FastCat: Phase 1 “High-Five” Compensation Package
In Phase 1 of the FastCat Compensation Case, our team has included our recommendations regarding strategies, objectives, the formation of an internal structure, and an implementation plan that will allow a seamless transition from FastCat’s previous compensation structure, which was nearly non-existent, to the proposed structure our team of compensation specialists is proposing.
Executive SummaryPg. 2
Recommended Strategy and ObjectivesPg. 3-6
Recommended Internal Structure—Job BasedPg. 6-9
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Recommended Implementation PlanPg. 9-12
As business professionals, specifically in the area of compensation, our team has been given the task of designing, implementing, and ensuring a compensation package that will endure for years to come for the FastCat organization. During the creation of this compensation package, many aspects of the job were taken into account to determine a structure that was not only optimal for day-to-day operations, but also a structure that improves the lives of all who come in contact with it. In order to put a face to the compensation package, as a team, we determined to name it “High-Five.” As you could probably guess, “High-Five” is comprised of five objectives: decrease the percentage of employees who want to leave FastCat by half, decrease labor expense, make known the way pay is determined to the employees so no confusion exists, implement a rewards program for employees, and overall improve the business as a whole.
This compensation program will improve the lives of every employee at FastCat, which is why this new compensation program will become one of FastCat’s competitive advantages. In order to accomplish all of these objectives, we recommend a tightly formed hierarchical structure. With a tightly formed hierarchical structure all employees know exactly what his or her job is, who to report to, and how to advance through the company. Since simplification is one of our objectives through the implementation of a new compensation program, by starting with a simple job structure, we believe the company will be on track to success. Our structure will be determined by department (Support and Quality Management, Managerial, Technical, and Marketing and Administration) by applying degrees of our compensable factors (Skills, Responsibility, Problem Solving, and Leadership) to each job. After ranking the jobs, a structure will be laid out. To ensure all employees have an understanding of the new compensation package, we have included a manual for all employees to read.
Recommended Strategy and Objectives
After reviewing FastCat’s business environment by examining the existing business strategy and values, we are prepared to recommend a new compensation program for all employees. The compensation program revolves around four specific goals and one broad goal. If all four specific objectives are completed successfully, the broad goal should be accomplished as well. Listed below are the goals that comprise FastCat’s new “High-Five” compensation program:
1.Decrease the percentage of employees who want to leave FastCat by half.
2.Decrease labor expense, create a better sense of a “fair” pay structure and continue to promote innovation that will keep FastCat on the leading edge of the industry.
3.Make known the way pay is determined to the employees so no confusion exists.
4.Successful implementation of a new rewards program for employees to take advantage of.
5.Overall, implementation of the proposed compensation program, and the above listed objectives, will not only improve the business as a whole, but will improve the lives of every employee at FastCat, which is why this new compensation program will become one of FastCat’s competitive advantages. The objectives we are proposing coincide directly to FastCat’s mission statement. Upon successful implementation of this compensation package and meeting every objective proposed above, FastCat will become a better business to deal with and it will become a better place for employees. Above all, this new compensation package will offer FastCat a crucial competitive advantage over competing businesses. The Strategies for Each Objective
To successfully implement a change in any business, there must be a concrete plan of action in place. In this case, our team of compensation professionals has compiled a list of strategies for implementing the new compensation package into FastCat’s everyday business.
1.Decrease the percentage of employees who want to leave FastCat by half. a.Listen to what people like about FastCat and what people dislike about FastCat. Implement an “innovation box” that will allow satisfied employees to tell us what they like about working for our company, and that will allow unsatisfied employees to tell us what they dislike about the company.
b.Indirectly, implementation of other objectives listed below will decrease this percentage.
2.Decrease labor expense, create a better sense of a “fair” pay structure and continue to promote innovation that will keep FastCat on the leading edge of the industry. a.Reduce employee turnover by empowering employees to be cross-trained, share jobs with other employees, and even offer tuition reimbursement good for one degree (BS, MS, Ph.D.). b.By empowering our employees, FastCat is showing employees that they truly are the only reason for the company’s success and that the company truly appreciates everything they do on a day-in and day-out basis.
3.Make known the way pay is determined to the employees so no confusion exists. a.Post the degrees of each job in an easily accessible location so that all employees can view them. b.By doing this, employees can see how each job’s pay is determined and where they rank as far as the qualifications necessary for our newly proposed compensation program.
4.Successful implementation of a new rewards program for employees to take advantage of. a.Inform employees of the new bonus structure that will be based off of performance. Mandate training of department leaders on how to implement and help employees in respective departments achieve and surpass personal goals and department goals that will allow them to advance in the bonus system. b.Not only will this boost morale, but a bonus system that is mandated and encouraged throughout the company will increase productivity, thus, adding to the competitive advantage of this compensation package.
5.Overall, implementation of the proposed compensation program, and the above listed objectives, will not only improve the business as a whole, but will improve the lives of every employee at FastCat, which is why this new compensation program will become one of FastCat’s competitive advantages. a.Implement all of the above-listed objectives.
b.Upon successful implementation of all of the above-listed objectives, FastCat will not only become a better place to work, but it will also be a place that enriches employees’ lives. How the Structure Strategy Supports our Objectives
The overall goal of FastCat’s new “High-Five” compensation program is to improve the lives of every employee of the company, while also improving day-to-day operations of the company. Our proposed job structure is found below (benchmark jobs are highlighted in blue, while leadership/management positions are listed with a white background): Support and Quality ManagementManagerialTechnicalMarketing and Administration Training AssistantSenior FellowSoftware User Interface ArchitectMarketing Services Representative Clinical LiaisonVisionary ChampionSoftware EngineerTravel Coordinator Implementation ConsultantClient Account LeaderUser Interface DesignerAdministrative Assistant II Software Solution ConsultantProject LeaderGraphics DesignerAdministrative Aid Quality Assurance Analyst ASenior Quality Assurance TechnicianTechnician Programmer AnalystAdministrative Leader
Quality Assurance Analyst
Project Support Assistant
Our proposed job structure is very clean cut and to the point. This clean cut and to the point type of style is how our structure supports our strategy. By simplifying requirements for jobs, applying them to our defined degrees, and then ranking them from highest scoring to lowest scoring, we have determined how our structure is laid out. Again, due to the simplicity of the process, we as compensation specialists believe that most confusion will be resolved with the implementation of the new structure and compensation package. Loose vs. Tight Structure
When it comes to determining a structure that is most effective for a company, an important aspect to take into account is how loose vs. tightly tailored the company wants the structure to be. A tightly tailored structure offers clear, defined structures for jobs. These jobs are well-defined, have a list of details of the tasks that will be accomplished in the job, and/or steps to follow to ensure the job is done properly. A loosely tailored organization has more ambiguity in the job descriptions, which can often cause confusion from many of the employees.
Since one of our biggest objectives is to reduce any confusion employee may have regarding the job or structure of jobs, as a team, we have decided to go with a tightly tailored structure. Generally in the highly technological fields, structures are often loosely tailored to promote innovation and creativity from within. By applying a tightly tailored structure to our compensation plan, we have taken measures in defining our degrees and compensable factors that not only reduce confusion, but also promote creativity and innovation amongst all employees. Hierarchical vs. Flat Structure
FastCat’s “High-Five” compensation program will feature a hierarchical structure as opposed to a flat structure. The thought behind this is, again, to simply the flow of information, decision-making, and job structure. Instead of having a flat structure where all employees report to one group of people, there is a tiered approach to our structure that allows the transfer of information from the top, throughout. With a hierarchical structure, it is easier for employees to see where their position ranks within the company.
Although some may be discouraged because their job is listed “on the bottom” in a department, there is always opportunity for advancement. Since “High-Five” encourages employee enrichment, which includes tuition reimbursement, employees are more likely to go back to school to obtain a degree, which will allow them to advance. Doing this allows employees to become more educated and it also improves our company by helping to provide our employees with an education. Recommended Internal Structure—Job Based
As a company, FastCat’s focus on innovation and having the newest products available are what we base a lot of our decisions off of. Many of the jobs listed, along with the job descriptions there were provided for us by Joe Momma in the Human Resources Department were very helpful in obtaining a good understanding FastCat’s values. We chose to select a Job-Based compensation structure. Some of the positions are extremely crucial to the success of the company and some are merely support roles. As a consulting group we understand that every position plays a vital role in the company’s success. We spoke with management within several areas to get a good understanding of what they want in a compensation plan. They all seemed to agree on the vision and strategy of the company. Single Versus Multiple plans
In order to simplify the compensation plan, so we could effectively communicate it to employees, we chose a single plan. This single plan is job based, which includes responsibilities (content of the work), and the value that is placed on the position by FastCat (how it is related to the company strategy). We broke each of the jobs into four different departments: support and quality management, managerial, technical, and marketing and administration. There was an understanding that single plan may not adequately cover all aspects of a position, but it is necessary to increase knowledge of the plan. This will create a better work environment where each employee will understand where he or she could be promoted and how to get there based on the hierarchical structure. Compensable Factors
When making a decision on how which compensable factors to use, we based the factors solely upon the company strategy and vision. Since FastCat is a fairly small company they understand they have to differentiate themselves from their competitors, to do that they are putting a lot of emphasis on innovation and creativity. This will allow them to provide products to clients that are new. They also want to be on a personal level with customers to better suit their needs and create products that are wanted. The four compensable factors that where chosen were: skill (education and experience), responsibility (creativity and innovation), problem solving (accountability and critical thinking), leadership (organization and contribution).
•Skill- This is the most important compensable factor because this is the competitive advantage that will set us apart from our competitors. We broke down this factor into education and experience, with weights of 20 % a piece. In order to achieve a competitive advantage it is best to have knowledgeable and experienced individuals in place. FastCat wants the best engineers to perform at a consistently high level. They are the backbone of the company. •Responsibility- This is the second most important factor. This factor will promote creativity and innovation. The two sub factors will allow FastCat to have a sustained competitive advantage. If they perform well in this area they will succeed as a company. We weighted these two sub factors at 15% a piece. •Problem solving- This is the third most important factor. In order to set us apart from competitors we have to be able to problem solve.
The two sub factors associated with this are accountability and critical thinking. We weighted these at 10% a piece. In order to assure consistent exceptional production, FastCat places an emphasis on accountability. Whenever an employee messes up it is their job to own up it and create a solution. Many of our employees have to use critical thinking to fix issues associated with our products. This personal customer service sets us apart. •Leadership: Is the fourth and final compensable factor. The two sub factors are organization and contribution.
These are weighted at 5% a piece. This factor is not nearly as important as other, but would benefit the employee. These compensable factors will allow for creativity and innovation, personalized customer service, and rewards for hard work and dedication. To be able to compete with larger competitors we have to consistently execute at a high level. Some positions are more important than others, but all are necessary to work effectively. The following is the compiled point value of benchmark jobs and performance and management jobs. Performance and Management JobsPoint TotalDepartment
2.Software User Interface Architect425Technical
4.Client Account Leader410Managerial
6.User Interface Designer380Technical
7.Training Assistant365Support & Quality Management
9.Senior Quality Assurance Tech.335Managerial
12.Clinical Liaison295Support & Quality Management
13.Implementation Consultant290Support & Quality Management 14.Software Solution Consultant285Support & Quality Management 15.Marketing Services Representative270Marketing & Administrative 16.Quality Assurance Analyst A250Support & Quality Management 17.Programmer Analyst245Support & Quality Management
18.Quality Assurance Analyst220Support & Quality Management 19.Project Support Assistant215Support & Quality Management 20.Marketing Support205Support & Quality Management
21.Travel Coordinator195Marketing & Administrative
23.Administrative Assistant II155Marketing & Administrative 24.Administrative Aid140Marketing & Administrative
As you can see from the list above, the three most important departments are the managerial, technical, and support and quality management. You can view each individual position, degrees, and weights in the appendix. The positions with the most points have are generally a leadership position with lots of responsibility, and requires high skill level or experience. This correlates directly to the company’s strategy; because of the emphasis on innovation and as the list progresses it will require less skill, responsibility, and experience. These positions are mainly the support positions. Benchmark job are listed in BOLD FONT. A benchmark job is a position that can be used within any business. All of the other positions are ones that are specifically used at FastCat. Recommended Implementation Plan
The Communication Manual is developed to allow the FastCat employees to understand how the compensation system was developed. The manual’s key objective is to allow users who were not involved in the plan’s development to apply the plan as the developers intended it to be used. The manual describes: the job evaluation method, defines the compensable factors, and provides information to distinguish varying degrees of each factor. Once the new compensation system is initiated, FastCat will have a meeting with all managers and employees to describe the new system and structure. All employees will be given a manual with the basic information needed to understand the new system and how it was developed. The Communication Manual will include: Job Evaluation Method, Compensable Factors, and also the Appeals Process. Job Evaluation Method
A job evaluation is the process of systematically determining the relative worth of jobs to create a job structure for the organization that is based on: job content, skills required, value to the organization, organizational culture, and external market. The Job Evaluation Method that we chose to use for the compensation system at FastCat was a job-based structure. A job-based structure relies on work content—tasks, behaviors, and responsibilities. FastCat is now using a Point Method to rank jobs from point totals. The Point Method has six steps: 1.Conduct Job Analysis- determine what are the benchmark jobs of the organization
2.Determine Compensable Factors- based on work itself and that are acceptable to the stakeholders. FastCat has four compensable factors that are the characteristics of the organizations values and that help pursue and achieve FastCat’s strategy. 3.Scale the Factors- scale the factors for the importance to the organization totaling 100% 4.Weight the Factors According to Importance- different weights reflect differences in the importance attached to each factor 5.Communicate the Plan and Train Users- develop a manual for employees to use and look at 6.Apply to Nonbenchmark Jobs- apply plan to nonbenchmark jobs Compensable Factors
Compensable factors are job attributes that provide the basis for evaluation the relative worth of jobs inside an organization that are: work-related, business-related, and acceptable to the parties involved. Also, compensable factors are based on the strategic direction of the business and how the work contributes to these objectives and strategy. Each factor is assigned a weight of importance for the overall importance to the organization. FastCat has four compensable factors, which are defined and ranked from 0-100%. FastCat’s compensable factors are: Skill- this compensable factor defines the specific knowledge gained through education and experience required to perform the job. Skill is assigned a weight of 40 percent, which is the highest among the compensable factors. Skill is broke down into two sub-factors, which are education and experience. Responsibility- this compensable factor defines the use of creativity and innovation needed for FastCat to be successful. Responsibility is assigned a weight of 30 percent, which is the second highest weight. Responsibility is evaluated on two sub-factors: creativity and innovation. Problem Solving- this compensable factor defines the use of accountability and critical thinking while in the workplace. Problem Solving is assigned a weight of 20 percent, which is the third highest weight.
Problem Solving is evaluated on two sub-factors: accountability and critical thinking. Leadership- This factor assesses the level of contribution within the organization based on duties, tasks, responsibilities, and leadership. Leadership is assigned a weight of 10 percent, which is the lowest weight of the factors. Leadership is evaluated on two sub-factors: contribution and organization. Each compensable factor is defined and then broke down into five different degrees with degree 1 being the lowest form of the compensable factor attributes and degree 5 being the highest form of the compensable factor attributes. Jobs of FastCat are assigned a degree for the amount of each compensable factor each job consists of. Refer to Appendix 1.2 Compensable Factor and Degree Definitions for information distinguishing varying degrees of each factor. Appeals Process
The purpose of an appeals process allows employees to challenge the structure. FastCat is extremely employee-focused, but there is bound to be issues with an implementation of a new program in any company. With this in mind, a committee formed of managers from each of the departments (Support and Quality Management, Managerial, Technical, Marketing and Administration) will be assigned to handle any appeals that may come up. There will be two managers from each department present at the time of the appeal hearing. This will help keep a fair and balanced approach to resolving the appeal. When it comes time to make a ruling on the appeal, there will be five individuals selected from the committee to make a judgment on how to make progress with the appeal. By having an odd number of individuals on the judgment board, a tie is avoided which allows for a decision to made faster. The appeals process steps are listed below: 1.Appeals may only be derived from management. If an employee has an issue with anything, a manager’s approval in the form of a signature, must be provided for the actual appeal to become valid. a.Managers will be trained in the recognition of a legitimate appeal, as opposed to an appeal that carries no merit.
2.All appeals must be presented to the appeal’s committee in written form (Appeals Request Form is in the appendix 1.6). Please allow at least a one-week lead-time for the committee members to review the appeal and confer with one-another.
a.This step allows for simplified record keeping. This compensation program carries heavy weight in simplifying aspects of the job; there is no reason why the appeals process should be complicated.
3.After reviewing the appeal, a board of five individuals will be picked from the original committee. This board may wish to interview the appeal-holder and even may determine that there is not enough information available to make a judgment without shadowing the employee. 4.When adequate information is extracted from the investigation the judgment board will meet to compare notes and make a decision. a.If the committee rules in favor of the appeal, a new job description will be developed through in-depth shadowing of the employee to ensure all aspects of the job are covered. i.After a new job description is developed, the job will be re-evaluated based upon the degrees set forth in the “High-Five” compensation package. ii.After being re-evaluated and ranked, proper compensation will be assigned to the job to ensure employees are compensated for their work. b.If the committee rules in opposition of the appeal, no other action will be taken. c.In any case, all of the paperwork will be stamped with the decision, copied, and filed into the employee who appealed, the committee, and the judgment board member’s personal files (to be kept for the duration of the employee’s employment with FastCat). Summary
After analyzing the FastCat company, we have decided that it is in the best interest of the company to implement a new compensation package. This compensation package really is the entire package. Through successful implementation of the objectives set forth and a keen understanding of how to institute the package for the longevity of the company, this package will become a competitive advantage of FastCat. APPENDIX
1.1 Job Point Structure
Benchmark JobsPoint Total
2.Client Account Leader410
4.User Interface Designer380
5.Senior Quality Assurance Technician335
8.Project Support Assistant215
12.Administrative Assistant II155
Performance and Management JobsPoint TotalDepartment
26.Software User Interface Architect425Technical
28.Client Account Leader410Managerial
30.User Interface Designer380Technical
31.Training Assistant365Support & Quality Management
33.Senior Quality Assurance Tech.335Managerial
36.Clinical Liaison295Support & Quality Management
37.Implementation Consultant290Support & Quality Management 38.Software Solution Consultant285Support & Quality Management 39.Marketing Services Representative270Marketing & Administrative 40.Quality Assurance Analyst A250Support & Quality Management 41.Programmer Analyst245Support & Quality Management
42.Quality Assurance Analyst220Support & Quality Management 43.Project Support Assistant215Support & Quality Management 44.Marketing Support205Support & Quality Management
45.Travel Coordinator195Marketing & Administrative
47.Administrative Assistant II155Marketing & Administrative 48.Administrative Aid140Marketing & Administrative
1.2 Compensable Factor and Degree Definitions
Compensable Factor: Skill
Definition: This compensable factor defines the specific knowledge gained through education and experience required to perform the job Factor: Education
This factor measures the level of formal education, specialized training, professional training, certifications, and licenses required to do the essential functions of the job
Uses of reading, writing, adding, subtracting is seldom used; job requires no
formal training, certifications, licenses, or education Degree 2
Uses of reading, writing, adding, subtracting is used daily; job requires at least a high school diploma or equivalent education Degree 3
Uses reading, writing, adding, subtracting, verbal & oral skills; job requires an Associated degree in job-related field or occupation Degree 4
Uses of advanced skills in writing, communication, mathematics, interpersonal skills, management, marketing, engineering; job requires at least a four year degree or equivalent from a college, university, academy, or training program; Bachelor’s Degree Degree 5
Uses of higher education such as Master’s degree in marketing, business, management, human resources, engineering along with skills in writing, communication, mathematics, and interpersonal skills
This factor measures the amount of job-related experience obtained throughout professional career in a specific field or occupation
Job requires no past experience of job-related skills; Employee can learn on the job with ease; This position can trained on site with ease Degree 2
Job requires 0-2 years past experience in field or related field of job; Employee must be proficient in using computer support systems to aid in operations of the company. The employee must also possess a firm understanding of mathematics and communication. Degree 3
Job requires at least 2-4 years of past experience in job-related field; Employee must be proficient in using computer support systems to aid in operations of the company. The employee must also possess a firm understanding of mathematics and communication. Degree 4
Job requires at least 5+ years of past work experience in job related field with an understanding of the respective market the job pertains to and a working understanding of FastCat software Degree 5
Job requires at least 7+ plus years of work experience in job field along with an in-depth understanding of specific industry and of FastCat software
Compensable Factor: Responsibility—Creativity
FastCat is known for being a very technologically advanced company. We encourage our employees to be as creative as possible. Since taking the responsibility and initiative to be creative is hugely important to FastCat, we empower employees, especially in the Support & QM Department, to be creative in the ways they handle customers. Through creativity comes innovation, which is ultimately what FastCat is all about.
No real sense of creativity is needed to ensure the job is done properly. Creativity is assigned to other departments as needed to allow employees in this specific department to focus on day-in and day-out duties. Creativity is not necessary and employees do not take it upon themselves to be responsible for implementing change into operations.
Some creativity is evident. Creativity isn’t important in this job, but employees use creative means to help each other accomplish tasks. Again, creativity isn’t important or necessary, but it is used a little bit more frequent than in other highly repetitive jobs. Change is not a responsibility most employees take on, although there are some that do.
Jobs will get done properly and customers will be served through the use of a creative thought process. Creativity is more prominent, but still not the absolute focus of the job. Employees see creativity as a means of coming up with new ideas-ideas that are really never implemented into every day operations. A growing sense of personal responsibility for implementing creativity is evident, though it’s not followed through with.
Jobs are getting done properly, effectively, and creatively while customers
are satisfied with the creative means that employees are using to help solve problems. Though still not at the center of day-to-day operations, employees implement creativity in most operations. Employees believe they are responsible for making some kind of stride to implement creativity into everyday work.
To ensure the job is done properly, creativity is at the forefront of everything the employee does. With a creative mindset, solutions can be generated that will both benefit the customer and the employee. Creativity leads decision-making and finds all employees with an innate sense of responsibility for being creative.
Compensable Factor: Responsibility—Innovation
FastCat is known for being one of the most innovative software companies on the market. It only makes sense that we reward employees for being innovative when performing support and quality management functions. Innovation is the heartbeat of our business.
No real sense of innovative thinking is needed to ensure the job is done properly. Innovation is assigned to other departments as needed to allow employees in this specific department to focus on day-in and day-out duties. Innovation is not necessary and employees do not take it upon themselves to be responsible for pushing the envelope, when it comes to innovation. Employees are not held responsible for innovation.
Some innovation is evident. Innovation isn’t important in this job, but employees use innovative means to help each other accomplish tasks and serve the customers. Innovative thinking is not necessary and often falls to the wayside of operations. Employees are not held responsible for innovation.
Jobs will get done properly and customers will be served through the use of
an innovative thought process. Innovation is more prominent, but still not the absolute focus of the job. Employees see innovation as a means of coming up with new ideas-ideas that are really never implemented into every day operations. A growing sense of personal responsibility for implementing innovation is evident, though it’s not followed through with. The company is starting to hold departments responsible for innovation, but individual jobs really are not held responsible.
Jobs are getting done properly, effectively, and more innovative while customers are satisfied with the means that employees are using to help solve problems. Though still not at the center of day-to-day operations, employees implement innovation in most operations. Employees believe they are responsible for making some kind of stride to implement innovation into everyday work. The company holds each employee and each department accountable for innovative thinking and ideas.
To ensure the job is done properly, innovation is at the forefront of everything the employee does. With an innovative mindset, solutions can be generated that will both benefit the customer and the employee. Innovation leads to new and creative decision-making and finds all employees with an innate sense of responsibility for being innovative. Job descriptions are designed to reflect the overriding sense of how important innovation is to the company.
Compensable Factor: Problem Solving—Accountability
FastCat holds its employees to a high degree of personal accountability, especially when it comes to problem solving. By encouraging each employee to take ownership in and participate actively in developing problem solving skills, FastCat will be able to further its business and satisfy more customers.
The use of a problem solving skills, let alone a personal accountability for
problem-solving, is non-existent in this job. Due to highly repetitive tasks and no customer service interaction, problem solving skills are not necessary to perform this job. Degree 2
The use of problem solving skills is not required for this job. Employees are not rewarded for taking a personal accountability for problem solving. Due to highly repetitive tasks and low customer service interaction, problem solving skills are not required to perform this job. Degree 3
Problem solving skills are used in this job. Employees in this job are rewarded for taking personal accountability for implementing problem-solving thought processes, but the job is not dependent on the use of problem solving skills since much of the work is highly repetitive and a low involvement of customer interaction.
A sense of personal accountability for problem solving skills is necessary for this job. The job is less repetitive, which requires employees to be more apt to solving problems on their feet. Also, customer interaction is unavoidable. Degree 5
Problem solving, more specifically personal accountability for problem solving is at the forefront of the job. Employees must be personally accountable for the use of problem solving in day-to-day operations of individual jobs and for jobs on a department-wide basis. Problem-solving is a key aspect to helping ensure customers’ needs and demands are met, while the company searches for ways to go about fulfilling customers’ needs.
Compensable Factor: Problem Solving—Critical Thinking
Each job at FastCat requires some level of critical thinking, although the degrees vary from job to job. Critical thinking is one of the most effective tools to problem solve. Since FastCat is an innovator in the technology field, problems will occur and critical thinking will help overcome those problems.
The use of a problem solving skills, let alone a personal accountability for problem-solving, is non-existent in this job. Due to highly repetitive tasks and no customer service interaction, problem solving and critical thinking skills are not necessary to perform this job.
The use of problem solving skills is not required for this job. Employees are not rewarded for taking a personal accountability for problem solving. Due to highly repetitive tasks and low customer service interaction, problem solving and critical thinking skills are not required to perform this job.
Problem solving and critical thinking skills are used in this job. Employees in this job are rewarded for taking personal accountability for implementing problem-solving thought processes, but the job is not dependent on the use of problem solving skills since much of the work is highly repetitive but a higher level of customer interaction.
A sense of personal accountability for problem solving and critical thinking skills is necessary for this job. The job is less repetitive, which requires employees to be more apt to solving problems on their feet. Also, customer interaction is unavoidable. Degree 5
Problem solving and critical thinking, more specifically personal accountability for problem solving, is at the forefront of the job. Employees must be personally accountable for the use of problem solving in day-to-day operations of individual jobs and for jobs on a department-wide basis. Problem-solving is a key aspect to helping ensure customers’ needs and demands are met, while the company searches for ways to go about fulfilling customers’ needs.
Compensable Factor: Leadership- Contribution
This factor assesses the level of contribution within the organization based
on duties, tasks, responsibilities, and leadership. We understand that in order for a company to run effectively, contribution from all levels are required.
The tasks associated with this position are not essential for the success of the organization. Many of these tasks are administrative such as data entry, payroll, and clerical duties. Much of this position is a support function. There is no level of leadership in this role. Degree 2
The tasks for this position are not essential for the company to be successful. This position serves primarily as a support function. Some of the tasks may or may not include tracking expenses, managing records, and making sure that PowerPoint presentations are up to Fast cat standards. This is not a leadership position.
The job may vary from having high involvement in customer service to high innovation in support roles and it is very important to collect feedback to better serve our customers. This position is essential to our success as a company. This is considered a leadership position. At the end of the day, contribution is required.
This position is a leadership role. The contribution of this employee is very important for the success of the company. Much of this role is essential in maintaining products and making sure they are working properly.
This position is highly seen as being the success behind our company. Much of our innovations and new products come from this position. Many years of experience and knowledge of the healthcare industry are what make this position a success. The roles of this employee are to be innovative, have advanced knowledge of software systems, oversee project managers, and create new project designs. This is a leadership role
Compensable Factor: Leadership- Organization
This factor explains the level of organizational skills in accordance to a particular position; rather it is leadership or lower level. Degree 1
The use of organization within this position is highly irrelevant, it is not crucial for the employee to keep track of business operations. There is minimal use of employee records or tasks that require the employee to be organized. This position is isolated from other members of FastCat. They thrive on innovation.
Use of organization is not required for the position. There will be employees responsible for handling multiple tasks. This position focuses more on the innovation aspect to help the company succeed than by staying organized.
Organizational skills are required to be successful in this job. There is no push by the organization to require for employees to be organized. Many in this role will have several different types of repetitive jobs such as data entry, payroll, preparing power points, and other clerical duties that are required.
The use of organization is required in this position to be successful and satisfy our clients. Management will train those in this position to be successful and effective. Employees will work with clients and will have to make sure that they are happy. Many of the tasks are not repetitive and may require those to think quickly. The ability to be organized will better our company. This is a leadership position.
Leadership and organization are two keys aspects when in this position. They are required for this position to run effectively. Many of the roles and duties are essential to company success. Some roles associated are: conducting research, managing project managers, and designing products to
meet our client’s needs. The position is associated with educational knowledge and professional experience in the healthcare industry.
1.3 Job Structure
Support and Quality ManagementManagerialTechnicalMarketing and Administration Training AssistantSenior FellowSoftware User Interface ArchitectMarketing Services Representative Clinical LiaisonVisionary ChampionSoftware EngineerTravel Coordinator Implementation ConsultantClient Account LeaderUser Interface DesignerAdministrative Assistant II Software Solution ConsultantProject LeaderGraphics DesignerAdministrative Aid Quality Assurance Analyst ASenior Quality Assurance TechnicianTechnician Programmer AnalystAdministrative Leader
Quality Assurance Analyst
Project Support Assistant
1.4 Benchmark Jobs–Evaluated
1.5 Performance and Management Jobs
1.6 Appeals Request Form
APPEAL REQUEST FORM
Please fill out this form if you believe you have a valid argument regarding your job description relating to the way you are being compensated. If you are not a manager, you must submit this form to your manager for approval before it will be passed on to an appeals board consisting of managers from your department and other departments who will rule on your appeal. Please
be sure to include your current job description to this appeal form. Job descriptions can be attained through your department manager or through the Human Resources Manager- Joe Momma at (765) 444-9429.
Name:¬¬¬¬________________________Managerial Position (Circle): YES or NO? Department:_____________________
Position Under Appeal:¬¬¬¬___________________
Brief Description of Appeal:
FOR COMMITTEE & JUDGMENT BOARD USE ONLY
Committee Members (* = Judgment Board Member) :
Decision and Reasoning:¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬-__________________________________________________________ ______________________________________________________________________________ ¬______________________________________________________________________________