Would You Reward Eratosthenes?

Several years ago I purchased a book called The Intellectual Devotional.  It is designed with 365 entries so that you can read one entry each day for a year.  I must admit that I have a problem:  I am addicted to reading and literally can’t make myself put books down.  So even though I told myself I’d take the entire year to read it, I couldn’t even make it two months. 

There was one entry in particular that caught my attention.  It was about Eratosthenes, a Greek librarian by profession who lived from 276 - 194 BC.  I was impressed that not only did he figure out how to measure the circumference of the earth to within about 200 miles of what we know it to be today, but he also had a hand in so many other concepts that we use today like prime numbers.  But what really caught my attention was one of the extra facts at the bottom of the entry.  Eratosthenes was called “Beta” by other scientists of the time (meaning second-class) because he dabbled in such a wide variety of interests. 

This was a man who didn’t stick with his job description.  It’s clear that he was a curious and highly intelligent person who worked to expand his knowledge.  What do we do with our employees like this today?  Are our pay-for-performance and rewards programs expansive and flexible enough to acknowledge our employees contributions if they benefit a department other than their own?  Do we even have the flexibility in our organization to allow an individual to work outside of their own department?

At a time when many employees’ wages have stagnated for about two years, we could be missing an opportunity.  We may not be able to provide formal promotions and increases right now, but we could allow employees to learn new skills outside of their area of expertise.  I’ve personally been very lucky in this regard.  Like any good Compensation geek, I love numbers and reports.  Fortunately, the Finance department realized that meant I could partner with them and when we had to deal with an unexpected vacancy last fall, I was asked to fill in and help with budgeting.  This was a win-win for the company and me.  (Please note that I’m not saying I have anywhere near Eratosthenes’ level of intelligence, just that I too have interests outside of my primary area of expertise).

Of course when the economy finally recovers and we can provide some financial rewards again, I still wonder, will our programs support this type of lateral growth?  Some performance management programs are designed to cover only the functions on the job description.  Are we able to provide positive feedback on work that an employee does for another department?  Can that work impact the merit increase they might be eligible for?  Incentive plans sometimes also reward a very narrow range of behaviors and/or results (which can create other issues too numerous for one post).  Might we be missing out on rewarding an employee making broad contributions? 

All things to think about as our programs continue to evolve.  What do you think?  Would you reward Eratosthenes?

Darcy Dees, CCP works as the Compensation Manager for Rock Bottom Restaurants, Inc., headquartered in Louisville, CO.  She has worked with RBR for nearly 10 years helping to develop many of the compensation and performance management programs the company uses today.  She spends what little free time she has hiking and reading.
The opinions expressed here are the personal opinions of Darcy Dees. Content published here is not monitored or approved by Rock Bottom Restaurants, Inc. before it is posted and does not necessarily represent the views and opinions of Rock Bottom Restaurants, Inc.

Comments

[JD]

Good observations. We have hardly touched the areas that give employees intrinsic rewards, such as enriched jobs.

[Paul Hebert]

Great discussion. I don't think you can do a normal - do x get y incentive for this kind of behavior. This behavior is the type of behavior that is best handled via recognition - something that shows employees that company values questions, experiments, discussion, innovation. Trying to "motivate" innovation isn't the way to go. Recognize innovation as a core company value and you communicate to the group that this is the behavior we want to see more of.

[JD]

I agree. Incentives are not that effective for motivating people, when the job involves high-level, creative, and conceptual abilities.

[Laura Schroeder]

A very timely point to bring up. In a company where expanding ones horizons is encouraged and rewarded, the results can be impressive. The opposite is also true.