through an agency??? Mostly, they get employed for a short-term project, and somehow the work just keeps rolling over. If the company is big enough, they sometimes even forget that one of their staff is actually a contractor on a big fat daily rate.

Then one day, you check the budget and realise you've blown big dollars on an employee that should have been a permanent recruit.

Yeah, he used to work for you. He now works for me. Let me know when you've trained somebody else up to his standard, we could use another one If a staff member has been doing the same job for almost 3 years, why on earth would you be employing them on a daily rate I know of someone who was on a daily rate as a contractor for 10 years!

But it works the other way, too. How many companies outsource their IT, make all their internal staff redundant, only to find their outsource provider hires all their best former staff to work the account? I know of someone who was on a daily rate as a contractor for 10 years! Unless he started on a fantastic wage, taking into account just inflation he was majorly screwed over by his work and boss.

The Amazing Pig writes It was not one single 10 year contract that would be stupid. He re-negotiated every year the contract came up for renewal.

Hey I'd Love to get poached Nah, you don't want to get poached. Lots of boiling water and stuff. I've heard fish don't like it very much. BB code is On. All times are GMT The time now is Resources saved on this page: Trash Or Be Trashed Where the weak are killed and eaten!!!! Vulgar language and nudity may be enclosed!! Page 1 of 4.

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Switch to Threaded Mode. It costs a lot of money to employ a person apart from their salary. The employee that moves might think they are getting a good deal. The customer can't be that bad if your employee decided to leave your company to go there. That's for them to find out. Imho any employee who is poached by a client of the employer they work for without having a good understanding of what they're in for deserves everything they get good or bad.

I think you have been doing something pretty damn good to retain staff for that long. Not many people, especially a small company, would be able to do that. Perhaps they were looking for a change? What have they said to you as to their reasons for leaving? I have an anti poaching clause in both my staff and my clients contracts, So you have an anti poaching clause, but So far 4 of my staff have moved on to 2 of my clients, And this is now an ongoing problem.

If you always do what you always did, you always get what you always got. Let's look at this from a slightly different angle I work for a large company that is running a major IT project. I quickly do the sums I expect the project will take about a year, which is roughly working days. So why wouldn't I try and poach the consultant? I've had a similar problems with contract programmers. Now, for a short term project, it's probably worth paying the premium. But then I looked at my schedule of projects and saw that I had at least a year of work.

Granted, a good programmer No I haven't read the whole thing but my initial thoughts are this: Paying them more possibly wont make any real difference. Your clients are impressed by the calibre of the people you send them - they get to try before they buy if you like. You may minimise it a bit, but in the end, you may still find people getting higher offers to leave. You probably just need to accept that this will continue, and plan your hiring strategies around it.

Consider yourself now to be every bit as much a recruitment firm as all the other agencies. I'd also suggest that you should probably start charging your clients more, as they obviously have money to go around, and in fact you could probably add a simple clause in all your contracts with clients that ensures you get a fee for any staff pinched, make it reasonable but not greedy. IT is the same as any other contractor.

If you ran a transport company and had 3 trucks, you would send them to the mechanic to be serviced. The Mechanic is a contractor. If you had trucks, you'd be mad to send them to a mechanic to be worked on, you'd get your own mechanic.

IT is even better in that we don't need a lot of tools or equipment to do our job. Contractors are around to perform roles for companies who do not need full time staff in that job. Eventually some companies will get bigger and they will need full time staff. You're lucky that you've not lost the customer all together. The contractors that did my job before me haven't seen a cent from me. I came complete with my existing contacts that i've worked with before.

When I ran my own company I had a customer try and poach me from myself. But will he take your offer. Are you just offering him money? Will you provide superannuation? Will you find him another position that he can move into as soon as your contract has ended? Will you support him with things like training etc. Many people contract for reasons other than money. When I have been contracted to a company, I have often been asked by the company to leave my agency and contract directly. I've never done so because my agency does a lot of the "behind the scenes" support eg payroll processing, taxation issues, superannuation, etc.

A contracting agency's main aim is to keep its contractors in work. That is how it makes it's money. An employer's goal is for their contractors to get the work done. There is a disconnect between these two things. Because thats not the true cost of the employee. In order to do a full comparision you need to consider the actual financial cost of a permanent employee, incluing such things as super, leave etc.

You may find that theres not too much difference on some occasions. I've been in IT since , working on all manner of web technologies from networking, server configuration, database integration and administration, web site creation, middle wear authoring with various languages including archaic things like ColdFustion, right down to hand coding HTML where necessary AND I had to change jobs twice just to get this figure. AND the pricks at my new work place had the audacity to say they weren't happy with me after the first week, as I wasn't picking up their custom APS architecture fast enough, despite NO documentation and no instructions!

I left my workplace 5 months ago because i was getting 22K a year!! Ran and started up a helpdesk to support our many digital clients. I joined a 50YO Cinema repair shop in newcastle there is only one and they had 3 staff, i was hired as i am IT Savvy and had spent years playing around with video on systems and networking.

I also fixed amps projectors, loads of metalwork etc.. He denied i ever did any IT work for the company basicly told me if i left i couldent put it on my resume as he would deny it. I left because my prime tool for the IT work i was doing was my laptop, which i was paying off. My boss woulden't help me with the bills, wouldent get a system for me to work on and i had to "surrender" my laptop when i could not pay the bills.

There are always ppl worse off than yourself, remember that. Yes, I always remember that I only wish i was in a position to be poached!!! My boss made me write every little thing I'd do down in a massive ledger.

I tell you, I was NOT a poplular boy.. Knowing that im one of only a handfull of guys ever to set this stuff up sucsessfully and knowing no one will ever know pisses me off!! Hey I'd Love to get poached and a coffee on the side.

You may find that theres not too much difference on some occasions Every time I've done the calculations, it works out waaaaaay cheaper to employ someone than to use an external resource. Yes, even when you add the on-costs. This is assuming that you actually have enough work to keep a permanent employee occupied. The whole idea of using external resources is to fill short-term gaps.

Because the work supply is spotty, external agencies price their staff to cover this risk. But when the work is plentiful and long-term, there is no risk. But prices usually don't drop. I've worked in a few places where staff were being paid a daily rate for years. If a staff member has been doing the same job for almost 3 years, why on earth would you be employing them on a daily rate, through an agency???

Mostly, they get employed for a short-term project, and somehow the work just keeps rolling over. If the company is big enough, they sometimes even forget that one of their staff is actually a contractor on a big fat daily rate.

Then one day, you check the budget and realise you've blown big dollars on an employee that should have been a permanent recruit. Yeah, he used to work for you. He now works for me. Let me know when you've trained somebody else up to his standard, we could use another one If a staff member has been doing the same job for almost 3 years, why on earth would you be employing them on a daily rate I know of someone who was on a daily rate as a contractor for 10 years!

But it works the other way, too. How many companies outsource their IT, make all their internal staff redundant, only to find their outsource provider hires all their best former staff to work the account? I know of someone who was on a daily rate as a contractor for 10 years! Unless he started on a fantastic wage, taking into account just inflation he was majorly screwed over by his work and boss. The Amazing Pig writes It was not one single 10 year contract that would be stupid.

He re-negotiated every year the contract came up for renewal. Hey I'd Love to get poached Nah, you don't want to get poached. Lots of boiling water and stuff. I've heard fish don't like it very much. Although on the plus side, you might get to soak in wine for a few hours, which could be good for your complexion. Nah, you don't want to get poached. I would imagine that getting poached is much better than getting "grilled" or "roasted" - which often occurs in a job interview.

Hey I'd Love to get poached and a coffee on the side Whim sent. So even though you have left, you are still under his control? Put it on your resume, any future employer worth their salt will ask you a few questions that you couldn't bullsh1t your way through and they will know you are fair dinkum. If you were the help desk, why not start up your own 'consultancy'. Any client can ring you for help, you can charge whatever you like.

Even better, offer your services to your old boss at an hourly rate that makes you happy. Or find out who is looking to be competition for your old boss, and go knock on their door and offer your experience.

That would be an excellent idea: My boss was so stingy, my laptop! We WERE using screwdrivers from crazy prices that wore out a decade earlier. They mostly are guys in thier 50's who "think they are bees knees" you know got a puter 3 years ago and burnt a dvd..

Simple supply and demand. If there is more demand for your staff, you have to pay them more to keep them. If you don't, they'll go elsewhere and get more money. Of course you can't justify paying them more than they will make for you, so when you get to that point, you either: You have to understand that bigger business have more money.

Perhaps they're bigger for a reason. Which is why this is so effective for the companies pinching his staff. If he pays his staff more, then his charge out goes up, so the math works out the same for the clients. His best be is to work out some clause in the contract so he gets something out of it, because he wont be able to stop it, unless he wants to start hiring lower quality candidates.

I have spoken to the CEO of the client and we have mutually agreed that all is good and that business will carry on as per usual. At least I can get some form of compensation if this happens in the future. Thanks all for the comments and for the people who are being treated like crap What you are currently paying them? What they are being paid at the new job? Where they got their experience and quals from is rather irrelevant. Unless you are suggesting F6 should pay his tech staff at IT Management rates?

I can't believe there's no mention of graduates in this thread. Why don't you recruit a graduate or two on a base graduate wage and increase the wage of a few of your top technicians to train the graduates in your business ways? You'll be saving funds on what you pay the graduate, whilst also giving your more important technicians a pay rise. They will be happy and less likely to jump ship if they can see that you're faithful and respecting them for the knowledge they have and are showing the graduates.

After a year or two, the graduate will have substantial knowledge and would be able to take over the role if one of your technicians was to leave. Regardless, if he can get more money he will go, 9 times out of Was there anyway you could have restructured his position to ensure you get more value from him, and then be able to pay him more? Because if you couldn't, someone else can.

Thats why I was asking the OP thsi question. Wouldn't you cut out the middle man to do the same job for more money? Pay them what they are worth. I hated working for small Asian Computer Companys. They would pay the bare minimun and thats it. And they wondered why I did a crap job. And always took my break for the full hour and never worked during my lunch. I turned it down I like where I work.

It is nice to get calls out of the blue offering you a job on reputation only though. This employee has moved up the food chain. He wasn't being underpaid, he's moving to a new role. Tech work is different to management work. I don't see how anyone could say that he was being underpaid without knowing how much he was getting paid and what he was being paid for in the first place. If the market is offering X more then that is the market rate for someone with that experience and skill.

There are other methods employers are now using to keep staff. Make sure you know all your staff well and take them out for lunches etc. The last job I was at a new CIO came in and within 2 months there were about 8 resignations in a department of For me it was time to move on anyway. Expect some staff moving on but do what you can to keep the rest. I wonder how enforcable that is , certainly I can see problems if they read the contract. I dont think you understand simple supply and demand.

It's the market that sets the rate through demand. If someone in the market will pay higher, then that is the market rate. We don't need to know exactly what he was getting paid to determine if he was being underpaid. If his current boss can only pay him 20k less than the other guy, then his current boss is 20k under market rate, his new boss is not 20k over market rate. The fair price is the price that the market will bare. Good analogy for you. CD's cost much less to manuafacture than tapes or vinyls.

Yet, the cost of CD's continue to climb, and the cost of tapes and vinyls continue to fall. There is high demand for CD's, and low demand for tapes and vinyls. Just like staff - if there is high demand, there price will climb, regardless of many other factors. The market, overall, not just one or two businesses. If they were 20k underpaid, don't you think they would have left ages ago?

How good can a workplace be to earn that much less a year and stay. Just because a business may end up saving some IT support fees by paying a tech more than he is currently getting, does not mean they just set a new market rate. Also don't forget the job descriptions are not identical. Many people are happy with the small payrise each year and do not actually seek to find out what they are worth in the market.

This is why people generally do not opt tp leave as they don't really have any reason to if they are treated well enough and are happy in the position they are.

The comfort zone factor has its say and then it all depends on the skills the person has which will determine their market worth. It appears that your top and highly skilled employees are in direct contact with the client and so the client has a name to work with. If suddenly the client realizes that "Joe Smith", who has been working for your company, has great experience and would prove to be better suited working directly for them, then of course they'd offer Joe a slightly better position with them.

The idea is to break your organisation into different levels, where level 1 employees are cheap, but not worth poaching. Let the client deal directly with level 1 staff. Try to minimize as much contact between your client and your top level staff. I can bet you that one day, Joe had a nice little friendly conversation with your client about pay rates, but the person listening to Joe was probably a recruiter. No, thats not right, because the market for this employee is only one business.

This is very true, I know of people working on 60k who have bosses who would happily pay them k, but don't because they never complain about being on 60k. Welcome to the free market. Your staff are free to change jobs as they see fit.

Do you know that the staff didn't contact the client and ask for a job? Do you know that a recruitment company wasn't involved? Often, even in cases like this, they will be.

But all up, I think the real question is do you want to give your client a damn good laugh - because if you do then I suggest going ahead and asking them for a fee! His customers probably use him because they get to speak to highly exerienced highly professional staff, not some 17 year old just out of high school still popping zits.

I would think that is one of the main reasons they use his services. Going and doing a TPG or Dodo on them, and making only your inexperienced newbie staff accessable to them, is a good way to go broke. Your model might work barely in the ISP call centre industry where the only important things are numbers , but certainly would not in the coporate support industry. You only have to look at the number of complaints about customer service from companies that do this, to work out that its not a good idea for him.

Corporates pay top dollar for support because they expect top support. ISPs have the disadvantage of having to support a huge number of small clients and hence need high number of level 1 support. With corporate clients, level 1 support numbers can be significantly less - improving client satisfaction when dealing with the same level 1 person.

Giving end clients direct access to level 3 support people will lead to situations the OP describes. They'd still receive level 3 support in the end.

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