Issue link: http://read.dmtmag.com/i/51841
MANAGEMENT and cash-in-hand, which is reflec- tive of performance. The management benefits from this system as the highest per- formers are rewarded, but the incentives are not dependent upon supervisor evaluations, thereby diminishing negative sentiments from employees. This program has the components required to keep employees engaged for years. Winery tasting rooms, on the other hand, generally offer few incentives for their servers – a fas- cinating condition based on the high margin associated with on- premise sales. As such, wineries may consider adding incentives to reap some of the benefits associ- ated with improved performance. However, the way the program is implemented is paramount for its success. In the simplest form, incentives require little more than giving each employee a check at a holiday party reflective of his or her contribution to the company. Strategic implementation of incentive programs can boost pro- ductivity, recognize the top per- formers, attract the best potential candidates for new positions, and advance the mission of the winery. REACTIVE INCENTIVES The implementation of an incen- tive program can be either pro- active or reactive. Many times, reactive programs are developed in an attempt to modify or correct intrinsic employee behavior. For example, some people operate their lives consistently running 10 minutes behind schedule. Manage- ment may accept this, and over time the "red flag" is raised when these employees arrive at work on time for a change. This employee's consistent tardi- ness may be reflective of an intrin- It's very difficult to remedy an employ- ee's bad behavior – like constantly showing up late for work – with incen- tives. Photo: Thinkstock/Medioimages/ Photodisc WWW.VWM-ONLINE.COM JAN - FEB 2012 VINEYARD & WINERY MANAGEMENT 123