> But valuable employees recognize what’s important for the business not just their own careers or own interests.
That's valuable to the business. The problem is how to make it valuable to the employee.
When I started out in programming, I fell in with a set of people who attached a lot of importance to Delivering Business Value. It was what you did to earn respect within that group. Great for employers, but looking back, it seems a bit one-sided.
The usual answer is stock. But in any organisation larger than about five people, the relationship between your output and the stock value is too wobbly for that to work.
There's an arsenal of incentives like bonuses and promotions. But in practice, as many commentators have observed, those don't go to the people actually doing valuable work.
That's valuable to the business. The problem is how to make it valuable to the employee.
When I started out in programming, I fell in with a set of people who attached a lot of importance to Delivering Business Value. It was what you did to earn respect within that group. Great for employers, but looking back, it seems a bit one-sided.
The usual answer is stock. But in any organisation larger than about five people, the relationship between your output and the stock value is too wobbly for that to work.
There's an arsenal of incentives like bonuses and promotions. But in practice, as many commentators have observed, those don't go to the people actually doing valuable work.
It's an open question, as far as I can tell.