Since we are a bit nitpicking here, I'd also say don't reward skill, but actual value instead. You can have someone very skilled who is all smarty-pants and derails anyone wanting to actually, you know, do something.

Thus I'd give the previous poster some leeway too, and read their (but also your message) as: there is an implied basis of skill and value you expect early employees to continue bringing to the table, but when that is satisfied, reward their loyalty too (either with promotions or money or status or stock or...).