I. POLICY FOR INTERNAL ALIGNMENT

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1 1 TABLE OF CONTENTS PHASE I Summary I. Internal Alignment II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable Factors..8 Appendix IV. Managerial Factor Scales and Job Evaluations..19 Appendix V. Technical Factor Scales and Job Evaluations.20 Appendix VI. Support Factor Scales and Job Evaluations...26 Appendix VII. Sam Job Evaluation Forms..29 Appendix VIII. Job Evaluation Manual PHASE II Summary..38 I. Pay Policy Recommendations.38 II. Survey Analysis...39 III. Integrating Internal and External Structures..42 Appendix II. Pay Structure..45 Supplement A. (Printouts)...53 PHASE III Summary I. Strategy...63 II. Assessment of Salaries...64 III. Merit Pay Plan...65 IV. Balanced Scorecard..67 V. Benefits...68 VI. Evaluation...69 VII. Administrative Issues..71 Appendix III Supplement B. (Printouts)

2 PHASE I 2

3 3 SUMMARY Increased competition and decreased revenue emphasize the need for proper internal alignment at FastCat. Our proposed compensation plan will provide equitable pay while encouraging teamwork and rewarding outstanding performers. The new structure will bring labor costs under control and promote efficiency in a way that is compliant with state and federal regulations. After thorough analysis of the company s strategic objectives and mission, we propose a job and person based internal structure. We determined eight important factors align with our values: customer focus, innovation, teamwork, knowledge, responsibility, initiative, and communication (see Appendix II). These factors are that are the groundwork for our new compensation structure. We grouped jobs with similar content in three different families and applied eight compensable factors throughout all jobs. Different families rely on specific factors more than others, so we varied the weights among the families to create an equitable reward system (see Appendix II, Figure 2.1). Our system gives enough flexibility to remain competitive in the global marketplace. I. POLICY FOR INTERNAL ALIGNMENT We developed a system based on internal equity between different jobs, skills, and competencies. FastCat requires innovation and a customer focus for sustainability. Our internal alignment supports customer focus and will address the major problem of declining revenue. The company ratio of revenue to labor costs is decreasing, while labor costs as a percent of expenses is increasing. Our cost leadership focuses as a compensable factor, will rewards those who correct this problem (see Appendix VI.). 1.1 Implementation of Job Structure A closely tailored structured does not support the complexity of our business environment that requires detailed tasks and follow-up. We have a highly skilled staff with constant product innovation and short product-design-to-market cycle times. Implementing a loose structure would allow our company to operate effectively. FastCat s highly skilled workforce requires a hierarchical structure to motivate. It sends the message that top performing employees are valued. Our structure contains an array of five degrees of value (see Appendix II, Table 2.1). This is different from a flat egalitarian structure with few levels between the highest and lowest paid workers. An egalitarian structure may send the message that all employees are valued equally, but the narrow differentials do not reward the top performers that are crucial for our success. 1.2 Philosophy and Values FastCat strives to innovate and deliver consumer value faster, better and more completely than our competition. Attaining our vision requires superior and continually improving performance in every area and at every level of the organization. Our performance will be guided by a clear and concise strategic statement for each business unit and by an ongoing quest for excellence within all operational and staff functions. To earn our customers' loyalty, we must listen to them,

4 4 anticipate their needs and act to create value in their eyes. We want to be known for reliability, flexibility, responsiveness, innovative products and services. Growth, longevity and financial success will naturally follow. This means that staffers are always one step ahead of the market and are already working on products for the future. II. EVALUATION OF THE JOB STRUCTURE 2.1 Purpose of Job Evaluation We systematically determined the relative worth of each job, and created a job structure reflecting the objectives of the organization. Job content, skills, organizational culture, and the external market determined our compensable factors. We found the right blend of organizational forces that supports our strategy and workflow that is fair to employees and motivates behavior. 2.2 Point method Implementation We propose a job based point method to efficiently and accurately determine compensation. The point method measures compensable factors with five factor degrees that are numerically scaled with varying weights in each of the three different families. This reflects the relative importance of each factor (see Appendix II, Table 1.1). Point plans are the most commonly used evaluation approach in the United States because they provide explicit factors for evaluating jobs. Factors are scaled to reflect the degree of job importance. Points are then attached to each factor with a weight. We scaled our factors for each family after applying benchmarks (See Appendix I, Table 1.1 for Families). Our compensable factors reinforce our organizational culture and values. Teamwork and creativity are highly valued and our compensation structure reflects this. Our engineers and our marketers are adequately compensated for their talent that is core to the success of our business. 2.3 Point Method Risks The point method runs the risk of becoming bureaucratic and rule bound. We used eight compensable factors and applied varying weighs across the three families to allow for flexibility and avoid bureaucracy. 2.4 Multiple Structure Benefits We recommend a multiple internal structure that includes three job families. Multiple structures provide adequate differentiation to compensate employees accurately and fairly. General factors such as Managerial, Technical and Support allow for flexibility. We applied the same compensable factors across all families and scaled within the families to reflect variation in work expectations (see Appendix VIII in the Job Evaluation Manual). 2.5 Multiple Structure Risks Generic factors allow for flexibility, but can reduce control and may make it harder to ensure that people are treated fairly. We carefully weighted multiple compensable factors based on benchmark jobs to avoid unfair treatment.

5 5 2.6 Compensation Objectives Our objectives are to increase revenue growth from new customers; focus on customers; attract, motivate, and retain the best talent; control costs, foster team collaboration; emphasis on innovation, and improve communication between management and subordinates. Compensable factors play a significant role in job evaluation (see Appendix II for definitions). Employees and employers should have a clear understanding of the duties for which they are responsible. Compensable factors provide both the company and the employee with insight into the bigger picture of the organization. Good compensable factors revolve around business objectives selected from the mission and vision statements and create a system of accountability. Each of our compensable factors relate to the companies basic strategy for innovation, service, and cost leadership. 2.7 Combining Job Descriptions We are at a point where teamwork and innovation are more important than ever. By evaluating each job on a point and weight based system, taking individual job descriptions into account, we decided that combining some jobs will be beneficial. The two jobs that we recommend combining are Administrative Assistant II and Project Support Assistant. Based on our analysis, the jobs only differed by thirty points and had very similar job descriptions. Although the Project Support Assistant has more responsibility, combining it with the Administrative Assistant II will allow an opportunity to gain more knowledge. The Project Support Assistant will continue to work at the current knowledge and ability level, but will have more support in achieving company goals. By combining these jobs the overall point total will go down and be more appropriate for the job title. 2.8 Evaluation Our team created a hierarchal structure that promotes performance. Teamwork is still valued as a compensable factor, but the hierarchal structure will motivate employees to strive for innovation. This was the basis for creating the three job structure families. After dividing the jobs into categories and determining point values, we can identify higher value jobs and lower value jobs in each category. The points associated with each job will show which jobs will require more knowledge and skills and deserve higher compensation. After calculating total point values for each job, our assumptions about their values were accurate without any major surprises. We are satisfied with the weights assigned to each category and how the total points correlated with the value each job.

6 2.9 Conclusion We recommend that FastCat adopt our internal alignment and job structure. Our point and weight system will adequately establish pay rates. Our method for weighting compensable factors reflects our strategic goals (see section 3.9 in Appendix III for factor scaling). This evaluation system will help employees better understand expected for promotions and raises. By creating guidelines for each department, FastCat employees will better understand their jobs. If the new compensation and evaluation system are implemented correctly, we can achieve our mission of encouraging teamwork and innovation. Our system will cut costs by combining jobs and will ensure employee have a firm understanding of how they are paid. 6

7 7 APPENDIX I : Job Families Jobs with similar content are grouped in three different families. Different families rely on specific factors more than others, so we varied the weights among the families to create an equitable reward system. Figure 1.1 Division of Jobs by Families MANAGERIAL TECHNICAL SUPPORT Administrative Leader Client Account Leader Project Leader Senior Fellow Software User Interface Architect Graphics Designer Implementation Consultant Quality Assurance Analyst Quality Assurance Analyst A Senior Quality Assurance Technician Software Developer Software Solutions Consultant Technician Usability Engineer User Interface Designer Administrative Aide Administrative Assistant II Green Guru Marketing Services Representative Marketing Support Project Support Assistant Training Assistant Travel Coordinator Visionary Champion

8 8 APPENDIX II : Defining Compensable Factors FastCat strives to innovate and deliver consumer value faster, better and more completely than our competition. Attaining our vision requires superior and continually improving performance in every area and at every level of the organization. The following factors will help us achieve our objectives: 1. Customer Focus - The customer is central to our organization s success. Customer focus promotes the best possible service from our employees. This factor is taken from our mission statement where it is repeated several times. We care about how our customers are treated and in turn it is a major compensable factor for our employees should be evaluated on. 2. Innovation and Creativity - Without new ideas and a continued focus on improvement, our company will not survive. Creativity and innovation are key compensable factors that encourage new ideas. All levels of the company must strive for continuous creativity. With new ideas, FastCat will continue to be a leader in the industry. 3. Cost Leader - While continually striving for improvement, our company must bring costs under control. If FastCat can be a cost leader in the industry, it will be a much stronger competitor. By holding our employees accountable for maintaining and controlling costs, this will assure cost leadership in the industry. 4. Teamwork and Collaboration - Every organization is more successful when the people within it operate as a team. In FastCat s mission statement, partnership and collaboration are mentioned several times. By making this a measurable factor, employees will be encouraged to work as a team. More people working together will better serve our customers. 5. Knowledge, Skills and Abilities - Contributing members of a team must be knowledgeable about their work. As a compensable factor, this idea relates to background knowledge, skills and ability to perform the basics of the job. Without a strong foundation, our organization would have a difficult time moving forward. Our foundation is based in FastCat s strategies and mission statement. Without a strong foundation we cannot deliver cutting-edge solutions to help satisfy our customers needs. 6. Initiative - FastCat needs employees who take initiative. As a compensable factor, this encourages employees to take initiative and do something great. The mission statement mentions the need for acquiring customers. Our employees must take initiative to create something that fits our customers needs. 7. Responsibility -This idea is consistent with the mission statement. Each employee needs - to be able to take responsibility for their decisions, customers, ideas, knowledge and all the things that they do within the organization. By including this as a compensable factor, we are challenging our employees to go above and beyond what is required. Responsibility is a very desirable quality, and teaching this skill also helps them grow as individuals. 8. Communication - FastCat discusses the idea of communication in the business strategy and mission statement. An employee s ability to communicate well with each other is a valuable skill. This compensable factor encourages employees to improve on this. We are holding them accountable for their ability to communicate effectively. Without good communication, FastCat will not be able to successfully meet the customers needs.

9 9 APPENDIX III: Description of Compensable Factor Levels Each level represents a degree of achievement in the eight compensable factors representing all three families: Managerial, Technical, and Support. Applying the same compensable factors across families reduces complexity and makes the system easier to implement. Each factor contains five degrees. A description of the criteria needed to enter each level is defined in the figures below. Points are calculated based on their job level in and weight. The points correspond to the degrees. 3.1 Customer Focus: This factor measures the responsibility for keeping up to par with expectations of our customers. Factor Customer Focus Degree DESCRIPTION OF CHARACTERISTICS 1 Requires little or no contact with customers. 2 Requires occasional outside contact with customers, but most communication remains within the department. Providing and receiving routine information. 3 Requires regular contact with outside customers seeking information. Requires tact and discretion in order to obtain new accounts. 4 Requires frequent inside and outside customer contacts involving considerable persuasion in order to win new accounts. Must handle confidential account information. 5 Requires outside and inside customer contacts and requires difficult negotiations which demand a well developed strategy for obtaining new accounts. Must have high levels of interpersonal and communication skills and make quick judgments.

10 Innovation/Creativity-This factor evaluates the degree of imagination, problem solving, and risk taking used in the processes of development Compensable Factor: Innovation/Creativity Degree DESCRIPTION OF CHARACTERISTICS 1 Performs tasks based on clearly defined instructions. Rarely contributes to new ideas but is open to changes. 2 Executes tasks that require non routine work. Contributes to new ideas, processes and products. 3 Frequently completes tasks that require imagination and problem solving skills. Requires creative thinking to tasks at hand. 4 Evaluates existing processes and provides new creative solutions and improve processes through independent thinking and positive risk-taking. 5 Analyzes the marketplace s products or processes and leverages innovation in products or processes to achieve competitive advantage in the industry.

11 Cost Leader-This factor evaluates responsibility for using cost saving techniques in business and development of a product. Considers cost saving techniques for customers. Compensable Factor: Cost Leader Degree DESCRIPTION OF CHARACTERISTICS 1 Performs tasks that involve little consideration of cost. 2 Conducts job responsibilities with understanding that cost saving techniques is important. 3 Suggest ways to improve the organization s cost strategy. 4 Communicates and responds to changes in the marketplace. Focus on development, usability, and innovation to increase revenue from new customers. 5 Produces business plans that reduce labor costs and increase revenue. Analyzes markets to set costs at a competitive price. Able to use cost saving strategies and define key customer needs. 3.4 Teamwork/Collaboration: This factor evaluates the ability to work closely with team members to achieve a certain goal. This ability supports decisions and responds issues that may arise during group discussions. This measures participation with other cross functional teams as well to help better understand clients wants and needs. Compensable Factor: Teamwork Degree DESCRIPTION OF CHARACTERISTICS 1 Providing and receiving routine information to assist in undertaking own job. Communication is mainly between internal employees. Rarely work with external department. 2 Work in teams on a regular basis and requires involvement and interaction with team members within the same department. 3 Providing and receiving routine information that requires persuasive skills. They may provide instruction or training to groups of colleagues. Work is performed together to achieve team s objectives. 4 Providing and receiving complex information to a large group of staff or members of the public. This requires persuasive, negotiating, motivational, and emphatic skills needed come to an agreement. 5 Leads cross functional teams on a regular basis. Works closely among cross functional teams to share their knowledge and expertise.

12 Knowledge, Skills and Abilities: This factored evaluates the contribution of knowledge, skills and abilities. It measures the ability to launch new ideas and rewards an educational background. Compensable Factor: Knowledge, Skills and Abilities Degree DESCRIPTION OF CHARACTERISTICS 1 Requires enough basic education to understand and follow basic instructions, use simple math, and light record keeping. Basic computer knowledge and performing general clerical duties. Some skills or knowledge necessary. Have the ability to learn, follow directions and acquire new skills. 2 Requires ability to multi-task without conflicting with other obligations. Work is done efficiently and in a timely manner. Providing and receiving routine information. 3 Requires intermediate skills in computer software. Requires the ongoing training and learning experience and knowledge of a specialized field. 4 Requires knowledge of an advanced type of learning. Providing and receiving complex information. Understand and follow procedures in their field. Be able to handle confidential information, and behave in a professional manner alongside co workers and top management teams. 5 Requires extensive knowledge of a highly advanced specialized field. Providing and receiving highly complex and sensitive information may include high level software and engineering. Requires high levels of interpersonal and communication skills and ability to take initiative and make quick judgments.

13 Initiative This factor evaluates responsibility for taking independent action and use of judgment necessary to perform the job, taking into consideration the level of work assigned to them. Compensable Factor: Initiative Degree DESCRIPTION OF CHARACTERISTICS 1 Requires understanding and following of simple instructions and making few decisions on work that is assigned. 2 Requires understanding and following of detailed instructions and making minor decisions. Takes on assignments without being asked. 3 Requires use of judgment and some analysis of the standard processes. 4 Takes actions and makes decisions involving highly diversified work. 5 Requires working independently and leading process improvements. Recommends changes to standard processes.

14 Responsibility: This factor evaluates the employee s responsibility for their specific duties toward customers. It measures knowledge and expertise in making everything run effectively and efficiently. This also includes multitasking ability and effective leadership. Compensable Factor: Responsibility Degree DESCRIPTION OF CHARACTERISTICS 1 Providing and receiving routine information to assist in undertaking own job. Complete necessary assigned tasks under supervision. 2 Occasional contact with some confidential data. Be able to understand and familiarize important functional areas in which assistance and guidance won t be readily available. Decisions and actions need to be approved in advance before anything gets done 3 Assistance and guidance will be available when working under supervision. Be able to handle more than one task at a time. 4 Regular access to confidential data of major importance. Provide and receive complex information to a large group of staff or members of the public that requires persuasive, negotiating, motivational, and emphatic skills needed come to an agreement. 5 Complete access to records and plans of the company. Make certain that all operations internally are running smoothly and accurately. Takes administrative leadership and action. Decisions and actions needs to be approved, however, only under major cases. Providing and receiving highly complex and sensitive information.

15 Communication- This factor evaluates the responsibility for working with others face to face, on the phone, and in writing to get results. This considers how contacts are made in or out of the company, how often, and whether it involves influencing others. Compensable Factor: Communication Degree DESCRIPTION OF CHARACTERISTICS 1 Communication is mainly between internal employees. Requires little or no contact, except with immediate associates and Supervisor. 2 Providing and receiving routine information to inform internal relationships and external relationships including the public, customers and stakeholders. 3 Providing and receiving routine information that requires persuasive skills. Requires regular contact with subordinates and other departments. 4 Providing and receiving complex information to a large group of staff or members of the public that requires persuasive, negotiating, motivational, and emphatic skills needed come to an agreement. 5 Providing and receiving highly complex and sensitive information that requires high levels of interpersonal and communication skills to a highly emotive environment. Requires an outstanding level of tact and discretion.

16 Factor Scaling for Each Family Factor scales are based on a 1000 point system. Each family weights various compensable factors by level of importance. Compensable factors and degree ranges remain constant through all families, while weights and point values vary. Table 3.1 Managerial Scaling Compensable Factor Weight Point Value Degree Range Total Points 1. Customer Focus 5% Innovation/Creativity 10% Cost Leader 20% Teamwork/Collaboration 5% Knowledge/Skills/Ability 30% Initiative 5% Responsibilities 10% Communication 15% Total Value 1,000 Table 3.2 Technical Scaling Compensable Factor Weight Point Value Degree Range Total Points 1. Customer Focus 10% Innovation/Creativity 15% Cost Leader 10% Teamwork/Collaboration 10% Knowledge/Skills/Ability 25% Initiative 15% Responsibilities 10% Communication 5% Total Value 1,000 Table 3.3 Support Scaling Compensable Factor Weight Point Value Degree Range Total Points 1. Customer Focus 20% Innovation/Creativity 10% Cost Leader 10% Teamwork/Collaboration 15% Knowledge/Skills/Ability 10% Initiative 10% Responsibilities 10% Communication 15% Total Value 1,000

17 17 APPENDIX IV: Competencies Managerial Family Customer Focus 5% - As a manager there is not a lot of interaction with the customers, however when it is necessary for them to communicate it is even more important that they provide the customer with a good impression. Innovation/Creativity 10% - A manager is more responsible for getting the employees to be creative then they are to be creative themselves. However they do need to be able to make this happen, which in itself requires creativity. Cost Leader 20% - A manager has a significant effect on how money is being spent. They need to ensure everyone effectively controls costs. Teamwork/Collaboration 5% - Leading a team is important and getting their employees to work together. However they themselves do not necessarily take part in a lot of team building or collaborating functions. Knowledge, Skills & Abilities 30% - This is a significant portion of being a manager. They must know the basic foundation of the jobs as well as be able to develop people working under them. They must be able to lead their workers in a manner that provides the team with the inspiration and materials to move forward. Initiative 5% - Managers work under the direction of higher levels of supervision. However they still need to be able to take initiative if they see a gap and can come up with an idea to better manage it. Responsibilities 10% - A manager plays the role of a leader and so they need to be able to take responsibility and lead by example. With a number of employees under them they need to be able to handle all of the things in which they are responsible for. Communication 15% - As a manager, communication is crucial for effective leadership. They need to be able to communicate with employees, vendors, customers and many others. Also they need to be able to communicate information in a timely manner, ensuring that all information is getting passed downward.

18 Managerial Forms Administrative Leader Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 800 Client Account Leader Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 900

19 19 Project Leader Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 790 Senior Fellow Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 1000

20 20 Software User Interface Architect Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 850

21 21 APPENDIX V: Technical Compensable Factors Customer Focus 10% - Customers are important in any industry. As a technical employee, interactions are limited when it comes to customers. However when dealing with their customers technical questions or needs, they must be treated with the best service possible. Innovation/Creativity 15% - As a technical component of the organization, creativity and innovation in designs are very important. Coming up with ideas outside the box are rewarded. Cost Leader 10% - When developing or creating new ideas and programs, cost must always be considered. Maintaining a low cost structure with all aspects of the job is important. Teamwork/Collaboration 10% - Working together to create projects and or help others to develop new ideas is a very important tool. When employees are able to work well with others, they can create better ideas. Knowledge, Skills & Abilities 25% - Technical workers rely on knowledge, skills and ability as a major component of their work. They must have a strong foundation for growth and development of the company. Emphasis is placed on the education and knowledge earned by technical employees. Initiative 15% - Technical employees are more often than not working alone and in doing so they need to be able get things done when needed and without having to be closely monitored. Responsibilities 10% - Following up on deadlines is important. Employees must maintain desirable levels of work quality. Communication 5% - Communication is still important in this role that tends to work alone. Communication with supervisors and team members is valued.

22 22 5.1: Technical Family Evaluation Forms Graphic Designer Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 650 Usability Engineer Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 450

23 23 User Interface Designer Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 650 Quality Assurance Analyst Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 200

24 24 Quality Assurance Analyst A Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 400 Senior Quality Assurance Technician Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 760

25 25 Software Developer Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 470 Software Solutions Consultant Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 650

26 26 Technician Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 200 Implementation Consultant Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 620

27 27 APPENDIX VI: Competencies - Support Family Customer Focus 20% - In the support role, employees are in the direct line of sight of customers. They play a significant role in how we are perceived and their level of customer service must be superior to all others. Innovation/Creativity 10% - Employees should be able to help and be a part of the creative process. They are required to provide ideas that help the company operate better. Cost Leader 10% - Maintaining cost control in all position across the company is important. Though there is minimal interaction with cost, it still needs to be held at a level that is profitable to the company. Considers cost saving techniques for customers. Teamwork/Collaboration 15% - Working well with others is significant in the support role. As employees support others, they need to be able to collaborate together for a greater purpose. Knowledge, Skills & Abilities 10% - This is important in the support function. The ability to know and be aware of what is required promotes better work. Initiative 10% - Effective performance on the job without supervision is very important. It allows for improved support and identification of needs. Responsibilities 10% - All of the functions of a support role require responsibility on an ongoing basis. Being able to follow through and complete tasks in a timely matter plays a significant role in team support. Communication 15% - Communication in a support role is significant. The ability to get ideas across effectively and efficiently plays a significant role in providing support. 6.1 Support Job Evaluation Forms Administrative Aid Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 300

28 28 Administrative Assistant II Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 350 Green Guru Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 550

29 29 Marketing Services Representative Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Ability Initiative Responsibilities Communication Total 470 Project Support Assistant Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 340

30 30 Travel Coordinator Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 400 Visionary Champion Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 1000

31 31 Training Assistant Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 340 Marketing Support Customer Focus Innovation/Creativity Cost Leader Teamwork/Collaboration Knowledge/Skills/Abilities Initiative Responsibilities Communication Total 330

32 32 APPENDIX VII: Sample Job Evaluation Forms Figure 7.1 Managerial Evaluation Job Compensable Factor/Weight Degree ( * ) Point Value ( = ) Total Customer Focus (5%) x Innovation (10%) x Cost Leader (20%) x Teamwork (5%) x Knowledge/Skill/Ability (30%) x Initiative (5%) x Responsibility (10%) x Communication (15%) x ,000 Total Figure 7.2 Technical Evaluation Compensable Factor/Weight Job Degree ( * ) Point Value ( = ) Total Customer Focus (10%) x Innovation (15%) x Cost Leader (10%) x Teamwork (10%) x Knowledge/Skill/Ability (25%) x Initiative (15%) x Responsibility (10%) x Communication (5%) x ,000 Total

33 33 Figure 7.3 Job Evaluation Support Job Compensable Factor/ Weight Degree ( * ) Point Value ( = ) Total Customer Focus (20%) x Innovation (10%) x Cost Leader (10%) x Teamwork (15%) x Knowledge/Skill/Ability (10%) x Initiative (10%) x Responsibility (10%) x Communication (15%) x ,000 Total

34 34 APPENDIX VIII : Job Evaluation Manual Table 8.1 Managerial Family Custtomer Focus Innovation/ Creativity Cost Leader Teamwork /Collabora tion Knowledg e Skills & Abilities Initiative Responsibilities Commun -ication Total Factor Weights 5% 10% 20% 5% 30% 5% 10% 15% Max Po ints per Factor Each Degree Worth Administrative Leader Client Account Leader Project Leader Senior Fellow Software User Interface Architect

35 35 Innovation /Creativity Cost Leader Teamwork /Collabora -tion Knowledge Skills & Abilities Initiative Table 8.2 Technical Family Customer Focus Responsibilities Communication Factor Weights 10% 15% 10% 10% 25% 15% 10% 5% Max Points per Factor Each Degree Worth Total Graphics Designer Implementation Consultant Quality Assurance Analyst Quality Assurance Analyst A Senior Quality Assurance Tech Software Developer Software Solutions Consultant Technician Usability Engineer User Interface Designer

36 36 Table 8.3 Support Manual Cust Innovation Focus /Creativity Cost Leader Teamwork / Collaborat ion Knowledge Skills & Abilities Initiative Responsibilities Comm Factor Weights 20% 10% 10% 15% 10% 10% 10% 15% Max Pts.Factor Ea Degree Worth Total Administrative Aide Administrative Assistant II Green Guru Marketing Services Representative Marketing Support Project Support Assistant Training Assistant Travel Coordinator Visionary Champion

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