| ??? 08/09/10 07:47 Read: times |
#177899 - Balance in a free market Responding to: ???'s previous message |
The employment market for engineers is fairly free, so it settles naturally to an equilibrium where there is a balance between permanent staff and contract staff. A competent engineering manager should consider contract staff for specialist, non-core expertise or to cover spikes in workload. Core competencies should be handled by permanent staff. In my experience few managers get this split right, and many high tech businesses are in danger of losing their core expertise. A lot of this is due to a shortage of good engineers.
On a personal note, as a contractor, I enjoy the lack of bullshit and office politics. The client needs some work done, I do it, they pay me. I don't do annual appraisals, pay reviews, personal development goals. The down side of contracting is that I have to be a business man, salesman, bookkeeper, IT support and tax collector. |
| Topic | Author | Date |
| The Great Debate: Employee Vs. Consultant | 01/01/70 00:00 | |
| consultants are the firstl aid off | 01/01/70 00:00 | |
| There are positives to being a consultant | 01/01/70 00:00 | |
| beware of ad-hoc meetings! | 01/01/70 00:00 | |
| So subjective so impossible to give good answers/views | 01/01/70 00:00 | |
| In times like these ... | 01/01/70 00:00 | |
| Balance in a free market | 01/01/70 00:00 | |
| "Permanent" (sic) staff | 01/01/70 00:00 | |
Salaried? | 01/01/70 00:00 | |
| Local differences | 01/01/70 00:00 |