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FastCat Evaluation

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Executive Summary
Our recommendation for FastCat is a flexible structure that will assist in helping us attain our objectives. To achieve these objectives we suggest four job families: administration, project management, software, marketing and quality assurance. We suggest a job-based internal structure for all departments as it best suits the overall objectives of the company. Recommend Strategy and Objectives

FastCat’s essential objectives include striving to constantly improve performance through generating revenue, maximizing profits, and achieving optimal customer satisfaction; reducing employment costs; providing motivation to employees; maintaining legal compliance; ensuring a competitive advantage in the industry with its compensation model.

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With these established goals, the internal structure is designed to support the objectives. The structure will provide flexibility in terms of which each department reports to in the upper levels. This implies that broader roles are assigned to employees aligning with the objective of providing employees more discretion. Broader roles indicate that employees take on a variety of responsibilities and are trained in different aspects.

This in turn will create increased versatility and productivity in each employee’s performance hence decreasing employment costs. This flexible structure will support autonomy and empowerment amongst employees to generate positive employees’ work ethic and innovation thus increasing motivation. Innovation is a central component to contributing to success shown through performance and customer satisfaction. Creating a flexible structure enables employees to gain autonomous control over their work because they will be reporting to less layers of the organization to constantly gain approval for their performance. This will lead to more efficient processes in the company in hopes to provide customer satisfaction to increase profits. This loosely coupled structure will also allow for constant innovation and change in the company so it can keep up with industry trends and stay competitive.

Adaptation is crucial for achieving objectives. Complying with not only legal laws but offering justice in employees’ perception is important. Demonstrating procedural and distributive fairness in the treatment of employees and the compensational pay model is crucial. With a flexible job structure, it supports this because clear job descriptions are given but at the same time, innovation is valued and therefore rewarded. The fact that the system is difficult to imitate establishes competitive advantage. To compliment this flexible layout is the flat organizational structure. It will aid in succession planning and provide a comprehensible overview of how FastCat is divided into departments to portray a flatter organizational structure. Embracing a less hierarchical structure values the differences in individual employee skills, responsibilities, and contributions to FastCat. Internal alignment defines the relationships between the jobs within FastCat. This is the most crucial component to support the organization’s strategy and workflow to achieve objectives. Employees need to view the compensation as fair in order to be motivated to translate their performance into positive outcomes. Integrating a flatter organizational structure supports FastCat’s strategy of continuously maintaining employee motivation through innovation and adaptability. Each layer of the organization is compensated accordingly by observing the required knowledge and skills an employee is expected to possess. This ensures fairness while maintaining individual creativity and innovation. The flatter organization is to encourage an innovating mentality across the whole organization. Striving to meet all the objectives through establishing a less tailored and hierarchical structure will help achieve the overall internal alignment strategy.

Recommend Internal Structure
When designing and developing a compensation system, in order to ensure success the compensation plan must align with company objectives. Fast cat is an innovative company that relies on critical thinkers, analytical personal, problem solvers, and are successful based on the overall organizational commitment of their employees. The process used to design a successful plan for Fast cat started with aligning the organizational objectives with a compensation strategy. The final outcome of the compensation plan is a job- based structure using key elements of both job value and job content to determine compensable factors, weights, and degrees for the point method of evaluation. By analyzing the job descriptions a final decision could be made to determine overall weights of compensable factors based on value and importance to the company. The levels of degrees were formulated to allow for possible pay grades to be established depending upon certain skills, responsibilities, internal/external communication levels, and duties and tasks that are required for the employee to perform. Fast cats success depends on maintaining a single plan to encourage internal alignment and employee satisfaction with the evaluation process. In a single plan all jobs are evaluated at the same time and under the same requirements. This promotes and boosts employee morale because of a fair process.

Many of the jobs have common skills and are not very diversified in terms of duties, working conditions, and responsibilities therefore making a single structure a suitable fit under a job based evaluation using the point method. The compensation plan best aligned with FastCat’s strategic direction applies a job-based internal structure. This recommendation is based on sound compensation, job evaluation and organizational design principles. These principles have been applied in the context of FastCat’s business strategy in the current and future economic and regulatory environment, its guiding mission statement, and on the views of its key stakeholders (Executives, Employees and Customers). It has been structured to maintain the integrity of critical and core job profiles required to deliver against this strategy while focusing on factors which significantly differentiate FastCat from its competitors. This new plan comprises four key compensable factors: the tradition factor of skills/knowledge plus the introduction of three new factors: innovation/creativity; collaboration/teamwork; and customer focus in terms of sales, service and quality. Together, the four factors are further segmented into thirteen associated sub-factors (See Appendix A: List of Compensable Factors at FastCat). This new plan is designed to reduce overall salary costs while enabling FastCat to introduce market competitive, pay-for-performance practices and refocus its workforce on the values that matter most to FastCat and its stakeholders. This plan will be instrumental in the improvement of employee retention. Traditionally, FastCat has always valued the skills and knowledge of its workforce, compensating its employees almost solely on knowledge, problem solving, interpersonal and communication skills, analytical decision making and people and operational management. Regulatory changes resulting from the introduction of the HiTech Act, part of the American Recovery and Reinvestment Act, have created a major boom opportunity for the industry; however it has also introduced a substantial risk to FastCat. As a consequence of these changes, the war for top talent will escalate as new entrants emerge and the big players begin to diversify their customer base and invade what has formally been considered a niche customer market for FastCat. However, skilled talent has become table stakes across the industry and no longer is sufficient to set FastCat apart from its competition. As a result, this plan has reduced its weighting to 30%. Innovation is FastCat’s single greatest competitive differentiator.

It has traditionally enabled FastCat to offer custom solutions to its customers thereby creating a niche market. Feedback from customers, interviews with Executives and employee opinion feedback have all stressed the importance of innovative solutions to the mutual success of the customers’ and FastCat business success. Innovation and creativity is a source of pride for all FastCat employees. To accelerate the required cultural shift, align with the business strategy and mission statement and to focus the workforce on this strength, innovation has been given the highest weighting at 40%. Without innovation, FastCat revenue stream will continue to erode. The remaining two compensable factors, collaboration/teamwork and customer focus (sales, service and quality) are equally weighted at 15%. Both are fundamental job requirements, strongly support the strategic direction, are emphasized in the mission statement and highly valued by our customers. Given their importance to the future success of FastCat, alignment with employee compensation is highly recommended. Cultural change will not occur without this alignment. Each sub-factor has been divided into four unique degrees, based on an Enterprise standard we have established for job evaluation. A consistent point structure has been allocated to each degree which aligns to a description of the required characteristics of the job. (See Appendix B: Description of Compensable Factors and Sub-factors). The table below summarizes the weightings and levels applied for each factor and sub-factor.

All 24 jobs were evaluated against each compensable factor and sub-factor and received a resulting job point value. The values ranged from 25.0 (Technician) to 96.75 (Senior Fellow). These jobs were then grouped into 5 distinct levels: Job Level

Job Point Value Range
1
90+
2
70 to 89
3
55 to 69
4
40 to 54
5
25 to 39

On two occasions, two roles were so close in job point value and accountabilities they have been merged into single roles. Quality Assurance Analyst (35.75) and Quality Assurance Analyst A (37.75) have been merged. Administrative Aide (31.25) and Administrative Aide II (35.75) have been merged. Results of the job-point evaluation for each FastCat job are available in the (Appendix C– Job Points. See job structure chart on next page. The resulting 5 level structure, which includes the Senior Fellow, is a much flatter organization. This will enable management to minimize overall salary costs. This is important given the increased financial pressure we have been put under by our customers to lower costs and prove our pricing offer is better than our competitors. It will also free up dollars to increase the salaries of the high demand, senior hot-skill talent and to buy new talent/skills from the market, for example, contracting and legal contract development. This in turn should stabilize retention of this hard to replace talent. In addition, the 5 level structure falls within the 7 level industry best practice standard. This flat structure will better enable FastCat to retain its nimble execution capabilities, seen as a strength by our Executives and a competitive advantage against the big players targeting our existing customer base and competing with new customer opportunities. This new compensation plan will better position the newly engaged FastCat workforce to drive market expansion and achieve greater share of wallet from existing customers.Summary and Rationale

Appendix A: List of Compensable Factors at FastCat

Compensable Factors

Sub Factors
Source

Strategy
Mission
Exec.
Employees
Customers
Job Descrip.
Skills /Knowledge

Knowledge
Problem Solving
Interpersonal/Comm.
Analytical/Decision making
People/Ops Mgmt.

Yes

Yes
Yes
Innovation /Creativity

Innovative Design
Innovative Develop.
Innovative Delivery
Yes
Yes
Yes
Yes

Yes
Yes
Collaboration /Teamwork

Type
Frequency
Yes

Yes
Yes

Yes
Yes
Customer Focus (Sales/Service/ Quality)

Sales
Service/Support
Quality
Yes
Yes
Yes

Yes
Yes
Yes
Yes
Yes

Yes

Yes
Yes

Yes
Yes

Yes

Appendix B: Description of Compensable Factors and Sub-factors Factor: Skills
Sub-factor: Knowledge
Degree
Point
Value
Description of Characteristics
1
25
Minimal to Basic knowledge of office procedures, applications and support tools. Learns on the job but has a significant learning curve to progress in role. High School Diploma is minimum educational requirement. Learning is mostly experiential or education based but minimal exposure. 2

50
Has specific skills and knowledge to carry out the specific accountabilities of the role. Has basic Company knowledge on how things work and how to make things happen. Is often expected to train others and ensure cross-training has been effective. Is expected to independently continue to learn how to improve performance on the job and to better understand how work related to that in other functional areas. Learning is mostly experiential, some exposure or education based. Related University Bachelor’s Degree is minimum educational requirement. 3

75
In-depth knowledge on the company’s product offering, strong knowledge on business priorities, organization and people across the organization. In-depth knowledge within functional area of the organization. Is known industry wide as an expert and is often engaged internally and externally for thought leadership. Frequently engages in knowledge transfer activities to help others accelerate their learning curve and are a mentor and coach to high performers within the company. Learning is experience and exposure related. Related University Bachelor’s Degree is minimum educational requirement and more often than not, especially in highly technical areas,
requires post-secondary education. Is dedicated to continuous learning. 4

100
In-depth knowledge on most functional areas within the organization. Is known industry wide as an expert and is often engaged internally and externally for thought leadership. Is able to leverage a network of SMEs and experts internally and externally. Is often requested to participant in or lead external thought forums or conferences and has a global reputation within the industry. Shares expertise and wisdom with senior customer Executives. Exposure is one of the most critical types of learning styles. Post-secondary University Degree is minimum educational requirement. Is dedicated to continuous learning. Is passionate about continuous learning and create a learning culture.

Factor: Skills
Sub-factor: Problem Solving
Degree
Point
Value
Description of Characteristics
1
25
Has basic problem solving skills but does not conduct work independently. Must raise all issues and problems to more senior individual on team for investigation and resolution. Any issues involved in are short term is nature and present little risk to the organization if not addressed in a timely fashion. 2

50
Frequently confronts problems in day to day work, including those not covered by job routines. Identifies issues independently, investigates simple to semi-complex problems and takes to resolutions. Go in for consultation with manager when large problems are discovered and may need assistance to solve them. Helps others address their issues and problems and work on teams and collaborates with others on more complex, higher risks problems. 3

75
Addresses large complex problems frequently, many of them involving the expertise of subject matter experts from across the organization. Often required to attend cross function sessions to discuss implications of high risk, high reward problems and issues. Often represents interests of functional area on cross-functional committees. Uses independent judgment to make decisions where alternatives are limited that is subject to review only in the final stages. 4

100
Is brought in to solve complex, whole system and strategic issues having a potential significant impact on the organization. Often makes the final decision with and without the counsel of others. Takes an end-to-end approach when addressing issues and alternatives. Delegates highly technical problems to those with specialized expertise and works closely with senior management team to plan cost effective solutions that align to the strategic direction of the company.

Factor: Skills
Sub-factor: Interpersonal/Communication Skills
Degree
Point
Value
Description of Characteristics
1
25
Attends and actively participate in local meetings, but does not lead them. Communicate on a day-to-day basis to fellow team members. Communication skills are simple and any written communications beyond local team members is edited by a more senior individual prior to release. 2

50
Verbal and written skills are well developed. Is often required to led meetings. Has well developed presentation skills and is a clear
communicator. Able to document processes and procedures and write manuals and guides. May communicate both internally and externally to customers. 3

75
Highly respected for communication capabilities, often interacts with senior individuals. Creates important communications for both internal and external stakeholders and is often required to interact with customers of all sizes. Welled developed facilitate skills and often required to discuss and presented highly complicated issues. 4

100
Have company-wide communication accountabilities. Speaks to and motivates large groups of employees, customers and stakeholders. Is a charismatic speaker able to translate very complex concepts into simple messages. Is the voice of the company to the public. Has a vast external network and is well known across the industry.

Factor: Skills
Sub-factor: Analytical Skills/ Decision Making
Degree
Point
Value
Description of Characteristics
1
25
Minimal or no analytical capability or experience. Is not required to analyze data or interpret complicated information. Analysis of data is negligible. May be responsible for the production of simple reports that were created by others and does not investigate data issues. 2

50
Analyzes non semi-complicated data by applying established routines. Familiar with simple applications to organize data and create simple lists and reports. Identifies situations where data is missing or the expected results are not returned. Analyses standardized data with simple manipulations.
Carries out test scripts develop by others. May present information or results to manager. 3

75
Analyzes and evaluates data and complex information pertaining to non-routine problems for solution in conjunction with others. Establishes analytical procedures and processes and contributes strongly to the creation of enterprise reporting standards. Uses several complex analytical tools and applications. Makes fact based decisions based on a wide breadth of informational sources. Interprets data and information to better understand client requirements and translates into technical solutions. 4

100
Analyze the overall company, objectives and strategy to help gain competitive advantage. Provides overall thought leadership to the organization integrating information from across the organization and from external sources. Examines information looking for longer term trends. Makes best use of all available knowledge and information to achieve maximum benefit to the organization and customers.

Factor: Skills
Sub-factor: People/ Operational Management
Degree
Point
Value
Description of Characteristics
1
25
Minimal to no people nor operational management accountabilities, does not have direct reports nor is there a requirement to oversee the activities of others, is an independent contributor conducting routine tasks. 2

50
Has subordinates and is accountable for their day-to-day activities, delegates tasks and is responsible for the growth development and the
provision of on-going feedback. Supports their directs in carrying out of the operational accountability, meeting of timelines, milestones and production of quality deliverables. 3

75
Is fully accountable for a cost/profit centre. Controls and manages the business for functional area. Develop business plans, production schedules, project plans, work plans. Have several direct reports. Is accountable for resources within functional area, makes hiring and firing decisions and manages individual and team performance. Provides status updates to senior Executives. Establishes an engaging work environment and engages employees to be their best. 4

100
Oversee operations in all departments and has cross functional accountabilities. Set the direction for large business units, look for threats and opportunities several years into the future. Have several more senior direct reports who are themselves people managements. Is responsible to the growth and development of individuals in critical roles. Plays a pivotal role in building the organizational cultural norms.

Factor: Collaboration/Teamwork
Sub-factor: Relationship Type
Degree
Point
Value
Description of Characteristics
1
25
Working as part of a team, typically interacts with non-management and lower management resources to ask and answer simple factual questions to clarify simple issues and to collect or provide basic information. 2

50
Working as part of a team, typically interacts with peers and lower to mid
management to complete assigned tasks, identify issues for resolution from within and outside of work group, investigating issues within areas of accountability and providing updates to those who need to be informed. 3

75
Working as part of a team and with key stakeholders, typically interacts with mid-senior management and leadership resolving semi-complex issues, escalating unresolved and complex issues, discussing resourcing plans and issues, determining what stakeholders need to be involved in discussion, working through work plans and timelines and interfacing with subject matter experts to move business as usual tasks, projects and initiatives forward. 4

100
Working as part of a team and with key stakeholders, typically interacts with senior management, leadership and Executives to resolve complex and escalated issues, negotiate business requirements, new products and services, current and future opportunities, contractual agreements, negotiate pricing, discuss client satisfaction, provide high level updates against plans and discuss service level agreements.

Factor: Collaboration/Teamwork
Sub-factor: Frequency
Degree
Point
Value
Description of Characteristics
1
25
Minimal to no interaction with other individuals, teams or working groups. Requires no external client interactions, very limited interactions across functional area and limited interaction with others within the same functional area. 2

50
Infrequent interaction with other individuals, teams or working groups.
Requires no external client interactions, limited interactions across functional area and interaction with others within the same functional area and simple, short and within a limited set of prescribed limits. 3

75
Frequent interactions using most channels, especially face to face, of longer duration with other individuals, teams or working groups within and across functional areas including both internal, external and client stakeholders. 4

100
Infrequent, longer duration interactions typically face to face involving complex communication skills, both written and verbal most often with senior internal, external and client stakeholders across the breadth of the organization.

Factor: Innovation
Sub-factor: Innovative Design
Degree
Point
Value
Description of Characteristics
1
25
While design work is not a formal accountability, creative suggestions are raised to peers and supervisor or managers as opportunities arise. 2
50
Reviews design work of others, identifies minor improvements, makes suggestions, looks for design inconsistencies and opportunities and raises them to the attention of others. 3
75
Incorporates new design concepts and creativity into most aspects of work, influences the designs of others, builds on the creativity of others, leverages designs more broadly and promotes and shares design principles and practices. 4

100
Designs new and innovative solutions, challenges and establishes new design principles and practices, is seen as a role model in creativity, promotes innovation within the team and across the organization and brings leading industry and best practice designs and creative thought processes to the organization and customers alike.

Factor: Innovation
Sub-factor: Innovative Development
Degree
Point
Value
Description of Characteristics
1
25
While development work is not a formal accountability, creative suggestions are raised to peers and supervisor or managers as opportunities arise. 2
50
Reviews development work of others, identifies minor improvements, makes suggestions, looks for development inconsistencies and opportunities and raises them to the attention of others. 3
75
Incorporates new development concepts and creativity into most aspects of work, influences the development work of others, builds on the creativity of others, leverages new developments more broadly and promotes and shares design principles and practices. 4

100
Developments new and innovative solutions, challenges and establishes new development principles and practices, is seen as a role model in creativity, promotes innovation within the team and across the organization and brings leading industry and best practice developments and creative thought processes to the organization and customers alike.

Factor: Innovation

Sub-factor: Innovative Delivery
Degree
Point
Value
Description of Characteristics
1
25
While delivery work is not a formal accountability, creative suggestions are raised to peers and supervisor or managers as opportunities arise. 2
50
Reviews delivery work of others, identifies minor improvements, makes suggestions, looks for opportunities and raises them to the attention of others. 3
75
Incorporates new delivery concepts and creativity into most aspects of work, influences the delivery work of others, builds on the creativity of others, leverages new delivery techniques and processes more broadly and promotes and shares delivery principles and practices. 4

100
Delivers new and innovative solutions, challenges and establishes new delivery principles and practices, is seen as a role model in creativity, promotes innovation within the team and across the organization and brings leading industry and best delivery practice and creative thought processes to the organization and customers alike.

Factor: Customer Focus
Sub-factor: Sales
Degree
Point
Value
Description of Characteristics
1
25
While sales work is not a formal accountability, looks for linkages to better
understand how the work assignments and tasks support or makes sales activities more successful. Understands sales targets established within the organizations, although work is not measured against these targets. 2

50
Work contributes indirectly and on rare occasion directly to sales related activities, many decisions are made in the context of how changes may affect sales activities and outcomes and potential sales impacts are identified and raised with supervisor or manager. Understands and helps others understand sales targets established within the organizations, although work is not measured against these targets. 3

75
Much of the work contributes directly to sales related activities or comprises sales related activities, sales is a dominant focus and most decisions are made in the context of how changes, issues and opportunities may affect sales activities and outcomes and potential sales impacts are identified and addressed or escalated. Contributes to sales targets established within the organizations, and some aspects of work may be measured against these targets. Supports a sales culture within the organization. 4

100
Strong focus on sales, most work contributes directly to sales related activities, most decisions are made in the context of how changes, issues and opportunities may affect sales activities and outcomes, potential sales impacts are identified and addressed, escalated issues are resolved, sales plans are established and targets are influenced or established against which work is measured. A driving force in the creation of a sales oriented culture.

Factor: Customer Focus
Sub-factor: Service/Support
Degree
Point

Value
Description of Characteristics
1
25
While service and support work is not a formal accountability, looks for linkages to better understand how the work assignments and tasks support or make service and support activities more successful. Understands the importance of service and support to fellow associates and client organizations. 2

50
Work contributes indirectly and on rare occasion directly to service and support related activities, many decisions are made in the context of how changes may affect service and support activities and outcomes and potential service and support impacts are identified and raised with supervisor or manager. Understands and helps others understand the importance of service and support to internal business partners and client organizations. 3

75
Much of the work contributes directly to service and support related activities or comprises service and support related activities, service and support is a dominant focus and most decisions are made in the context of how changes, issues and opportunities may affect service and support activities and outcomes and potential impacts are identified and addressed or escalated. Contributes to service and support established within the organizations. Supports a superior client service culture within the organization. 4

100
Strong focus on service and support, most work contributes directly to service and support related activities, most decisions are made in the context of how changes, issues and opportunities may affect activities and outcomes, potential impacts are identified and addressed, escalated issues are resolved, service and support plans are established and implemented. A driving force in the creation of a superior client service culture within
the organization.

Factor: Customer Focus
Sub-factor: Quality
Degree
Point
Value
Description of Characteristics
1
25
Strives to achieve quality while following standard practices based on clearly prescribed limits and documented procedures. Realised the importance of quality in daily business as usual activities. 2

50
Strives to achieve quality while conducting work tasks, activities and minor projects; understands the importance of a job well done and the delivery of quality results. Supports others to ensure they are able to continue delivering quality results even when under pressure to meet timelines. 3

75
Achieve quality while conducting work tasks, activities and major projects; understands the importance of a job well done and the delivery of quality results often overseeing the work of others ensuring quality is not sacrificed. Leads others to ensure they are able to continue delivering quality results even when under pressure to meet timelines. Ensures quality control processes and procedures are followed. 4

100
Held accountable for the quality of output and deliverables within the business unit or functional area. Leads others and provides resources to ensure they are able to continue delivering quality results even when under pressure to meet timelines and makes any trade off decisions that may affect quality. Establishes or signs off on quality control processes and procedures to be carried out. Interfaces with clients when quality concerns
arise. A driving force in the creation of a quality focused culture within the organization.

Appendix C: Job Points
Administrative Aide

Factors (Weight)
Sub-Factors
Weight
Level #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
1
0.5

Interpersonal/Communication Skills
5%
1
1.25

Analytical Skills/ Decision Making
8%
1
2

People/ Operational Management
5%
1

1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
1
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1

1.25

Quality
5%
1
1.25
Total

100%

31.25
Administrative Assistant II

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
1
0.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making

8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales

5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
2
2.5
Total

100%

35.75
Administrative Leader

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
4
2

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management
5%
3
3.75
Innovation/ Creativity (40%)
Innovative Design
14%
2
7

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
2
2.5

Quality
5%
3
3.75
Total

100%

51.5

Client Account Leader

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge

10%
3
7.5

Problem Solving
2%
4
2

Interpersonal/Communication Skills
5%
4
5

Analytical Skills/ Decision Making
8%
4
8

People/ Operational Management
5%
3
3.75
Innovation/ Creativity (40%)
Innovative Design
14%
2
7

Innovative Development
13%
3
9.75

Innovative Delivery

13%
3
9.75
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
3
5.25
Customer Focus (15%)
Sales
5%
3
3.75

Service/ Support
5%
4
5

Quality
5%
4
5
Total

100%

77.75
Graphic Designer

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
3
1.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
3
10.5

Innovative Development
13%
2
6.5

Innovative Delivery
13%
3
9.75
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
2
2.5

Total

100%

53.5

Implementation Consultant

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
3
1.5

Interpersonal/Communication Skills
5%
4
5

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management

5%
3
3.75
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
4
13
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
3
5.25
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support

5%
3
3.75

Quality
5%
3
3.75
Total

100%

59
Marketing Services Representative

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
2
1

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
2
7

Innovative Development
13%
3
9.75

Innovative Delivery
13%
3
9.75
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
2
3.5

Customer Focus (15%)
Sales
5%
4
5

Service/ Support
5%
2
2.5

Quality
5%
3
3.75
Total

100%

61

Marketing Support

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
1
2.5

Problem Solving

2%
2
1

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making
8%
1
2

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type

8%
1
2

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
4
5

Quality
5%
3
3.75
Total

100%

37.25
Project Leader

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points

Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
3
1.5

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management
5%
2
2.5
Innovation/ Creativity (40%)
Innovative Design
14%
2
7

Innovative Development
13%
4
13

Innovative Delivery
13%
3
9.75
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
3
5.25
Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
2
2.5

Quality
5%
3
3.75
Total

100%

69

Project Support Assistant

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
1
2.5

Problem Solving
2%
1
0.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
1
2

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design

14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
3
5.25
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality

5%
1
1.25
Total

100%

31.75
Quality Assurance Analyst

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
2
1

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
2
6.5

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
1
2

Frequency
7%
1
1.75
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
2
2.5
Total

100%

35.75

Quality Assurance Analyst A

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
2
1

Interpersonal/Communication Skills

5%
2
2.5

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
2
6.5

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency

7%
1
1.75
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
2
2.5
Total

100%

37.75
Senior Fellow

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
4
10

Problem Solving
2%
4
2

Interpersonal/Communication Skills
5%
4
5

Analytical Skills/ Decision Making
8%
4
8

People/ Operational Management
5%
4
5
Innovation/ Creativity (40%)
Innovative Design
14%
4
14

Innovative Development
13%
4
13

Innovative Delivery
13%
3
9.75

Collaboration/ Teamwork (15%)
Relationship Type
8%
4
8

Frequency
7%
4
7
Customer Focus (15%)
Sales
5%
4
5

Service/ Support
5%
4
5

Quality
5%
4
5
Total

100%

96.75

Senior Quality Assurance Technician

Factors (Weight)
Sub-Factors

Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
2
1

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management
5%
2
2.5
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development

13%
2
6.5

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
3
3.75
Total

100%

44
Software Engineer

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
3
1.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management
5%
1
1.25

Innovation/ Creativity (40%)
Innovative Design
14%
2
7

Innovative Development
13%
3
9.75

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
2
2.5

Quality
5%
3
3.75
Total

100%

55

Software Solutions Consultant

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
2
1

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making

8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
2
7

Innovative Development
13%
2
6.5

Innovative Delivery
13%
3
9.75
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
2
3.5
Customer Focus (15%)
Sales

5%
2
2.5

Service/ Support
5%
2
2.5

Quality
5%
2
2.5
Total

100%

57.75
Software User Interface Architect

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
4
10

Problem Solving
2%
3
1

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management
5%
3
3.75
Innovation/ Creativity (40%)
Innovative Design
14%
3
10.5

Innovative Development
13%
3
9.75

Innovative Delivery
13%
2
6.5
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
3
5.25
Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
3
3.75

Quality
5%
4
5
Total

100%

73.75

Technician

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge

10%
1
2.5

Problem Solving
2%
1
0.5

Interpersonal/Communication Skills
5%
1
1.25

Analytical Skills/ Decision Making
8%
1
2

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery

13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
1
2

Frequency
7%
1
1.75
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
1
1.25
Total

100%

25
Training Assistant

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
1
0.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
1
2

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support
5%
1
1.25

Quality
5%
1
1.25

Total

100%

32.5

Travel Coordinator

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
2
5

Problem Solving
2%
1
0.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management

5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
1
2

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
1
1.25

Service/ Support

5%
1
1.25

Quality
5%
2
2.5
Total

100%

33.75
User Interface Designer

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
3
1.5

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
3
10.5

Innovative Development
13%
2
6.5

Innovative Delivery
13%
2
6.5
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
3
5.25

Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
3
3.75

Quality
5%
3
3.75
Total

100%

64.75

Visionary Champion

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
3
7.5

Problem Solving

2%
3
1.5

Interpersonal/Communication Skills
5%
4
5

Analytical Skills/ Decision Making
8%
3
6

People/ Operational Management
5%
2
2.5
Innovation/ Creativity (40%)
Innovative Design
14%
4
14

Innovative Development
13%
3
9.75

Innovative Delivery
13%
4
13
Collaboration/ Teamwork (15%)
Relationship Type

8%
4
8

Frequency
7%
4
7
Customer Focus (15%)
Sales
5%
3
3.75

Service/ Support
5%
3
3.75

Quality
5%
3
3.75
Total

100%

85.5
Programmer Analyst

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points

Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
3
1.5

Interpersonal/Communication Skills
5%
2
2.5

Analytical Skills/ Decision Making
8%
2
4

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design
14%
1
3.5

Innovative Development
13%
2
6.5

Innovative Delivery
13%
1
3.25
Collaboration/ Teamwork (15%)
Relationship Type
8%
2
4

Frequency
7%
2
3.5
Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
2
2.5

Quality
5%
3
3.75
Total

100%

46.25

Clinical Liaison

Factors (Weight)
Sub-Factors
Weight
Degree #
Job Points
Skills (30%)
Knowledge
10%
3
7.5

Problem Solving
2%
2
1

Interpersonal/Communication Skills
5%
3
3.75

Analytical Skills/ Decision Making
8%
1
2

People/ Operational Management
5%
1
1.25
Innovation/ Creativity (40%)
Innovative Design

14%
1
3.5

Innovative Development
13%
1
3.25

Innovative Delivery
13%
3
9.75
Collaboration/ Teamwork (15%)
Relationship Type
8%
3
6

Frequency
7%
3
5.25
Customer Focus (15%)
Sales
5%
2
2.5

Service/ Support
5%
3
3.75

Quality

5%
2
2.5
Total

100%

52

Cite this FastCat Evaluation

FastCat Evaluation. (2016, Oct 04). Retrieved from https://graduateway.com/fastcat-evaluation/

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