I think there is something here about the kinds of people who are steady hands not necessarily having great leverage either in terms of pay or status. But realistically such a person may be very costly to replace or do a very valuable role.
In that way, a sensible organisation would increase their pay and (to the extent possible) status by reflecting not on the change of their output from year to year, but actually how difficult they are to replace, which might be weeks of hiring, months of training, months of management time and perhaps years of time passing to get back to the function working as well as it previously did.
It is tricky to think how such negotiations can take place properly, but it seems likely to me that the sort of person who is likely to be a steady hand might not be agitatng for such, but that in turn means those who would say if paid more, appreciated more, don’t see that option available to them.
I think there is something here about the kinds of people who are steady hands not necessarily having great leverage either in terms of pay or status. But realistically such a person may be very costly to replace or do a very valuable role.
In that way, a sensible organisation would increase their pay and (to the extent possible) status by reflecting not on the change of their output from year to year, but actually how difficult they are to replace, which might be weeks of hiring, months of training, months of management time and perhaps years of time passing to get back to the function working as well as it previously did.
It is tricky to think how such negotiations can take place properly, but it seems likely to me that the sort of person who is likely to be a steady hand might not be agitatng for such, but that in turn means those who would say if paid more, appreciated more, don’t see that option available to them.