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In this episode, Dave and Jamison answer these questions:

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1. \n

   Hi guys! I\u2019m a technical Data Analyst in a well established Fortune 500 company, in my job I usually work with databases to build queries and prepare reports for our users. In the past 2 years my team and I had a tremendous impact in the business with several successful key projects, and we received very positive feedback from the management during our yearly review. We are talking about an impressive performance that it\u2019s very unlikely to be repeated again in the future, a mix of luck, great decisions and technical efforts as a team.

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   I was expecting a substantial raise but my manager, who have been promoted recently and it\u2019s the first time she\u2019s doing this, told me that the salary caps are defined by our Headquarter\u2019s HQ by looking at the average salaries for our roles. My salary is already high based on these statistics. There is only room for a 0.5% increase, which I approved, because it\u2019s better than nothing, but left me with a bittersweet aftertaste. My manager felt sorry and promised that for the next year she\u2019ll fight for more.

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   I love my work and I consider myself already lucky to have this sort of issues. However, this method doesn\u2019t reward outstanding performances and encourages to just \u201cearn that paycheck\u201d, knowing that whatever I\u2019ll do, I\u2019ll earn more or less the same unless I get a huge promotion to manager (which I\u2019m not ready to do). I see this in our company culture.

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   How can I bring this topic to the upper management and support my manager to change the system?

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2. \n

   I am a manager of a small team of four people. I am about to absorb another team of three. While we all work on the same \u201capplication,\u201d we own very different \u201cmicro-apps\u201d within that site. Our tech stacks are similar (node, react). The two teams have different product owners under a different reporting structure.

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   I would love to merge the two teams. I think a seven person team would be more effective and resilient than two 3-4 person teams. Already with my four person team, we feel it when someone needs a couple days off.

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   How could I plan for and execute a plan to merge these two teams? What considerations for the engineers and our product partners should I have?

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