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For your knowledge advantage, we put together the most actionable insights from 26 getAbstract summaries (22 books with a total of 6380 pages and 3 articles) on this topic. If you did this work yourself, you would be busy for at least 7648 minutes (about 128 hours). Learn more.

Awards, Rewards, Hogwarts

The mechanisms of internal talent development and recognition are as diverse and varied as their demonstrable effects. What really works? And which “strategies” are a case for the storybook?

Awards, Rewards, Hogwarts

In a world in which more and more people are working outside of the company headquarters, the possibilities for finding new talent are almost unlimited. But the search for and selection of these talents is time- and resource-intensive, and in the end comparatively inefficient – since you’ve been relying on the best of the best in the existing workforce for a long time anyway, right? And true enough, there is a lot to be said for not investing existing resources in new people, but rather making better use of the existing potential in your company. So, what do you need in order to do this?

First: A Motivated Team

Motivation does not come from salaries, bonuses or opportunities for advancement alone: Motivation must already be present in the employee because the overall “package” of the employing organization is right. This package includes purpose, product, environment, colleagues and superiors whom you look up to because they are good – not because you have to. Anyone who thinks they can replace these instinctive work components with money will get mercenaries, not co-workers.

Without the right approach to your workers, they will never perform at the level they are capable of. For more information, see the abstracts below.

Related Summaries in getAbstract’s Library
Image of: Why Motivating People Doesn’t Work...and What Does
Book Summary

Why Motivating People Doesn’t Work…and What Does

Using a carrot-or-stick approach to motivate people creates more problems than it solves.

Susan Fowler Berrett-Koehler Publishers Read Summary
Image of: The Simple Tool That Revives Employee Motivation
Article Summary

The Simple Tool That Revives Employee Motivation

Should you care about your employees’ motivation? In short, absolutely.

First Round Review First Round Review Read Summary
Image of: Talent Magnet
Book Summary

Talent Magnet

To hire the best people, find out what top job prospects want and meet their expectations.

Mark Miller Berrett-Koehler Publishers Read Summary

Second: The Right Incentives

Once the foundations for motivation are laid between organizations, supervisors and employees, you can amplify the effect by creating positive incentives. These can be financial incentives, but they can also be non-monetary – or a combination of both.

Monetary Incentives

Yes, your employees want to be able to pay their own bills. And although all the feel-good discussions about a good place to work sometimes make you suspect it’s not true, financial incentives – i.e., pay increases and bonuses when goals are met – do work! But they don’t always work the same way, and they’re not always the best leverage for better performance. Here’s the elevator pitch:

Image of: Employee Reward and Recognition Systems
Article Summary

Employee Reward and Recognition Systems

An excellent starting point for entrepreneurs investigating the merits of employee incentive, reward and recognition programs.

Inc. Editorial Inc.
Read Summary

The same applies to constantly rising income: It increases happiness (which tends to boost productivity), but only to a certain point, after which people merely adjust their expectations.

Image of: Happiness and Economics
Book Summary

Happiness and Economics

The rich are happier than the poor – but not because of the money. It’s the autonomy, not the economy.

Bruno S. Frey and Alois Stutzer Princeton UP
Read Summary

Any payment program you establish should be consistent with company values and clearly distinguish between different incentives – not always using them the same way, either.

Your Integrated Pay Program

In creating a pay program, consider the four elements of pay and decide on the best mix for your company. These elements are:

  • Base pay – This is supported by lump-sum payments. It is the primary reward for a person’s ongoing value, where you pay for the person’s skills and ability to achieve desired results, consistent performance over time and value relative to the labor market.
  • Variable pay – This includes both cash and equity. It can be paid to a team, business unit, company or individual, based on your quantitative or qualitative measure of results and success goals. This component is flexible and adaptable to changing circumstances. It can be linked to both short-term and long-term performance and goals.
  • Recognition and celebration – This is a way to honor individual, team, group, business unit or company achievements. This approach creates an atmosphere in which people receive attention and acknowledgement as you offer positive, enjoyable rewards.
  • Benefits or indirect pay – This includes basic health and security benefits. Although this component is playing a diminished role, it has some influence in keeping talented people and in making the workplace a positive environment.

Look at all of these elements together as part of the pay package. For instance, if you are adding to variable pay, think how that affects benefits, so you assess fully what your costs are, what employees will be receiving, and how they perceive and value those benefits.

Image of: Pay People Right
Book Summary

Pay People Right

That little white envelope that you give to your employees does more than pay them for their work: It communicates your company’s values and goals.

Patricia K. Zingheim and Jay R. Schuster Jossey-Bass Inc. Publishers
Read Summary

Different Markets and Pay Scale

Since many jobs today can be done from almost anywhere (and virtually, and by robots), number crunchers instinctively see the huge advantages: Having to pay only a fraction for the same work on the other side of the world is a no-brainer. However, where comparative advantages exist, disadvantages also exist.

Sure, you can pay remote workers from less developed countries cheaper wages than most Western workers expect, but how long can you retain them? To avoid talent turnover and to engender greater equity, quadruple the usual local salary for remote workers in less-developed countries. Learn more here:

Related Summaries in getAbstract’s Library
Image of: Making Remote Work Work
Book Summary

Making Remote Work Work

Work from home on your schedule. Sounds great! Where do I sign up?

Gil Gildner Baltika Press Read Summary
Image of: The Employee Experience Advantage
Book Summary

The Employee Experience Advantage

For your company to thrive, create and nourish positive “employee experiences.”

Jacob Morgan Wiley Read Summary

Pay-for-Performance Systems

More than 80% of companies seek to increase employee motivation using rewards. But before you implement a pay-for-performance system, consider whether your tasks are routine and repetitive, or complex and changing. If the latter, you need an adaptive performance system, which performance-based rewards undermine. Here is how to do that:

Image of: Primed to Perform
Book Summary

Primed to Perform

Neel Doshi and Lindsay McGregor offer sterling advice on engagement, motivation and performance: Provide play, purpose and potential, not bonuses.

Neel Doshi and Lindsay McGregor HarperBusiness
Read Summary

If you struggle to measure the behaviors you hope to promote or to calibrate rewards to reach your desired business goals, or to motivate your employees or customers, rethink pay-for-performance. Cash bonuses rarely produce desired results, and certain types of employee recognition programs can cause more harm than good. A Harvard Business School study reveals that it matters a great deal how managers award employees, and for what:

Image of: How to Demotivate Your Best Employees
Article Summary

How to Demotivate Your Best Employees

An award program designed to boost productivity resulted in high achievers working less.

Dina Gerdeman Harvard Business School
Read Summary

While providing adequate financial compensation is crucial, monetary awards alone do not motivate people as other awards do.

Keep in mind:

  • When creating reward systems, seek employee feedback; the key to an employee’s ability to perform may rest in his or her own heart.
  • Reward systems should encourage employees to be entrepreneurial in their thinking even as the bureaucracy thickens around them.
  • Therefore, make sure that superiors grant the necessary space for this and say goodbye to micromanagement.
  • Try to tie pay raises and promotions to learning and acquiring skills (see below).
  • Nonfinancial rewards often motivate employees more than money does. This is especially true for younger employees.
  • Money simply cannot buy happiness, but praise, flex time, travel, paid education and scholarships might be able to. Read this list again from the beginning.
Related Summaries in getAbstract’s Library
Image of: Reward Management
Book Summary

Reward Management

You can devise a reward policy that reflects your organization`s values and goals. (PS. Good luck applying it fairly.)

Helen Murlis and Michael Armstrong Kogan Page Publishers Read Summary
Image of: Rewards That Drive High Performance
Book Summary

Rewards That Drive High Performance

Don’t give Christmas turkeys to vegetarians! For more advice on employee incentives, read on.

Thomas B. Wilson AMACOM Read Summary
Image of: Effective Executive Compensation
Book Summary

Effective Executive Compensation

Structuring CEO rewards to get great performance: A powerful, flexible toolkit for designing and aligning executive pay.

Michael Dennis Graham, Thomas A. Roth and Dawn Dugan AMACOM Read Summary
Image of: A Handbook of Employee Reward Management and Practice
Book Summary

A Handbook of Employee Reward Management and Practice

Compensate workers fairly while aligning your reward management policies with your firm`s overall values. Not so simple.

Michael Armstrong and Tina Stephens Kogan Page Publishers Read Summary

Non-Monetary Incentives

Quite a few storybook cases so far, isn’t it? So let’s now move on to the things that are not wishful thinking, but actually work.

Continuous Learning and Career Growth

Today’s employees expect continuous learning and career growth. If they don’t receive the training they seek, they leave and their firms suffer. This is the shortest paragraph in this article – and the most important.

Here is some background on what you’ll need in the future:

Related Summaries in getAbstract’s Library
Image of: Future Fit
Book Summary

Future Fit

Reskill, retrain and reinvent yourself to remain competitive, marketable and ultimately, Future Fit.

Andrea Clarke Major Street Publishing Read Summary
Image of: Future-Proofing the Workforce
Report Summary

Future-Proofing the Workforce

Speedy skill acquisition is vital for the future of work.

Jean-Christophe Ravaux, Jake Schwartz, Ranjit DeSousa, Judith Wallenstein, Andreas Liedtke, Theodore Roos and Agathe Renard The Boston Consulting Group Read Summary
Image of: The Adaptation Advantage
Book Summary

The Adaptation Advantage

Humans have extraordinary skills that no machine can master – and that’s a good thing.

Heather McGowan, Chris Shipley and Thomas Friedman Wiley Read Summary

And here you’ll find insights on how managers should prioritize their staff members’ (virtual) career development:

Related Summaries in getAbstract’s Library
Image of: Help Them Grow or Watch Them Go
Book Summary

Help Them Grow or Watch Them Go

If your employees can’t learn and grow, they’ll leave.

Beverly Kaye and Julie Winkle Giulioni Berrett-Koehler Publishers Read Summary
Image of: The Virtual Training Guidebook
Book Summary

The Virtual Training Guidebook

Virtual training offers many advantages, including cost savings, but your course must fully engage your online students.

Cindy Huggett ASTD Publications Read Summary
Image of: Your Team Loves Mondays...Right?
Book Summary

Your Team Loves Mondays…Right?

Gallup found that 50% of 7,200 associates who quit their jobs left because of their managers.

Kristin A. Sherry Black Rose Writing Read Summary

Still not enough summaries? There are a few dozen more in our topic channel:

Image of: Learning and Development

Learning and Development

It’s never too late to learn. Find out how to develop your team members continuously, efficiently and cost-effectively.

Open Channel


Do you actually know what your people do – and what they like and do best? Ask them now and then. Working from home causes some employees to worry that no one will notice their efforts. In the following abstract, David Zweig stands up for competent team players – the understated people who make sure that skyscrapers don’t collapse, that you’re properly anesthetized for surgery and that UN speeches get translated accurately. It is time to find and honor this breed of careful, responsible, largely unrecognized leader in each and every company:

Image of: Invisibles
Book Summary


To find fulfillment, quietly strive for competence in your craft and – eventually – for mastery.

David Zweig Portfolio
Read Summary

Managers tend to assess people’s skills by looking at their current roles and jobs titles. However:

Your employees have additional skills and passions they want to use, and which you can leverage.

Human resources and change management experts Edie Goldberg and Kelley Steven-Waiss provide detailed examples, drawn from companies in various industries, to help illustrate six core principles organizations can use to tap into employees’ skills. By leveraging your current workforce in new ways, you can create an agile organization, able to adapt to the fast-changing forces of the new digital economy.

Image of: The Inside Gig
Book Summary

The Inside Gig

Understand and leverage the talent you already have within your company.

Edie Goldberg and Kelley Steven-Waiss Life Tree Media
Read Summary

You should combine completed learning and development stages with increased visibility: Physical townhalls and all major team chat software (and new recognition tech) allow individuals to be praised and congratulated for their successes in continuing education and/or their advancement to a new level of responsibility in front of the entire workforce. Individual companies (like Swiss Bank ZKB) even go so far in internal career development as to highlight those who are about to make the leap to the next level – thus incentivizing them to actually make the effort. Best practices? Here they are:

Image of: The Invisible Employee
Book Summary

The Invisible Employee

Lure invisible employees out of the shadows and into the light by honoring their achievements.

Adrian Gostick and Chester Elton Wiley
Read Summary


Remember the beginning of this article? A 2012 study showed that once people earn a comfortable level of income, gratitude becomes more important to them than cash awards and bonuses. The “Gurus of Gratitude,” best-selling authors Adrian Gostick and Chester Elton of All In and The Carrot Principle, contend that the best way to boost morale, increase productivity and create a positive work environment is to show your employees that you’re grateful for them. Here is what you need to know:

Related Summaries in getAbstract’s Library
Image of: Leading with Gratitude
Book Summary

Leading with Gratitude

When you “lead with gratitude” people will not only follow, they’ll also forge new and better paths.

Adrian Gostick and Chester Elton HarperBusiness Read Summary
Image of: The Carrot Principle
Book Summary

The Carrot Principle

Reward your employees with a few tasty carrots and watch how your business changes.

Adrian Gostick and Chester Elton Free Press Read Summary

Last but not least, an important note: In-house talent management is becoming more important not only because our work environments are radically changing or young talent is more demanding, because older employees will remain part of your workforce for longer. Within organizations (and within all the teams formed within them), the age range will increase, leading to new challenges – but also to tremendous opportunities if you master internal development.

Learn more here:

Image of: The Talent Revolution
Book Summary

The Talent Revolution

HR consultants offer insights that address a neglected component of the talent spectrum: older workers.

Lisa Taylor and Fern Lebo University of Toronto Press
Read Summary
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