Your small regional bank has an aggressive growth policy to double in size in 5 years. As HR director, you are asked to train current staff in ways to increase the number of new accounts and to hire new staff with backgrounds in sales rather than banking. You are also asked to create and initiate a bonus system that rewards employees for reaching quotas set for opening new accounts. Quotas have existed in the past, but have not been tied to appraisal, salary, or bonuses.

As you compare the new quotas to the current metrics, you see that they go beyond challenging to being nearly unrealistic.

What potential ethical issues should concern you?

What input should HR have into setting or implementing organizational strategy? What effect could this strategy change have on the bank’s talent management strategies and practices? Is setting difficult goals that are tied to bonuses unethical?