Hancock Products Redesigning the incentive program at Hancock Products Bill Phillips, the chief financial officer, and chief administrative officer of Hancock Products came up with a new incentive program that was meant to motivate employees at this firm. When he joined the firm, he realized that the incentive strategy that was in use within this firm was not only ineffective but also very ambiguous in terms of defining how the actual rewards are given to the employees. The new strategy was now based on the volume of work done by the employees. For instance, the employees at the call center were now compensated based on the number of calls they handled and the e-mails they addressed per each given period. To Bill, this was the best strategy for motivating the employees to increase their output. However, this compromised the quality. Employees redesigned their focus, from the need to achieve success in everything they did to the desire to increase the volume of what they did. A good demonstration is given in one of the conversations between two employees. From the case, we see one of the employees advising her colleague not to mind about the quality as long as the action is taken within the set deadline. This is a clear confession that employees at this firm are now focused on perceived performance other than actual delivery of quality service to the clients. It is for this reason that it will be necessary to redesign the incentive program at this firm. The new incentive program will focus on improving the skills of the employees in everything they do and motivation them to deliver positive output in all their assigned tasks. This means that employees’ rewards will be based on the quality and quantity of their output. The firm will continue using the current metrics to determine the quantity of the output per employees to define the incentives they receive. However, a new metrics will be introduced to measure the quality of work that employees deliver to the clients. The employees will be informed that quality of their output will be determined by a number of factors such as timeliness, responsiveness to the clients’ needs, and ability to achieve the set targets effectively. The firm will introduce a new system where clients will be encouraged to give their feedback as soon as they get their products on how well their needs were met. The feedback from the customers will be used to reward employees as part of the incentives. This will be critical in avoiding cases of complaints such as the ones witnessed during this important meeting at a time when the CFO thought that everything about customer satisfaction was perfect. The new incentive program will also emphasize creativity and innovativeness among the employees. From the analysis of the case presented, it is apparent that one of the most important ingredients for sustainable success at this firm is creativity within the workforce. According to Kotter, employees may become very flexible when they realize that a new policy is only focused on improving the revenues without taking care of their interests (62). They can easily manipulate figures and fake success to please those in authority and e