This is a common management dilemma when there are specific tasks that are highly valuable in future engineering careers but have limited application within the

This is a common management dilemma when there are specific tasks that are highly valuable in future engineering careers but have limited application within the current organization. Or when key "promotion worthy" projects come around and individuals are strongly incentivised to have the "core" contribution. The best approach I've found is to reward based on impact to multiple individuals, and to some extent modulate it by rewarding individuals who "run towards fires". A straight scientist who makes the best datasets in a scalable fashion will thus have high impact on a painful part of the business that no one else will work on.