Lianet Blanco
Respond to the following in a minimum of 100 words:
Hi everyone, The type of candidate to search for high pay and expensive benefits would be the younger generation. I say this because when I was younger I was just looking for a good pay and did not really pay attention to the benefits portion. Now that I am older and have a family benefits are my first search. Good health care for example. However in reality when u get a good pay with expensive benefits- by the time you are done paying for taxes and benefits you are still left with a low salary. The middle class and even upper middle class individuals are still struggling same as low I come families. I can only speak for my experience but even with a school education; yes, I am going for bigger and better opportunities but I am still left with a forever debt for school. Any thoughts? Thank you, Lisnet.
Latrica crawfordRespond to the following in a minimum of 175 words:
The type of candidate most attracted to an organization offering high salary and incentives are those that are highly aggressive with high expectations and drive. This type of candidate is motivated through benefits that bring about monetary values. The pros of such candidate would consist of achieving goals and targets easier. I am that type of candidate being that the only motivation for me would be anything that involves more money, incentives or benefits. Additional pros would be that those types of individuals are mostly highly skilled, so both the candidate and the organization can benefit from each other. Cons of this type of candidate is that if another organization offer better salary, incentives or benefits, that person will easily move on to the next organization. Another con would be the candidate will have high expectations of the business so they would expect the benefits or incentives to keep coming but in reality, this may not happen. These types of candidates are also stressed due to their drive to succeed to keep the incentives coming which may cause their performance to fail. Compensation adjustments should be based on both market movement and meritorious performance.

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