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 After reading the case study “Internal Consistency at Customers First” at the end of Chapter 6 of your textbook, write a short paper that adequately answers the following questions:

  • Do you think that job analysis and job evaluation will benefit Customers First? Why or why not?
  • What is your opinion of Joan’s view on job analysis and job evaluation?
  • What do you recommend the compensation professionals at Customers First do? Why?

OL 620 Module Four Short Paper Guidelines and Rubric

Write a short paper addressing job analysis and job evaluation as they relate to employee compensation. Begin by thoroughly reading Chapter 6, including the
case study “Internal Consistency at Customers First” at the end of the chapter. Then write a short paper that adequately answers the following questions:

? Do you think that job analysis and job evaluation will benefit Customers First? Why or why not?

? What is your opinion of Joan’s view on job analysis and job evaluation?

? What do you recommend that the compensation professionals at Customers First do? Why?

Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document (in addition to a cover page and references) with double
spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited according to APA style.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Job Analysis and Job
Evaluation

Meets “Proficient” criteria and
provides thorough rationale
with relevant and specific
examples

Indicates opinion as to whether
job analysis and job evaluation
will benefit Customers First and
provides relevant and/or
specific details in explanation

Indicates opinion, but the
explanation is irrelevant or
lacks specific details

Does not indicate opinion as to
whether job analysis and job
evaluation will benefit
Customers First

30

Joan’s View on Job
Analysis and Job

Evaluation

Meets “Proficient” criteria and
provides thorough rationale
with relevant and specific
examples

Indicates opinion of Joan’s view
and provides relevant and/or
specific details in explanation

Indicates opinion, but the
explanation is irrelevant or
lacks specific details

Does not indicate opinion of
Joan’s view

30

Recommendations Meets “Proficient” criteria and
makes thorough
recommendations with relevant
and specific details in
explanation

Makes recommendations for
the compensation professionals
at Customers First and provides
relevant and/or specific details
in explanation

Makes recommendations, but
the explanation is irrelevant or
lacks specific details

Does not make
recommendations for the
compensation professionals at
Customers First

30

Articulation of
Response

Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy to read
format

Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization

Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas

Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas

10

Total 100%

Case: Internal Consistency at Costumers First

After 3 months in her new role as Director of Human Resources at Customers First, Deborah Ketson feels confident she has identified the significant HR issues at the company. She has prioritized the issues and is meeting with company president Joan Bates to make her recommendations. Deborah is prepared to discuss her top priority, which is to conduct an organization-wide job analysis and job evaluation project in order to start building a more internally consistent pay.

Customers First is a company that provides customer service for other companies. Small-to-medium-sized companies outsource service function to Customer First, which manages all customer service for their clients through a call center and also via an online customer service center. The company works with a diverse group of clients ranging from small retail stores to larger online retailers. Customers First has grown quickly in the 5 years since Joan started the company, and now employs more than 150 customer service representatives and other support staff.

The company’s quick growth has led to several problems with its compensation structure. Much of the company’s hiring has occurred in response to a new contract, and pay was set based on the current market rate for CSTs in order to attract the right talent. For example, an early client was a small retail store that needed fairly simple customer support. Four CSRs were hired and their pay was set at just slightly above minimum wage. In comparison, a more recent client required hiring 18 CSRs. The labor market was competitive at the time, and the company hired these 18 new employees at a pay rate well above what others at the company were paid. Such variance has occurred often in the hiring process, resulting in groups of CSRs at much different levels of pay for doing substantially similar work.

Deborah has heard many complaints from the supervisors about inequities in the pay of the CSRs. The supervisors are concerned that the iniquities may lead to turnover among some of the staff. Deborah has examined the pay rates of the CSRs across the organization and agrees with the supervisors that there are some concerns. One particular concern is that the lowest paid group of CSRs is primarily female, while the highest paid group includes all male employees. By talking with the supervisors, Deborah has learned that there are some CSRs with different levels of responsibilities and skills, but they all hold the same job title. Deborah believes that an organization-wide job analysis and job evaluation is necessary to build an internally consistent compensation structure.

However, when she shared the recommendation with Joan, she did not receive the response she expected. Joan is resistant of the job analysis and job evaluation process as she thinks that having such a structured compensation system will limit the company’s ability to be flexible in the marketplace. Often hiring happens quickly in response to a new client contract, and they must hire the right skill set, which might vary based on the current market rates. Further, Joan suggested the entire project would be too time-consuming for Deborah and the other staff that would need to be involved. She felt their time would be better spent on other concerns such as recruiting new staff.