I think you’d need to focus on the needs of your audience, I’m probably not representative of the world at large.
Thing is changing employers is the most likely way to achieve this.
You highlight the challenge facing many employees. Bonuses, pay rises, etc tend to be anchored to your initial salary number. Negotiate badly on the way in and chances are pretty good you’ll pay for that each time a bonus or rise is considered, as they tend to be percentages of base salary.
Changing employers mitigates that for an employee, also adds to their cumulative wisdom, providing more than one perspective on what is possible, what is the right way to do something, etc. Less risk of becoming institutionalised in the Shawshank Redemption sense.
Only if the market salary for that position justified the number. I’ve got great staff who are good at their jobs, but everyone is replaceable. There is a churn cost that must be factored in, but ultimately staff retention is a numbers based decision, just as hiring is initially.
I want my staff to develop, grow, and move on to bigger/better/brighter futures. In fact I get disappointed in the ones that stick around longer than they should… once they have learned all they can from a role and employer it is time to move on if there are not viable advancement opportunities where they currently are.
The best way for employees to “make more money NOW” is to invest in themselves, pursue and embrace opportunities, and maximise the premium they place upon their time. Work smarter, not harder. Accumulate skills that both are in demand (not just at their current employer) and command a premium.
No, but I do think there is a risk you may run out of ways to express that fairly quickly, as it is a somewhat finite subject area. Once you’ve covered the 5 or 6 key topics you might run out of steam coming up with new/interesting content… unless perhaps you offered an “agony aunt” style reader question/advice service or similar.