The level of performance that an employer will get out of an employee is oftentimes based on incentives. The fact is, many people will strive harder at work if they know that their performance on the job is tied to the amount of money they can eventually make. This scenario is beneficial to both parties because the employee knows that a moderate to substantial financial benefit that will be the byproduct of their diligence, and the employer can look forward to a higher work output from the employee that in turn benefits the business. Due to this notion, many employers have incorporated a system known as variable pay that ties compensation to the performance of the employee, group and the organization. As a member of the board of directors, I would advise the board to choose a variable pay program that ties the organization’s performance to the pay of the executive director. The executive director is a very prestigious position that puts a lot of responsibility on the individual. I know that many companies will often pay an individual a high salary to entice quality individuals to apply for and take the job. However, this strategy can oftentimes backfire because once a salary is set in stone, there is really no incentive to stimulate work ethic should the employee choose to put forth a predetermined level of effort and no more. The only viable but undesired option would be to fire the employee but these cases usually end with even more compensation to the employee because of the buyout. In my opinion, utilizing the variable pay method would be ideal because of the aforementioned accountability factor and it also puts the onus on the employee to stay active and engaged. At the end of the day, everyone wants to see results and results tied to compensation can produce significant profits for the organization. In addition, if the employee that you hire is a