Krings’ business pursuits have grown considerably since she first became a business owner. In those days, she employed two people.

Krings’ career has been marked by one accolade after another. For example, she has been named one of the top CEOs in Ohio’s capital city by Columbus CEO magazine. Her entities are also TSA-approved partners of the U.S. Department of Homeland Security.

Steps for establishing an employee development program
In Krings’ mind, it is imperative a business owner “survey employees to see what they really find valuable.” It is not helpful to offer health insurance if, for example, few employees would actually tap into that benefit.

While trying to fulfill employee’s most pressing needs through valuable incentives, an employer should not forget to “balance those programs with longevity,” says Krings. That means bosses should align their offerings with the type of employees who staff the company. If employee turnover tends to be high, or seasonal, for example, offering health insurance that requires a lengthy probationary period might not be valuable.

The costs involved with establishing and maintaining a successful development program should also be important considerations. “Business owners need to look at the true ROI and not just at the initial outlay of money” a program might cost, she says.

Krings is a huge proponent of measuring data and then using it to further a cause. “It’s important to monitor data as to how incentives are being received or utilized (by employees),” she says. Still, Krings does not believe business owners should have to motivate people to want to work and earn a paycheck. However, she does contend that company leaders should “engage employees.”

What it means to engage an employee
According to Krings, to engage a staff member means to instill a sense of ownership in their workplace. “At the core, the whole point of employee benefit programs is to recruit the best talent. That means a company has to be attractive on paper. People work to make money but also to get a sense of fulfillment and fun,” she says.

At TS24 and ATG, Krings aims for more than creating a work environment where financial rewards are the only benefits employees receive as part of the organization. “I strive to make work financially enticing for employees but also about what we can do to entice them to keep getting up to come to work.”

So employees at her firms enjoy company events and outings, such as tickets to attend games of the Columbus Crew, the city’s professional soccer team. Different events are offered, some aimed at employees and their families and others geared for team-building. Internal incentives are also part of the mix.

Meanwhile, Krings doesn’t think a business needs to have a certain number of employees before it implements incentives and benefits for them. However, the size of the staff could influence the complexity of offerings, she says. “It’s important to create an environment where employees feel valued, no matter the size of the company,” she says.

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Tami Kamin Meyer is an Ohio attorney and writer. She can be reached at This email address is being protected from spambots. You need JavaScript enabled to view it..