petition. In fact, the programs are developed
so that around 65 percent of all properties will
receive some reward. The district managers’
quarterly bonuses are tied to the financial performance of their portfolio, up to 25 percent of
their annual salary.
“You put a bonus program out there for
action and results,” Lamberti said.
Annual bonuses are also determined by
whether Milestone communities are meeting
or exceeding their budgeted goals. The annual
bonuses for community directors and main-
tenance supervisors can range from 10 to 15
percent of annual salary, plus additional incen-
tives if they exceed expectations by 1 percent or
“Milestone been fortunate in that the majority
of our communities are performing to the level
of expectation that was budgeted, and in turn,
they are being rewarded for that performance,”
said Monica Blankenship, vice president of
human resources for Milestone.
Go to www.
to post a comment.
Companies can only offer so much money
to their employees, though, and truly, money
will only keep employees happy temporarily—
meaning businesses must come up with other
incentives, as well as establish a desirable working environment to keep employees engaged,
“After a while, money wears off,” she said.
“You have to like getting up and going to work.
If you don’t like the work environment or co-
workers, money becomes second.”
Companies can retain prized employees by
creating a less stressful and family-like atmo-
“There is a lot of stress in the economy,”
Blankenship said. “We are cognizant of that and
are constantly thinking about how we can create
a workplace environment that is not stressful.
We want to make the workplace as positive and
friendly as possible.”
Last October, the company hosted an event
for corporate associates, whereby they took the
afternoon off to have burgers, and compete in
an obstacle course competition and a kickball
Employees might also reconsider leaving an
organization that offers job and schedule flex-