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Cindy Ventrice is a management consultant and workshop leader with over 20 years of experience in a wide range of industries. She spoke to dozens of company managers in compiling the tips that make up her book Make Their Day! Employee Reco

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

gnition That Works. In this interview she provides guidance for owners and leaders to assess the quality of their current recognition programs and identifies the traits common to leaders offering effective employee recognition.

Wh

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

at can small businesses, who may not have the funding or resources to compete with larger firms in terms of employee incentives, do to motivate their employees? The good news is that, in terms of recognition, money is not a significant

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

factor. Once employees have what they consider to be a fair wage – in other words, they’re at 75 percent of the industry standard for their geographic area – money is not really a factor in how motivated they people are, how willing they are to s

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

tay and how valued they feel in the workplace. Then it comes down to non-monetary concerns like:

Are they treated appropriately?

Are they given information in order to do the best job they can?

Do they feel trusted?

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

Do they feel like their opinions are valued?

Are they getting chances to develop and grow? (Is anyone acknowledging that they are making a significant contribution?)

All of those things matter far more than money does.

<

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

strong>How can an owner or leader assess the quality of recognition currently offered in his or her workplace? That depends in part on the size of the organization. With extremely small companies –for instance, those with fewer than 10

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

people – you don’t really want to be doing surveys with employees. It will seem uncomfortable and impersonal. In that case, it’s going to be about having conversations and building up enough trust with people to know that they’re giving you hones

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

t answers.

This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time.

How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective appr

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

ach to recognition? First, I would give them a word of warning: Almost 90 percent of big companies have recognition programs that they spend billions of dollars on every year, and yet only 40 percent of their employees report that they’

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

re satisfied with recognition. So many, many programs go wrong.

One of the things I talk about in organizations is the “50-30-20” rule, which addresses the source of recognition that employees want to see. They have a preferred mix:

Twenty

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

percent of recognition is organizational – things like asking somebody’s opinion, being transparent in your business processes and giving out service awards.

Thirty percent of recognition can come from peers. Many companies will put pe

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

er awards into place when they feel that employees are not getting enough recognition.

Fifty percent of recognition has to come directly from the manager. I typically recommend that companies start with the manager, which means giving

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

them training and holding them accountable for seeing a difference in employee satisfaction.

This training for managers should focus on four basic elements of recognition, which are based on my interviews with employees on what they found a

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

s valued recognition: Praise, appreciation, respect and opportunity.

What traits do managers offering effective recognition share? They have a willingness to have an open dialogue with their employees and an ability to offer mo

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

re positive feedback than negative feedback. Trust is also big among those leaders – they trust their people and assume that they’ll do their best work until proven wrong.

They’re also able to give employees challenges that are incremental – tha

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

t are a stretch without being overwhelming. Often, they know what their employees are capable of more than the employees do themselves. They also know what their people’s strengths and weaknesses are, and they’ll talk about those [qualities] and

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

assign responsibilities around them. I’ve seen employees get excited because their boss was open with them about areas of competence and areas of improvement around a specific project, when the boss has set up the next project to leverage the emp

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

loyee’s strengths from the last one with some things that need to be worked on. That ability to blend what’s best for the company with what’s best for the employee is really critical – and it’s a skill that I’ve found many managers do not possess

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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