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<blockquote data-quote="Ricochet1a" data-source="post: 868423" data-attributes="member: 22880"><p>Finally, a well thought out question!!!!</p><p></p><p>Courier A in high turnover market gets topped out in let's say 15 years (don't get optimistic that Fred is changing course, he isn't). </p><p></p><p>Courier B in low turnover market receives lower annual pay raises. At 15 years of service, he isn't topped out yet. </p><p></p><p>This is the logical outcome of such a system, but hasn't been addressed at all in the memo that went out.</p><p></p><p>So, Courier B has put in the same time, but their pay progression is markedly inferior to the topped out Courier in the high employee turnover market. </p><p></p><p>Suppose Courier B transfers into the station with Courier A. Courier B won't get a "catch up" pay raise - he spent 15 years in a low turnover market where FedEx felt it didn't need to jump pay nearly as much. So Courier A and B will work side by side, but Courier B will be making less, maybe much less. </p><p></p><p>How do you think that will fly??</p><p></p><p></p><p>This is yet another example of "Fred" seeing a problem, and inventing a solution that meets his needs, but lacks any sort of fundamental fairness among the employees. </p><p></p><p>The fix to this problem is to do away with percent pay raises entirely, and go to a system much like the military uses. I'm NOT stating this is what will happen, just illustrating a "fix" to the situation. </p><p></p><p>Pay would be determined by a combination of factors: Job classification pay grade, years of service, geographical location. </p><p></p><p></p><p>Instead of percentage pay increases, the pay for the coming FY would be determined by looking at the employees job classification pay grade (already exists within Express), then cross indexing by years of service, then providing any "special pay" for certain districts that are identified as having excessive turnover (Express wouldn't use the term "turnover", they'd use some other sanitized term). About the best example I can provide is a military pay chart. Anyone can pull one up to see what I'm talking about. </p><p></p><p>And as far as "hoping for the best"... You've been doing that for a long time and look where it got you. You've got your feet planted to the middle of the road, looking at the headlights coming at you from the distance. It is your right to think pleasant thoughts as you stand there. But when you do become roadkill, don't go around with another pity party stating that you were "done wrong". The only thing you can and will be able to blame are your own decisions and refusal to act on what even you believe is an impending change in how the company you work for is going to operate.</p></blockquote><p></p>
[QUOTE="Ricochet1a, post: 868423, member: 22880"] Finally, a well thought out question!!!! Courier A in high turnover market gets topped out in let's say 15 years (don't get optimistic that Fred is changing course, he isn't). Courier B in low turnover market receives lower annual pay raises. At 15 years of service, he isn't topped out yet. This is the logical outcome of such a system, but hasn't been addressed at all in the memo that went out. So, Courier B has put in the same time, but their pay progression is markedly inferior to the topped out Courier in the high employee turnover market. Suppose Courier B transfers into the station with Courier A. Courier B won't get a "catch up" pay raise - he spent 15 years in a low turnover market where FedEx felt it didn't need to jump pay nearly as much. So Courier A and B will work side by side, but Courier B will be making less, maybe much less. How do you think that will fly?? This is yet another example of "Fred" seeing a problem, and inventing a solution that meets his needs, but lacks any sort of fundamental fairness among the employees. The fix to this problem is to do away with percent pay raises entirely, and go to a system much like the military uses. I'm NOT stating this is what will happen, just illustrating a "fix" to the situation. Pay would be determined by a combination of factors: Job classification pay grade, years of service, geographical location. Instead of percentage pay increases, the pay for the coming FY would be determined by looking at the employees job classification pay grade (already exists within Express), then cross indexing by years of service, then providing any "special pay" for certain districts that are identified as having excessive turnover (Express wouldn't use the term "turnover", they'd use some other sanitized term). About the best example I can provide is a military pay chart. Anyone can pull one up to see what I'm talking about. And as far as "hoping for the best"... You've been doing that for a long time and look where it got you. You've got your feet planted to the middle of the road, looking at the headlights coming at you from the distance. It is your right to think pleasant thoughts as you stand there. But when you do become roadkill, don't go around with another pity party stating that you were "done wrong". The only thing you can and will be able to blame are your own decisions and refusal to act on what even you believe is an impending change in how the company you work for is going to operate. [/QUOTE]
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