The co-founder of a geological consulting start-up was taking an unconventional approach to employee motivation by using non-salary enticements (e.g. retreats) as tools to drive employees' engagement with the company. The approach ran contrary to not only long-standing human resources practices but also to the preferences of the company's own employees. But that approach had only been tested in a small setting so far. Would it work as the company scaled up in size to become a larger organization?
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