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Great post, Chuck.

Some of the add on value comes from realizing the business they are in, how budget and financials are managed and what are the common practices in the company. Technical skill is expected but being a partner to the business makes a compensation analyst very valuable. I think we all would benefit more from listening to the overall issues before throwing ourselves into the data to come up with a solution. Sometimes, compensation is only the partial answer. Sometimes, it's not even the solution.

Good issue raised, Chuck! As Jules suggests, pay is usually not the solution; but it's much easier to demand "a number" and issue payroll checks than to diagnose and solve a management problem. Managers prefer to justify higher expenses rather than tackle the harder battle of changing status quo operating practices. Context must inform content.

Darwin explains why you see fewer dogs chasing cars today, too. We should take note.

A sarcastic phrase ("After all, you can't be wrong if you have the right numbers.") in a new short story from a famous writer reminded me of this recent excellent post from Chuck.

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