Read the article “What Gets Measured, Gets Managed” by Witman (2018). Describe how the Wells Fargo community bank incentive plan resulted in unethical and in most cases, illegal behavior. How did the program objective (8 products per customer) contribute to the misbehavior of employees? Do you think that incentives for higher ranking employees (i.e. executives of the community bank) played a part in the depth and scope of the problems? Thinking more broadly, the plan started in 2003 and did not become exposed as a problem until late 2016. What role could the compensation group have played in minimizing the likelihood of cheating to earn incentives when structuring the plan? Finally, what is HR (Comp and Benefits) moral and ethical responsibility when designing such plans?
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