2. Page
2
of
79
Table of Contents
TITLE
PAGE
#
PHASE
I…………………………………………………………………………………………………………………….
3
Executive
Summary………………………………………………………………………………………………
4
Strategies
and
Objectives………………………………………………………………………………………
5
Recommendation
of
Internal
Structure
for
Job-‐Based
Structures……………………………
9
Technical
Factors………………………………………………………………………………………………….
10
Technical
Jobs
Evaluation……………………………………………………………………………………..
16
Administrative
Factors………………………………………………………………………………………….
21
Administrative
Jobs
Evaluation……………………………………………………………………………...
29
Recommend
an
Implementation
Plan…………………………………………………………………...
35
Summary
and
Rationale………………………………………………………………………………………..
37
PHASE
II……………………………………………………………………………………………………………………
38
Executive
Summary………………………………………………………………………………………………
39
Strategy
for
Competitiveness………………………………………………………………………………..
40
Survey
of
Total
Compensation
at
FastCat’s
Competitors…………………………………………
43
Pay
Policy
Line………………………………………………………………………………………………………
70
Integration
of
Internal
and
External
Structures……………………………………………………….
72
Evaluation
of
Decisions…………………………………………………………………………………………
76
4. Page
4
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79
Executive
Summary
FastCat
is
a
business-‐to-‐business
software
company
that
operates
in
a
highly
specialized
and
technologically
advanced
industry.
The
company’s
main
objective
is
to
maintain
this
leading
edge,
which
will
be
accomplished
through
the
attracting,
acquiring,
and
retaining
of
top
talent.
In
order
to
succeed
in
this
rapidly
changing
economic
environment,
FastCat
needs
to
position
itself
advantageously
in
the
marketplace.
By
doing
so,
FastCat
will
increase
revenue
and
attract
new
customers.
We
recommended
that
FastCat
use
a
flexible
internal
structure
with
the
jobs
broken
up
into
two
job
families:
technical
and
administrative.
We
also
propose
that
FastCat
use
a
job-‐
based
plan
for
both
job
families
with
weighted
compensable
factors
for
each.
5. Page
5
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79
Strategies and Objectives
FastCat
Objectives:
FastCat
will
need
to
focus
on
exceeding
current
customers’
expectations
while
enticing
new
customers
to
join
with
them.
They
will
do
this
through
high
levels
of
innovation
and
teamwork
within
each
job
family.
FastCat
will
also
need
to
be
more
flexible
in
the
products
they
offer
to
customers.
Being
flexible
in
this
company
will
mean
allowing
the
customers
to
“create”
what
type
of
software
that
will
work
best
for
their
company.
Being
flexible
will
make
them
more
appealing
to
new
customers
because
the
software
will
almost
be
designed
specifically
towards
the
clients’
organizations.
By
doing
this,
FastCat
will
be
able
to
work
with
customers
as
they
move
through
different
stages
of
development
and
implementation
of
the
FastCat
software.
Another
way
to
increase
customer
satisfaction
is
to
create
software
that
is
cost-‐effective
over
time
for
the
customer.
The
customer
should
feel
that
the
software
is
paying
for
itself
over
time,
thus
making
the
software
valuable
to
the
client’s
organization.
This
will
make
the
FastCat
software
more
appealing
to
customers
over
its
competitors
because
it
will
be
seen
as
more
valuable
to
their
businesses.
If
the
software
is
seen
as
valuable
FastCat’s
services
will
also
be
valuable
and
thus
making
it
easier
for
them
to
pay
labor
costs
of
their
workers.
To
create
a
strategic
advantage,
FastCat
must
focus
on:
A. Creativity/Innovation
—
FastCat
must
maintain
a
superior
product
compared
to
its
competition.
By
doing
so,
FastCat
will
increase
the
need
for
creativity
and
innovation
within
the
company.
This
will
ensure
that
its
employees
are
coming
up
with
new
ideas
for
software
that
is
not
currently
on
the
market,
which
will
make
FastCat’s
software
more
appealing
to
the
customer
base.
6. Page
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B. Team
Work
—
Each
job
family
within
the
FastCat
Company
will
be
required
to
work
as
a
team.
By
creating
a
team
work
attitude
employees
will
feel
a
sense
of
obligation
to
the
company.
By
doing
so,
FastCat
will
be
able
to
run
more
efficiently
and
will
be
able
to
create
and
maintain
a
competitive
advantage.
C. Employee
Morale
—
FastCat
must
direct
focus
on
the
energy
that
its
employees
bring
to
the
table.
By
encouraging
employees
to
be
committed
to
their
organization,
FastCat
will
be
able
to
attract
and
retain
talented
employees.
D. New
Markets
—
Three
industries
will
purchase
the
FastCat
software.
These
industries
include
financial
services,
healthcare,
and
insurance
industries.
By
serving
these
markets,
FastCat
will
be
able
to
increase
their
customer
base
while
also
increasing
revenue.
How
Tight
to
Tailor
(How
many
structures)?
We
recommend
FastCat
use
a
compensation
system
that
includes
two
structures
(families),
technical
and
administrative.
The
advantage
of
setting
up
the
company’s
jobs
this
way
is
to
increase
communication
between
the
departments
of
the
organization.
Communication
is
key
to
the
survive
of
the
company
and
by
implementing
this
compensation
plan
FastCat’s
communication
will
be
enhanced
because
the
two
job
families
will
have
employees
that
work
closely
together
within
family.
It
will
also
create
more
equitable
treatment
among
employees
at
each
level.
This
is
because
similar
jobs
will
be
grouped
together
and
positioned
according
to
the
job’s
level
within
the
job
family.
Individual
jobs
will
not
be
compared
to
jobs
that
are
not
similar.
By
having
few
structures
within
the
organization,
it
can
help
increase
overall
employee
satisfaction
within
the
company
and
help
the
company
increase
retention
of
their
employees.
This
is
because
employees
perception
of
their
pay
is
limited
to
the
job
family
that
their
position
is
place
in.
They
will
not
be
able
to
compare
their
pay
to
another
of
a
different
family
because
it
is
not
similar.
The
employees
will
have
a
new
sense
of
commitment
to
7. Page
7
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79
FastCat
and
will
be
more
determined
to
increase
their
individual
as
well
as
group
productivity.
Job
Evaluation
Committee
and
Subject
Matter
Experts
for
Both
Families
The
two
jobs
families
were
designed
by
a
small
group
of
subject
matter
experts
of
an
independent
company.
A
total
of
six
subject
matter
experts
were
assigned
to
the
committee
and
they
came
up
with
a
division
of
the
two
families.
This
grouping
divides
the
jobs
within
FastCat
by
the
areas
of
focus
for
that
positon.
If
the
focus
of
a
job
was
on
the
technical
side,
then
it
went
in
the
technical
family.
The
same
was
true
for
the
administrative
jobs.
Technical
Jobs
Administrative
Jobs
Senior
Fellow
Visionary
Champion
Project
Leader
Client
Account
Leader
Software
User
Interface
Architect
Software
Solutions
Consultant
User
Interface
Designer
Marketing
Service
Rep
Software
Engineer
Marketing
Support
Senior
Quality
Assurance
Technician
Administrative
Leader
Programmer
Analyst
Implementation
Consultant
Quality
Assurance
Analyst
Clinical
Liaison
Quality
Assurance
Analyst
A
Project
Support
Assistant
Technician
Training
Assistant
Graphics
Designer
Administrative
Assistant
II
Administrative
Aide
Travel
Coordinator
8. Page
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Hierarchical
versus
Flat
We
recommend
that
FastCat
have
a
relatively
flat
pay
system.
Having
a
flat
pay
system
means
having
fewer
levels
and
smaller
differentials
between
adjacent
levels
and
between
highest-‐
and
lowest-‐paid
workers.
It
is
because
of
the
smaller
differentials
of
a
flat
pay
system
that
will
allow
FastCat’s
employees
to
freely
communicate
with
other
employees
in
different
family
divisions.
This
is
because
the
chain
of
command
will
be
small
and
employees
will
be
able
to
get
important
information
to
many
people
across
levels
relatively
quickly.
Many
other
competitors
use
this
system
as
well,
such
as
google
and
yahoo,
and
it
has
worked
very
well
for
them
in
the
industry.
9. Page
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79
Recommendation of Internal Structure for
Job-‐Based Structures
We
recommend
that
FastCat
use
two
plans
to
evaluate
jobs
within
the
organization.
It
is
in
FastCat’s
best
interest
to
evaluate
the
two
families
(technical
and
administrative)
separately
because
it
is
the
best
way
to
ensure
that
all
jobs
are
accurately
described
on
factors
that
are
important
and
specific
to
the
work
within
the
family.
The
team
of
subject
matter
experts
that
divided
the
jobs
into
two
families
also
designed
the
compensable
factors
for
the
families.
The
six
subject
matter
experts
talked
with
personnel
of
both
families
and
discussed
with
them
what
were
important
factors
to
have
within
the
job
positions.
After
talking
with
personnel,
they
designed
the
compensable
factors
for
the
families
and
their
weights.
Each
job
within
each
family
was
then
ranked
on
a
point
factor
system.
The
factor
weights
for
that
family
and
the
degree
of
those
factors
were
multiple
together
to
give
each
job
position
a
point
value.
Where
this
point
value
is
placed
within
that
family
determines
the
level
of
pay
for
the
position.
For
this
compensation
plan,
both
families
are
evaluated
on
a
job-‐based
structure
and
not
a
person-‐based
structure.
Compensable
factors
and
weights
for
each
family
are
presented
below.
10. Page
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Technical Factors
Factor
Weight
General
Knowledge
25%
Product
Development
Skills
22%
Communication
20%
Decision
Making
13%
Supervisory
Responsibility
10%
Testing
Analysis
10%
Total
100%
The
reasoning
behind
the
weights
of
each
compensable
factors
is
as
follows:
The
reason
general
knowledge
ranked
number
one
is
because
the
jobs
within
the
technical
family
rely
heavily
on
knowledge
learned
while
in
school,
work
experience,
and
computer
expertise.
Most
of
the
positions
within
the
technical
family
are
responsible
for
maintaining
computer
systems
and
creating
products
for
the
customers
that
provide
a
solution.
Product
development
skills
are
second
most
important
to
this
job
family
because
these
are
the
skills
required
to
gather
the
information,
that
leads
to
innovative
ways
in
which
current
products
can
be
made
more
effective
for
customers,
and
develop
new
products
when
the
market
demands
solutions
to
problems.
Innovation
of
products
is
a
key
to
success
of
the
company
because
these
skills
are
necessary
to
create
new
markets
or
expanding
markets
to
generate
a
larger
revenue.
Communication
was
the
third
most
important
factor
because
effective
communication
about
the
needs
of
our
customers
is
essential
in
order
for
our
products
to
meet
their
demands.
It
is
also
imperative
that
the
jobs
within
the
technical
family
communicate
amongst
each
other
to
determine
what
is
being
done
within
the
department
to
meet
the
needs
of
the
11. Page
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customers.
Decision-‐making,
supervisory
responsibility,
testing,
and
analysis
are
all
important
for
this
department
to
run
efficiently;
however,
they
are
not
the
most
important
factors
in
contributing
directly
to
meeting
the
company’s
goals,
mission,
and
strategy.
Compensable Factors and their Degrees:
General
Knowledge
Degree
Description
1
No
degree
or
experience
required
2
Position
requires
a
High
School
Diploma
or
G.E.D.
and
at
least
six
months
to
one
year
of
relevant
work
experience
3
Position
requires
an
Associate’s
degree
in
a
related
field
and/or
one
to
three
years
of
relevant
work
experience
4
Position
requires
a
Bachelors
Degree
in
a
related
field
and/or
one
to
three
years
of
relevant
work
experience.
5
Position
requires
a
Masters
Degree
or
higher
in
a
related
feild
and
one
to
five
years
of
relevant
work
experience
Product
Development
Skills
Degree
Description
1
Never
needs
to
come
up
with
new
products
2
Seldom
needs
to
come
up
with
new
products
3
Upon
occasion
needs
to
contribute
to
new
products
4
Frequently
needs
to
contribute
to
new
products
5
Needs
to
contribute
to
new
products
on
a
daily
basis
12. Page
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79
Communication
Degree
Description
1
Position
requires
minimal
oral,
written,
and
graphic
communication.
2
Position
requires
minimal
oral,
written,
and/or
graphic
communication,
duties
primarily
involve
delivering
and
filing
information
within
own
department.
3
Position
requires
directed
oral,
written,
and/or
graphic
communication.
Nature
of
communication
is
primarily
limited
to
transmitting
routine
information,
describing
and/or
explaining
simple
or
routine
processes,
or
dealing
with
low-‐
level
procurement
questions.
4
Position
requires
regular
verbal,
written,
and/or
graphical
communication
within
own
department
and
across
other
departments
to
describe,
explain,
and
advise
others
regarding
daily
tasks.
Position
provides
detailed
explanations
of
projects,
assignments,
problems
and
solutions
to
others
as
necessary.
5
Position
requires
interaction
with
all
levels
within
the
organization,
uses
oral,
written,
and/or
graphic
communication
to
describe,
explain,
persuade,
and
negotiate.
Position
requires
relaying
the
meaning
of
new
ideas,
products,
policies,
and
procedures
that
may
affect
multiple
or
all
areas
of
the
internal
operations
of
the
organization.
Decision
Making
Degree
Description
1
Follows
clearly
prescribed
standard
practices
and
involves
straightforward
application
of
the
practices
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79
2
Frequently
confronts
problems
not
covered
by
job
routine;
independent
judgment
is
exercised
in
making
minor
decisions
3
Exercises
independent
judgment
in
making
decisions
involving
non-‐routine
problems
with
general
guidance
4
Uses
independent
judgment
in
making
decisions
that
are
subject
to
review
in
the
final
stages
only
5
Uses
independent
judgment
in
making
decisions
that
are
not
subject
to
review
Supervisory
Responsibility
Degree
Description
1
Position
exercises
no
supervisory
responsibilities
over
other
positions
or
co-‐
workers.
2
Position
occasionally
guides
and
leads
others
but
does
not
determine
work
assignments,
priorities,
and
methods
to
be
used.
Position
does
not
appraise
work
group
members.
3
Position
engages
in
functional
supervision,
delegates
tasks
and
duties
to
subordinates,
sets
team
goals,
acts
as
an
information
source,
determines
methods,
procedures,
or
materials
to
be
used,
and
evaluates
performance
of
team
members.
4
Position
requires
functional
supervisory
responsibility
and
is
held
accountable
for
performance,
quantity
and
quality
of
work,
costs,
methods,
and
discipline
of
several
work
groups
or
departments.
Position
requires
appraisal
or
formal
performance
review
of
team
leaders
and
supervisors.
5
Position
supervises
and
directs
the
work
of
multiple
departments
or
divisions.
14. Page
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79
Position
recommends
or
approves
personnel
actions
that
have
an
effect
on
the
company’s
organizational
objectives.
Position
supervises
and
evaluates
department/unit
directors.
Technical
Analysis
Degree
Description
1
Position
makes
little
to
no
contribution
to
testing
and
analyzing
products
and
equipment.
Position
requires
little
or
no
basic
understanding
of
technical
knowledge
of
processes,
theory,
methods,
procedures,
and
systems
in
order
to
successfully
perform
the
basic
functions
of
the
job.
2
Position
makes
a
modest
indirect
contribution
to
testing
and
research
by
assisting
in
routine
testing
and
research.
The
position
requires
the
ability
to
follow
basic
testing
outlines
or
procedures.
Position
requires
the
application
of
basic
knowledge
regarding
scientific,
engineering,
mathematical,
and/or
designing
principles
in
order
to
successfully
perform
the
basic
functions
of
the
job
such
as
research,
analysis,
and
troubleshooting.
Position
does
not
need
to
analyze
or
make
recommendations
based
on
the
test
results.
3
The
position
must
have
an
understanding
of
test
results
and
be
able
to
organize
and
transfer
the
results.
The
position
does
not
necessarily
need
to
have
the
ability
to
interpret
or
make
recommendations
based
on
the
test
results.
Position
requires
the
use
of
in-‐depth
knowledge
and
application
of
technical
processes,
theory,
methods,
procedures,
and
15. Page
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79
systems
in
order
to
perform
assigned
tasks
such
as
research,
analysis,
and
troubleshooting.
Position
is
expected
to
understand
and
be
able
to
explain
the
principles
and
attributes
of
advanced
processes
and
techniques.
4
The
position
performs
tests
using
various
strategies,
consults
with
engineers,
and
aids
in
special
testing
requests.
Position
requires
extensive
knowledge
of
products
design
features
and
potential
limits.
The
position
requires
the
knowledge
and
skills
to
analyze
testing
results
and
make
recommendations.
Position
requires
providing
leadership
to
technical
positions
and
requires
expert
knowledge
of
in-‐depth
knowledge
and
application
of
advanced
knowledge
of
technical
fields,
engineering
methods,
mathematical,
statistical,
programming
processes,
theories,
methods
and
in
order
to
successfully
perform
required
tasks
and
responsibilities
of
the
position.
Application
of
knowledge
is
frequent,
in-‐
depth,
and
of
a
comprehensive
(big
picture
perspective)
to
perform
primary
activities
of
product
and
systems
development
and
design.
Position
requires
extensive
knowledge
of
company
testing
procedures.
Position
develops
and
initiates
the
methods
and
procedures
for
inspection,
testing,
and
evaluation
and
coordinates
the
work
of
other
positions
to
carry
out
testing
procedures.
The
position
is
responsible
for
implementing
decisions
and
recommendations.
16. Page
16
of
79
Technical Jobs Evaluation
Senior
Fellow
Factor
Weight
Degree
Total
General
Knowledge
25%
5
125
Product
Development
Skills
22%
5
110
Communication
20%
5
100
Decision
Making
13%
5
65
Supervisory
Responsibility
10%
5
50
Testing
Analysis
10%
5
50
Total
100%
500
Project
Leader
Factor
Weight
Degree
Total
General
Knowledge
25%
5
125
Product
Development
Skills
22%
4
88
Communication
20%
5
100
Decision
Making
13%
5
65
Supervisory
Responsibility
10%
5
50
Testing
Analysis
10%
4
40
Total
100%
468
17. Page
17
of
79
Software
User
Interface
Architect
Factor
Weight
Degree
Total
General
Knowledge
25%
4
100
Product
Development
Skills
22%
5
110
Communication
20%
5
100
Decision
Making
13%
4
52
Supervisory
Responsibility
10%
5
50
Testing
Analysis
10%
5
50
Total
100%
462
User
Interface
Designer
Factor
Weight
Degree
Total
General
Knowledge
25%
4
100
Product
Development
Skills
22%
4
88
Communication
20%
5
100
Decision
Making
13%
3
39
Supervisory
Responsibility
10%
4
40
Testing
Analysis
10%
4
40
Total
100%
407
Software
Engineer
Factor
Weight
Degree
Total
General
Knowledge
25%
4
100
18. Page
18
of
79
Product
Development
Skills
22%
5
110
Communication
20%
5
100
Decision
Making
13%
3
39
Supervisory
Responsibility
10%
3
30
Testing
Analysis
10%
4
40
Total
100%
419
Senior
Quality
Assurance
Technician
Factor
Weight
Degree
Total
General
Knowledge
25%
3
75
Product
Development
Skills
22%
4
88
Communication
20%
3
60
Decision
Making
13%
3
39
Supervisory
Responsibility
10%
4
40
Testing
Analysis
10%
3
30
Total
100%
332
Programmer
Analyst
Factor
Weight
Degree
Total
General
Knowledge
25%
4
100
Product
Development
Skills
22%
2
44
Communication
20%
2
40
Decision
Making
13%
5
65
19. Page
19
of
79
Supervisory
Responsibility
10%
5
50
Testing
Analysis
10%
5
50
Total
100%
349
Quality
Assurance
Analyst
Factor
Weight
Degree
Total
General
Knowledge
25%
3
75
Product
Development
Skills
22%
3
66
Communication
20%
2
40
Decision
Making
13%
4
52
Supervisory
Responsibility
10%
2
20
Testing
Analysis
10%
5
50
Total
100%
303
Quality
Assurance
Analyst
A
Factor
Weight
Degree
Total
General
Knowledge
25%
3
75
Product
Development
Skills
22%
2
44
Communication
20%
5
100
Decision
Making
13%
3
39
Supervisory
Responsibility
10%
2
20
Testing
Analysis
10%
5
50
20. Page
20
of
79
Total
100%
328
Technician
Factor
Weight
Degree
Total
General
Knowledge
25%
2
50
Product
Development
Skills
22%
1
22
Communication
20%
3
60
Decision
Making
13%
1
13
Supervisory
Responsibility
10%
5
50
Testing
Analysis
10%
5
50
Total
100%
245
Graphics
Designer
Factor
Weight
Degree
Total
General
Knowledge
25%
4
100
Product
Development
Skills
22%
4
88
Communication
20%
4
80
Decision
Making
13%
3
39
Supervisory
Responsibility
10%
5
50
Testing
Analysis
10%
3
30
Total
100%
387
21. Page
21
of
79
Administrative Factors
Factor
Weight
Communication
25%
Records
and
Reports
25%
Supervisory
Requirements
15%
Teamwork
15%
Job
Complexity
10%
Knowledge
10%
Total
100%
Compensable
Factor
Weight
Rationale:
The
reason
why
communication
is
important
to
the
administrative
family
is
because
the
jobs
within
the
administrative
family
rely
heavily
on
internal
communication
with
employees
to
ensure
understanding
of
processes,
procedures,
and
products.
The
positions
within
the
administrative
family
rely
on
external
communication
with
customers,
vendors,
and
suppliers
to
ensure
proper
deliveries,
bring
in
customers,
ensure
that
current
customers
are
satisfied
with
the
products
received,
and
relay
information
collected
from
customers
to
the
technical
family.
This
job
family
is
focused
more
on
the
people
aspect
of
the
company
such
as
taking
care
of
customers
and
aligning
employees
according
to
the
company
strategy.
Records
and
reports
was
also
given
25%
because
proper
and
accurate
information
with
regards
to
products,
procedures,
and
statements
is
essential
to
good
internal
and
external
communication.
It
was
also
determined
that
while
knowledge
(education
and
computer
expertise)
is
important
to
performing
the
jobs
within
the
administrative
family
properly,
it
is
not
the
most
essential
factor.
Also,
factors
such
as
teamwork
and
decision-‐making
22. Page
22
of
79
are
important
to
the
essential
functions
of
the
job
such
as
prioritizing
work
and
ensuring
a
seamless
flow
of
teamwork
to
get
projects
finished
efficiently.
Compensable Factors and their Degrees:
Communication
Degree
Description
1
Position
requires
minimal
oral,
written,
and
graphic
communication
only
within
the
administrative
family.
2
Position
requires
minimal
oral,
written,
and/or
graphic
communication,
duties
primarily
involve
delivering
and
filing
information
within
own
department.
This
position
requires
very
little
communication
with
external
sources.
This
means
that
communication
is
limited
to
relaying
and
getting
messages
to
the
other
departments
and
answering
calls
or
questions.
3
Position
requires
directed
oral,
written,
and/or
graphic
communication.
Nature
of
communication
is
primarily
limited
to
transmitting
routine
information,
describing
and/or
explaining
simple
or
routine
processes,
or
dealing
with
low-‐
level
procurement
questions.
This
position
requires
limited
or
routine
communication
with
external
customer
in
order
to
perform
the
necessary
job
requirements.
This
might
include
arranging
business
travel,
dealing
with
low-‐level
customer
services
issues
or
complaints.
4
Position
requires
regular
verbal,
written,
and/or
graphical
communication
within
own
department
and
across
other
departments
to
describe,
explain,
and
advise
others
regarding
daily
tasks.
23. Page
23
of
79
Position
provides
detailed
explanations
of
projects,
assignments,
problems
and
solutions
to
others
as
necessary.
This
position
requires
more
frequent
communication
with
external
customers/contacts
in
order
to
develop
perspective
processes
and
products
that
allow
the
company
to
achieve
their
goals.
This
position
might
include
areas
such
as
sales,
research
and
development,
and
marketing.
5
Position
requires
interaction
with
all
levels
within
the
organization,
uses
high
levels
of
oral,
written,
and/or
graphic
communication
to
describe,
explain,
persuade,
and
negotiate.
Position
requires
relaying
the
meaning
of
new
ideas,
products,
policies,
and
procedures
that
may
affect
multiple
or
all
areas
of
the
internal
operations
of
the
organization.
Incumbents
might
deliver
and
come
up
with
presentations
or
client
demonstrations.
They
must
organize
and
supervise
external
communication
activities
that
will
result
in
accomplishing
company
goals.
Records
and
Reports
Degree
Description
1
Position
has
responsibility
for
planning/maintaining
of
a
few
low-‐level
records,
plans,
reports,
projects,
and
documents.
Errors
made
can
be
easily
detected
and
corrected
without
substantial
effort
or
effect.
2
Position
has
responsibility
for
the
preparation/maintenance
of
several
records,
reports,
projects,
or
documents.
Errors
made
would
result
in
minor
24. Page
24
of
79
confusion,
delay,
and/or
possible
monetary
loss,
generally
at
the
departmental
level.
3
Position
has
responsibility
for
the
planning,
preparation,
and/or
maintenance
of
a
variety
of
records
and
reports
that
others
use
to
make
decisions.
Errors
would
result
in
noticeable
confusion,
delay
and/or
monetary
loss,
usually
on
a
departmental
level.
4
Position
has
responsibility
for
planning,
preparation,
and/or
maintenance
of
a
variety
of
reports,
plans,
or
organizational
documents.
Other
employees
who
make
decisions
that
affect
a
number
or
all
departments
in
the
company
use
these
reports.
Errors
in
these
reports,
plans,
records,
and/or
organizational
documents
would
result
in
noticeable
confusion,
damage
to
the
reputation
of
one
or
more
departments
or
divisions,
noticeable
monetary
loss
at
the
organizational
level,
or
significant
monetary
loss
at
a
departmental/divisional
level.
5
Position
has
the
responsibility
for
the
preparation
and/or
maintenance
of
a
variety
of
records,
plans,
reports,
and
organizational
documents,
which
are
used
by
others
throughout
the
company
for
decision-‐making.
Errors
in
the
records,
plans,
reports,
and
other
important
organizational
documents
would
create
obvious
confusion
and
significant
damage
to
the
organization’s
reputation
and/or
significant
monetary
loss
at
an
organizational
level.
25. Page
25
of
79
Supervisory
Requirements
Degree
Description
1
Position
exercises
no
supervisory
responsibilities
over
other
positions
or
co-‐
workers.
2
Position
occasionally
guides
and
leads
others
but
does
not
determine
work
assignments,
priorities,
and
methods
to
be
used.
Position
does
not
appraise
work
group
members.
3
Position
engages
in
functional
supervision,
delegates
tasks
and
duties
to
subordinates,
sets
team
goals,
acts
as
an
information
source,
determines
methods,
procedures,
or
materials
to
be
used,
and
evaluates
performance
of
team
members.
4
Position
requires
functional
supervisory
responsibility
and
is
held
accountable
for
performance,
quantity
and
quality
of
work,
costs,
methods,
and
discipline
of
several
work
groups
or
departments.
Position
requires
appraisal
or
formal
performance
review
of
team
leaders
and
supervisors.
5
Position
supervises
and
directs
the
work
of
multiple
departments
or
divisions.
Position
recommends
or
approves
personnel
actions
that
have
an
effect
on
the
company’s
organizational
objectives.
Position
supervises
and
evaluates
department/unit
directors.
26. Page
26
of
79
Teamwork
Degree
Description
1
Position
works
alone.
2
Position
works
primarily
alone
in
order
to
complete
tasks
and
assignments
and
does
not
depend
on
others.
Position
has
no
role
in
team
activities,
and
others
on
the
team
do
not
depend
on
feedback
from
the
position.
Work
output
from
the
position
could
be
used
by
groups
to
complete
their
assignments.
3
Position
requires
individual
work
but
also
contributes
to
a
team.
Position
provides
support
in
completing
tasks
but
is
not
an
integral
part
of
the
team
or
group.
Completion
of
projects
are
done
individually
except
in
very
rare
circumstances
and
has
no
defined
role
in
a
team
or
group.
4
Position
requires
an
integral
role
in
teamwork
including
providing
feedback,
maintaining
team
goals,
and
communication.
Position
contributes
to
the
team
by
giving
input
and
guidance,
introducing
new
ideas,
brainstorming,
providing
feedback,
support,
and
collaborating
with
various
staff
and
departments.
5
Position
has
active
teamwork
responsibilities
which
include
developing
and
organizing
team
members
by
providing
coaching,
training,
and
counseling,
facilitating
team
development,
resolving
conflicts.
Position
may
be
held
responsible
for
final
team
performance.
27. Page
27
of
79
Job
Complexity
Degree
Description
1
Position
requires
no
judgment.
2
Position
requires
little
or
no
judgment,
assignments
are
routine,
and
specific
rules
and
procedures
are
detailed
for
most
all
responsibilities
of
the
position.
3
Position
applies
judgment
to
follow
and
interpret
work
methods,
policies,
and/or
procedures
necessary
to
the
responsibilities
of
the
position.
Problem
solving
is
limited
to
choosing
the
solution
from
a
set
of
prescribed
methods.
Supervisor
approval
may
be
necessary
before
making
decisions
that
alter
predetermined
methods.
Problem-‐
solving
usually
encompasses
only
a
single
discipline.
4
Position
applies
judgment
and/or
research
analysis
to
determine
work
approaches
and
to
recommend
courses
of
action
where
current
methods
or
procedures
must
be
modified
in
order
to
analyze
and
solve
problems.
Work
assignments
are
varied
and
potentially
encompass
more
than
a
single
discipline.
Position
consults
with
supervisor
as
needed.
5
Position
applies
judgment
to
create,
formulate,
and
evaluate
operating
policies,
objectives,
and
systems
in
analyzing
and
solving
problems.
Position
requires
development
of
courses
of
action
where
no
prior
precedent
exists
and
knowledge
of
more
than
a
single
discipline
is
often
required.
Position
also
requires
advanced
knowledge
of
problem
solving
skills.
28. Page
28
of
79
Knowledge
Degree
Description
1
No
degree
or
experience
required
2
Position
requires
a
High
School
Diploma
or
G.E.D.
and
at
least
six
months
to
one
year
of
relevant
work
experience
3
Position
requires
an
Associate’s
degree
in
a
related
field
and/or
one
to
three
years
of
relevant
work
experience
4
Position
requires
a
Bachelors
Degree
in
a
related
field
and/or
one
to
three
years
of
relevant
work
experience.
5
Position
requires
a
Masters
Degree
or
higher
in
a
related
filed
and
one
to
five
years
of
relevant
work
experience
29. Page
29
of
79
Administrative Job Evaluations
Visionary
Champion
Factor
Weight
Degree
Total
Communication
25%
5
125
Records
and
Reports
25%
5
125
Supervisory
Requirements
15%
5
75
Teamwork
15%
5
75
Job
Complexity
10%
5
50
Knowledge
10%
5
50
Total
100%
500
Client
Account
Leader
Factor
Weight
Degree
Total
Communication
25%
5
125
Records
and
Reports
25%
5
125
Supervisory
Requirements
15%
4
60
Teamwork
15%
5
75
Job
Complexity
10%
4
40
Knowledge
10%
4
40
Total
100%
465
Software
Solutions
Consultant
Factor
Weight
Degree
Total
Communication
25%
5
125
30. Page
30
of
79
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
3
45
Teamwork
15%
4
60
Job
Complexity
10%
3
30
Knowledge
10%
4
40
Total
100%
375
Marketing
Service
Representative
Factor
Weight
Degree
Total
Communication
25%
5
125
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
2
30
Teamwork
15%
5
75
Job
Complexity
10%
4
40
Knowledge
10%
4
40
Total
100%
345
Marketing
Support
Factor
Weight
Degree
Total
Communication
25%
3
75
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
2
30
Teamwork
15%
5
75
Job
Complexity
10%
3
30
Knowledge
10%
5
50
31. Page
31
of
79
Total
100%
335
Administrative
Leader
Factor
Weight
Degree
Total
Communication
25%
4
100
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
4
60
Teamwork
15%
4
60
Job
Complexity
10%
1
10
Knowledge
10%
2
20
Total
100%
325
Implantation
Consultant
Factor
Weight
Degree
Total
Communication
25%
4
100
Records
and
Reports
25%
4
100
Supervisory
Requirements
15%
2
30
Teamwork
15%
4
45
Job
Complexity
10%
2
20
Knowledge
10%
4
40
Total
100%
335
Clinical
Liaison
Factor
Weight
Degree
Total
Communication
25%
3
75
32. Page
32
of
79
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
2
30
Teamwork
15%
5
75
Job
Complexity
10%
2
20
Knowledge
10%
4
40
Total
100%
315
Project
Support
Assistant
Factor
Weight
Degree
Total
Communication
25%
4
100
Records
and
Reports
25%
4
100
Supervisory
Requirements
15%
1
15
Teamwork
15%
3
45
Job
Complexity
10%
2
20
Knowledge
10%
2
20
Total
100%
300
Training
Assistant
Factor
Weight
Degree
Total
Communication
25%
5
125
Records
and
Reports
25%
5
125
Supervisory
Requirements
15%
1
15
Teamwork
15%
3
45
Job
Complexity
10%
2
20
Knowledge
10%
4
40
33. Page
33
of
79
Total
100%
370
Administrative
Assistant
II
Factor
Weight
Degree
Total
Communication
25%
3
75
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
1
15
Teamwork
15%
2
30
Job
Complexity
10%
3
30
Knowledge
10%
1
10
Total
100%
235
Administrative
Aide
Factor
Weight
Degree
Total
Communication
25%
2
50
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
1
15
Teamwork
15%
2
30
Job
Complexity
10%
1
10
34. Page
34
of
79
Knowledge
10%
2
20
Total
100%
200
Travel
Coordinator
Factor
Weight
Degree
Total
Communication
25%
3
75
Records
and
Reports
25%
3
75
Supervisory
Requirements
15%
1
15
Teamwork
15%
1
15
Job
Complexity
10%
1
10
Knowledge
10%
2
20
Total
100%
210
35. Page
35
of
79
Recommend an Implementation Plan
The
FastCat
evaluation
plan
has
been
designed
to
support
all
organization
strategies
and
goals
by
the
process
of
the
compensation
plan
for
each
job
family.
.
Implementing
this
new
compensation
plan
should
not
happen
overnight.
This
will
cause
uneasiness
in
the
staff
and
could
create
issues
with
fully
transitioning
over
from
old
to
new.
This
is
what
the
compensation
plan
is
trying
to
avoid.
We
suggest
this
new
plan
happen
gradually.
Start
with
changing
the
administration
family’s
compensation.
After
this
family
has
been
settled,
move
on
to
the
technical
family.
Communication
is
key
to
a
smooth
transition.
Everyone
within
the
company
must
communicate
what
is
happening
within
their
transition
process
with
management
and
the
compensation
committee
of
subject
matter
experts
that
helps
design
this
structure
while
trying
to
get
to
the
new
system.
Communication
should
include
concerns,
problems,
achievements
of
new
system,
etc.
If
communication
fails,
this
transition
will
not
go
smoothly.
In
addition,
all
employees
should
be
encouraged
to
get
involved
in
the
transition
process.
Involvement
will
include
sitting
in
on
meetings
and
having
the
ability
to
contribute
ideas
for
a
smooth
transition
for
everyone.
This
compensation
plan
will
be
flexible
to
handle
new
jobs
or
new
job
competencies
as
they
are
created
by
looking
at
external
market
job
descriptions
and
assessing
where
the
new
jobs
are
to
be
placed.
This
is
based
on
the
assertion
that
new
jobs
will
be
created
in
the
future
as
the
company
expands
and
grows.
When
looking
at
the
job
descriptions,
one
should
be
able
to
place
them
in
either
the
technical
or
administrative
job
families
by
looking
at
what
the
new
job
will
entail
and
looking
at
the
compensable
factors
for
the
two
families.
One
the
job
family
has
been
determined
one
then
assess
each
compensable
factor
of
that
family
to
determine
where
the
jobs
will
fall
in
the
pay
line.
Appeals
Process
Once
an
employee
files
an
appeal,
located
in
the
FastCat
file
database
and
accessible
to
all
employees
through
their
work
computers
and
their
online
log
in,
the
compensation
committee
will
allow
the
appellant
to
review
the
group’s
ratings
and
the
justifications
for
each
36. Page
36
of
79
rating
of
the
position.
The
committee
then
will
inquire
the
individual’s
justification
of
what
they
have
determined
to
be
a
problem.
The
process
then
will
continue
by
allowing
the
committee
to
hold
a
meeting
without
the
appellant
to
allow
for
a
discussion
about
the
validity
of
the
argument
and
comparisons
to
current
market
research.
The
committee
will
then
make
their
decision
and
call
the
appellant
into
a
new
meeting
to
disclose
their
decision
and
allow
for
questions.
37. Page
37
of
79
Summary and Rationale
FastCat
will
need
to
focus
on
exceeding
current
customers’
expectations
while
enticing
new
customers
to
join
with
them.
They
will
do
this
through
high
levels
of
innovation
and
teamwork
within
the
company.
By
implementing
our
compensation
plan,
FastCat
will
be
able
to
maintain
and
sustain
a
competitive
advantage
because
it
will
be
meeting
its
objectives
of
being
a
leader
of
creativity
and
innovation,
promoting
team
work,
improving
employee
morale,
entering
new
markets,
and
marketing
among
a
changing
customer
base.
Our
rationale
behind
the
two
job
families
is
to
create
two
distinct
groups
based
on
job
descriptions.
These
two
groups
perform
tasks
that
are
so
different
that,
if
they
were
lumped
into
one
big
group,
the
compensation
system
would
not
achieve
the
company’s
objectives,
and
employee
morale
with
the
company
would
decrease
because
of
the
perceptions
of
unfair
pay
among
co-‐workers.
In
addition
to
creating
the
two
families,
each
family
has
different
compensable
factors
that
make
up
its
pay
level.
By
separating
these
out,
the
company
will
to
create
a
compensation
system
that
is
more
accurate
based
on
what
each
job
position
entails
because
of
the
different
compensable
factors
of
each
family.
39. Page
39
of
79
Executive Summary
After
researching
and
writing
about
FastCat’s
internal
structure
and
stating
its
strategies
and
objectives
in
Phase
I,
we
focused
on
gathering
evidence
on
the
market
and
FastCat’s
competitors
in
order
to
design
a
pay
system
that
would
work
best.
Because
FastCat
is
a
company
that
wishes
to
get
the
highest
level
of
production
from
its
employees,
we
focused
on
designing
a
pay
system
that
would
reward
FastCat’s
employees
for
their
efforts.
Therefore,
we
sought
to
create
a
pay
system
with
high
incentives
and
lower
base
pay.
Since
FastCat
seeks
employees
that
can
be
found
in
various
industries
such
as
computer
hardware,
computer
software,
manufacturing,
semiconductor,
and
financial
services,
we
looked
at
the
market
rates
at
all
of
these
companies.
We
then
chose
the
industry
with
the
best
market
rates
for
FastCat
to
base
its
compensation
system
on
so
that
it
would
be
sure
to
attract
the
top-‐notch
engineers
and
marketers.
We
then
chose
to
use
bands
and
zones
in
order
to
provide
a
more
flexible
pay
system
that
would
work
well
with
FastCat’s
flatter
structure
and
help
to
ensure
that
FastCat’s
employees
are
equitably
paid.
40. Page
40
of
79
Strategy for Competitiveness
Pay
Strategy
Alternatives:
In
order
for
FastCat
to
meet
its
objectives
and
increase
its
performance,
it
is
important
for
FastCat
to
attract
and
retain
top-‐notch
employees.
The
three
main
areas
that
require
consideration
in
designing
the
right
compensation
system
for
FastCat
include
pay
level,
pay
mix,
and
the
integration
of
FastCat’s
internal
and
external
structures.
Pay
Level:
One
consideration
which
must
be
made
in
order
to
select
the
best
compensation
system
for
FastCat
is
how
much
FastCat
should
pay
to
each
of
its
employees
in
salaries
and
wages
and
how
FastCat’s
employees
are
compensated
in
relation
to
employees
in
other
companies
in
its
labor
market.
A
few
alternatives
that
FastCat
has
in
pay-‐level
policies
include
a
pay-‐with-‐
competition
policy,
a
lead
pay-‐level
policy,
and
a
lag
pay-‐level
policy.
The
pay-‐with-‐competition
policy
matches
the
compensation
rates
of
other
companies
within
the
same
market
and
is
attractive
because
it
helps
a
company
to
avoid
union
disputes
and
to
have
an
equal
chance
at
attracting
applicants
as
its
competitors.
Nevertheless,
the
pay-‐with-‐competition
policy
can
fail
at
providing
a
company
with
a
competitive
advantage.
The
lead
pay-‐level
policy
helps
to
provide
a
competitive
advantage
for
a
company
by
leading
the
compensation
rates
in
a
market.
The
lead
pay-‐level
policy
is
able
attract
and
retain
top-‐notch
employees
and
minimize
overall
employee
dissatisfaction
with
pay;
however,
it
is
expensive
since
the
company
using
this
policy
has
to
ensure
that
all
employees
are
equally
compensated
to
avoid
internal
misalignment.
The
lag
pay-‐
level
policy
is
a
policy
that
pays
below-‐market
compensation
rates
to
its
employees
which
can
hinder
a
firm
from
being
able
to
attract
top-‐notch
employees.
However,
a
lag
pay-‐level
policy
works
great
if
the
company
using
this
policy
has
a
chance
of
earning
higher
profits
in
the
future.
Because
FastCat
is
a
fairly
small
and
new
company
in
a
growing
industry,
it
is
important
that
it
select
a
pay-‐level
policy
that
will
help
it
to
attract
the
best
engineers
and
marketers.
41. Page
41
of
79
However,
since
FastCat
has
employees
that
are
more
essential
than
others,
one
strategy
that
would
work
well
is
to
have
a
mixture
of
pay-‐level
policies.
They
could
do
this
by
adopting
a
lead
pay-‐level
policy
for
the
marketing
and
engineering
jobs
and
lag
the
market
in
the
technician
and
office
support
jobs.
This
would
provide
an
incentive
for
its
engineering
personnel
to
develop
some
of
the
best
software
in
the
industry
and
its
marketing
personnel
to
publicize
the
software.
Mix
of
Forms:
Another
major
consideration
in
selecting
a
compensation
system
that
will
work
best
for
FastCat
is
what
pay
mix,
or
forms
of
pay
(including
base
pay,
merit,
and
incentives),
it
should
use
to
compensate
its
employees.
There
are
several
types
of
pay
mix
policies
which
include
performance
driven,
market
match,
work/life
balance,
and
security.
The
performance
driven
pay
mix
policy
focuses
largely
on
compensating
employees
with
benefits,
bonuses,
and
stock
ownership
programs
and
less
on
base
pay.
The
performance
driven
pay
mix
policy
would
work
great
with
a
company
that
is
fairly
new
and
has
the
potential
to
generate
more
profits
in
the
long
run.
The
market
match
pay
mix
policy
matches
what
the
majority
of
competitors
are
paying
and
focuses
largely
on
base
pay
along
with
benefits
and
less
on
incentives
and
stock
options.
The
market
match
pay
mix
policy
would
work
well
with
a
typical
company
that
has
existed
for
a
while
and
generated
a
steady
amount
of
revenues.
The
work/life
balance
pay
mix
policy
focuses
a
large
amount
on
benefits
and
less
on
stock
options,
bonuses,
or
base
pay.
The
work/life
balance
pay
mix
policy
would
work
well
with
a
company
who
could
offer
its
employees
several
benefits
but
may
not
be
able
to
afford
to
pay
its
employees
a
large
amount
in
base
pay.
The
security
pay
mix
policy
focuses
a
very
large
amount
on
base
pay
with
a
good
amount
of
benefits
but
no
stock
options
or
bonuses.
The
security
pay
mix
policy
would
work
well
with
a
company
that
generated
fairly
steady
revenues
and
wasn’t
experiencing
much
growth.
FastCat
is
a
relatively
new
company
and
is
experiencing
a
growth
in
revenues
and
is
seeking
to
expand
its
market.
However,
at
the
same
time,
FastCat
is
also
experiencing
lower
productivity
(revenue/employment
costs)
from
its
employees.
Because
of
the
mix
of
growing
revenues
and
declining
productivity
levels,
the
best
pay
mix
policy
for
FastCat
would
be
the
42. Page
42
of
79
performance
driven
pay
mix
policy.
By
using
a
performance
driven
pay
mix
policy,
employees
at
FastCat
would
feel
a
sense
of
ownership
for
the
company
and
would
be
able
to
get
rewarded
when
FastCat
does
well.
FastCat
would
also
be
able
to
compensate
each
employee
more
or
less
depending
on
the
employee’s
contributions.
This
would
help
FastCat
to
attract
and
retain
the
best
employees
while
providing
an
incentive
for
the
lower
performing,
less-‐paid
employees
to
find
work
elsewhere.
Integrating
Internal
and
External
Structures:
In
developing
an
external
pay
structure
for
FastCat,
it
was
important
to
also
consider
its
internal
structure.
As
stated
earlier
in
the
report,
FastCat
needed
to
focus
on
four
key
objectives
in
order
to
create
a
strategic
advantage:
creativity/innovation,
team
work,
employee
morale
and
new
markets.
By
implementing
a
mixed
pay-‐level
policy
and
a
performance
driven
pay
mix
policy,
the
employees
at
FastCat
will
have
an
incentive
to
perform
their
best
in
order
to
be
better
compensated.
Also,
it
would
help
FastCat
to
keep
its
labor
costs
in
line
with
its
revenues
and
reward
its
higher-‐performing
employees
more
than
its
lower-‐performing
employees.
Another
major
consideration
that
was
taken
into
account
when
devising
an
external
pay
structure
is
whether
to
use
grades
and
ranges
or
bands
and
zones.
In
order
to
help
increase
communication
among
the
employees
and
to
provide
an
incentive
for
the
employees
to
learn
about
different
aspects
of
the
business,
we
decided
to
use
bands
and
zones.
Using
bands
and
zones
will
also
help
FastCat
to
remain
more
flexible
as
it
seeks
to
expand
its
market
nationally
and
even
internationally.
43. Page
43
of
79
Survey of Total Compensation at FastCat’s Competitors
Job
Matches:
One
of
the
first
steps
that
needed
to
be
done
in
order
to
create
a
survey
of
total
compensation
at
FastCat’s
competitors
was
to
match
the
jobs
at
FastCat
with
Benchmark
Jobs
that
are
found
throughout
FastCat’s
industry.
In
order
to
do
this,
eleven
technical
jobs
and
ten
administrative
FastCat
jobs
were
selected
and
were
compared
to
benchmark
jobs
in
the
industry.
However,
there
were
three
administrative
jobs
(Training
Assistant,
Implementation
Consultant,
and
Clinical
Liaison)
that
were
unable
to
be
matched
due
to
the
fact
that
there
were
no
close
matches
between
these
jobs
and
the
benchmark
jobs.
Also,
the
Job
Evaluation
(JE)
points,
which
were
determined
with
the
help
of
Subject
Matter
Experts,
were
considered
in
matching
the
jobs.
The
following
tables
list
the
matches
that
were
determined
as
well
as
comments
for
how
the
FastCat
jobs
were
similar
to
the
chosen
benchmark
jobs.
Finally,
benchmark
leveling
was
used
to
ensure
that
the
number
of
JE
points
assigned
to
each
job
was
ranked
in
the
same
order
as
the
job
titles
and
ranks
of
the
technical
benchmark
jobs
and
the
administrative
benchmark
jobs.
Technical
Job
Matches:
FastCat
Job
JE
Points
Survey
Job
Match
Comments
Senior
Fellow
500
Engineering
Manager
3
Required
to
plan
and
conduct
R&D
projects
of
major
significance
and
that
require
expert
application
of
advanced
knowledge.
Manages
product
group
to
ensure
timely
delivery
of
high-‐quality
products.
Project
Leader
468
Engineering
Manager
1
Responsible
for
all
project
communications
related
to
technical
issues.
Supervises
the
44. Page
44
of
79
design
and
development
of
software
products.
Software
User
Interface
Architect
462
Engineer
5
BS
or
MS
in
Computer
Science
plus
substantial
experience
is
required.
Provides
guidance
to
rest
of
technical
team.
Software
Engineer
419
Engineer
4
BS
in
Computer
Science
or
related
field
plus
several
years
of
experience.
Design
and
create
engineering
specifications
for
software.
Involved
in
entire
project
cycle.
User
Interface
Designer
407
Engineer
3
BS
in
Computer
Science
plus
substantial
experience.
Designs
specifications
for
and
performs
programming
and
testing
on
new
or
existing
large
client
implementation.
Graphics
Designer
387
Engineer
2
BS
in
Design
or
related
field
plus
experience
is
required.
Defines
and
implements
a
unified
design
vision
for
interface
and
Web
technologies.
Programmer
Analyst
349
Engineer
1
BS
in
Engineering
or
Computer
Science
or
equivalent
experience.
Using
software
specifications
developed
by
software
developers,
create,
modify,
and
test
software.
Senior
Quality
Assurance
Technician
332
Technician
4
AS
in
Computer
Science
plus
5
years
experience.
Responsible
for
assuring
complete
performance
evaluation
of
all
FastCat
web
applications
through
destructive
testing.
Quality
Assurance
Analyst
A
328
Technician
3
AS
in
Business
or
Computer
Science
plus
3
years
experience.
Test
company
products
using
various
testing
strategies.
Create
and
revise
written
procedures
to
accompany
each
test
method.
45. Page
45
of
79
Quality
Assurance
Analyst
303
Technician
2
AS
in
Business
or
Computer
Science
plus
some
experience.
Test
FastCat
software
using
various
testing
strategies.
Assist
with
test
environment
preparation.
Technician
245
Technician
1
High
school
diploma
or
equivalent.
Assist
with
testing
FastCat
software
using
common
software
testing
strategies.
Administrative
Job
Matches:
FastCat
Job
JE
Points
Survey
Job
Match
Comments
Visionary
Champion
500
Marketing
Manager
3
Define
and
ensure
the
success
of
new
features/functions
and
planning
overall
strategy.
Define
customer
needs.
Client
Account
Leader
465
Marketing
Manager
2
Responsible
for
all
aspects
of
the
relationship
with
multiple
FastCat
clients.
Direct
all
activities
related
to
customer
service,
training
and
field
support.
Software
Solutions
Consultant
375
Marketer
3
BS
in
Business
or
Computer
Science
plus
minimum
of
5
years
experience
is
required.
Develop
accurate
input
for
client
proposals;
assist
account
leaders
in
preparation
of
proposals.
Training
Assistant
370
No
Match
Marketing
Service
Rep
345
Marketer
2
BS
in
Business
related
field
plus
minimum
of
3
years
experience
is
required.
Provides
comprehensive
and
prompt
information
for
marketing,
sales,
and
engineering
46. Page
46
of
79
professionals.
Marketing
Support
335
Marketer
1
BS
degree
plus
some
experience
is
required.
Produces,
distributes,
and
logs
product
quotations
and
revisions
requested
by
marketing
representatives.
Implementation
Consultant
335
No
Match
Administrative
Leader
325
Office
Support
6
AS
in
Business
Administrative
Studies
is
required.
Responsible
for
the
smooth
operation
of
all
administrative
functions.
Create
project
codes
for
department
activities.
Clinical
Liaison
315
No
Match
Project
Support
Assistant
300
Office
Support
4
Support
project
teams
by
handling
administrative
tasks.
Keep
Project
Manager
informed
in
order
to
keep
on
schedule
and
on
budget.
Administrative
Assistant
II
235
Office
Support
3
Track
expenses
and
develop
budget
reports
using
FastCat
internal
web
applications,
Excel,
and
Access.
Manage
records
and
correspondence,
improve
systems
when
necessary
Travel
Coordinator
210
Office
Support
2
HS
Diploma
plus
1
to
2
years
of
experience.
Responsible
for
booking
all
aspects
of
future
travel
via
email,
phone,
or
fax.
Administrative
Aide
200
Office
Support
1
HS
diploma
or
equivalent.
Provide
word
processing,
faxing,
copying,
filing
and
other
clerical
support
duties.
47. Page
47
of
79
Competitors
in
FastCat’s
External
Market:
In
order
to
develop
the
best
compensation
strategy
for
FastCat,
it
is
important
to
first
consider
which
market
FastCat
falls
under,
who
FastCat’s
competitors
are,
and
how
FastCat’s
competitors
pay
their
employees.
In
order
to
determine
which
competitors
to
use
in
FastCat’s
external
markets,
60
companies
from
the
Computer
Hardware
(hardware),
Computer
Software
(software),
Manufacturing
(manufact),
Semiconductor
(semicdctr),
and
Financial
Services
(financial)
were
selected.
These
companies
were
then
compared
based
on
their
size
(small,
medium,
or
large),
their
ratios
of
base
salary
to
Total
Compensation
(Base/Total
Comp),
benefits
to
base
salary
(Ben/Base),
long
term
incentives
to
base
salary
(LTI/Base),
and
short
term
incentives
to
base
salary
(STI/Base).
In
order
to
determine
what
the
best
rates
in
the
labor
market
were,
we
looked
at
the
average
wages
for
all
of
these
companies
together
and
then
all
of
the
companies
in
each
industry.
49. Page
49
of
79
The
following
tables
show
the
means
for
the
different
forms
of
pay
for
all
60
companies
with
the
benchmark
jobs
selected
in
the
technical
and
administrative
categories.
Technical
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Engineering
Manager
3
$166,647.49
$183,351.30
$282,973.16
$36,306.56
$127.912.59
Engineering
Manager
1
$119,644.82
$128,153.70
$177,210.75
$24,014.89
$69,669.34
Engineer
5
$131,844.16
$139.109.52
$207,725.60
$14,096.78
$71,266.29
Engineer
4
$109,295.44
$114,400.16
$157,216.94
$12,366.63
$51,777.66
Engineer
3
$90,626.71
$94,123.29
$128,653.27
$10,065.35
$33,595.84
Engineer
2
$72,403.10
$74,836.29
$102,426.02
$5,461.41
$22,062.08
Engineer
1
$61,621.37
$63,435.79
$86,993.06
$2,823.93
$7,825.67
Technician
4
$46,669.93
$48,531.54
$69,950.76
$5,481.78
$5,296.90
Technician
3
$40,508.81
$41,937.96
$60,316.90
$4,803.42
$3,482.28
Technician
2
$33,506.17
$34,435.40
$51,408.85
$2,992.38
$2,507.44
Technician
1
$27,813.07
$28,558.48
$45,124.72
$1,960.78
$2,516.57
Administrative
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Marketing
Manager
3
$159,597.63
$179,682.07
$261,780.77
$22,832.37
$58,056.84
Marketing
Manager
2
$132,094.68
$144,384.79
$221,478.29
$221,478.29
$103,733.62
Marketer
3
$87,610.45
$92,283.16
$134,357.72
$7,740.32
$39,828.49
50. Page
50
of
79
Marketer
2
$68,935.70
$72,016.83
$100,343.97
$4,742.12
$22,034.70
Marketer
1
$57,580.95
$59,991.10
$82,840.4
$3,051.08
$10,184.17
Office
Support
6
$52,982.37
$54,208.76
$76,902.60
$2,433.91
$1,894.53
Office
Support
4
$48,746.23
$49,611.40
$68,887.94
$2,042.67
$1,301.44
Office
Support
3
$42,304.30
$42,931.21
$59,883.41
$1,551.42
$669.76
Office
Support
2
$34,783.18
$35,288.98
$51,148.44
$1,100.47
$834.76
Office
Support
1
$28,585.15
$28,940.88
$43,530.08
$756.76
$813.75
Next,
we
decided
to
focus
only
on
the
companies
that
were
in
the
computer
software
industry.
These
companies
are
highlighted
in
the
following
table.
51. Page
51
of
79
Companies
in
Computer
Software
Industry:
52. Page
52
of
79
The
following
tables
show
the
means
for
the
different
forms
of
pay
for
all
of
the
companies
in
the
computer
software
industry
with
the
benchmark
jobs
selected
in
the
technical
and
administrative
categories.
Technical
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Engineering
Manager
3
$170,982.31
$194,060.34
$330,598.12
$43,027.27
$149,049.70
Engineering
Manager
1
$126,269.15
$136,717.91
$200,693.08
$24,932.57
$74,027.75
Engineer
5
$135,837.70
$143,852.15
$229,342.11
$13,662.69
$75,972.70
Engineer
4
$112,838.02
$118,527.69
$168.817.30
$14,016.36
$55,388.28
Engineer
3
$92,753.27
$96,758.01
$135,994.78
$10,795.30
$34,467.69
Engineer
2
$74,007.95
$76.794.98
$107,689.39
$5,956.30
$24,047.03
Engineer
1
$63,827.38
$66,007.77
$92,616.92
$3,117.40
$9,460.60
Technician
4
$46,144.10
$47,817.01
$70,298.38
$6,429.13
$4,686.18
Technician
3
$40,774.75
$42,068.02
$61,096.77
$5,570.69
$3,475.65
Technician
2
$34,184.92
$35,141.69
$52,377.91
$3,186.41
$2,416.75
Technician
1
$28,736.24
$29,570.51
$47,906.29
$2,099.58
$4,493.21
Administrative
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Marketing
Manager
3
$157,916.16
$173,826.96
$260,853.18
$17,836.43
$45,940.39
Marketing
Manager
2
$133,261.18
$143,568.35
$227,111.81
$9,737.20
$116,233.20
Marketer
3
$89,115.29
$93,891.25
$140,466.11
$7,676.93
$45,896.18
Marketer
2
$70,096.79
$72,981.61
$104,367.65
$4,933.35
$26,386.80
53. Page
53
of
79
Marketer
1
$56,358.36
$58,831.20
$83,080.82
$3,961.86
$11,293.00
Office
Support
6
$54,310.31
$55,691.47
$79,896.68
$2,745.78
$1,852.70
Office
Support
4
$50,153.38
$50,873.11
$70,438.14
$2,223.55
$1,113.15
Office
Support
3
$43,417.85
$44,027.74
$61,917.73
$1,713.02
$669.00
Office
Support
2
$35,737.52
$36,251.22
$52,593.30
$1,129.34
$859.68
Office
Support
1
$29,074.09
$29,481.95
$44,978.89
$780.15
$1,552.69
Next,
we
decided
to
focus
only
on
the
companies
that
were
in
the
financial
services
industry.
These
companies
are
highlighted
in
the
following
table.
54. Page
54
of
79
Companies
in
Financial
Services
Industry:
55. Page
55
of
79
The
following
tables
show
the
means
for
the
different
forms
of
pay
for
all
of
the
companies
in
the
financial
services
industry
with
the
benchmark
jobs
selected
in
the
technical
and
administrative
categories.
Technical
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Engineering
Manager
3
$144,897.90
$158,461.06
$218,379.16
$27,126.33
$45,640.00
Engineering
Manager
1
$106,298.08
$121,722.51
$167,157.18
$15,214.69
$37,035.38
Engineer
5
$107,157.47
$127,194.31
$168,400.97
$20,036.85
$22,260.00
Engineer
4
$91,851.18
$100,803.49
$129,751.75
$13,032.32
$13,990.00
Engineer
3
$73,486.42
$79,035.81
$103,081.56
$7,738.16
$12,250.00
Engineer
2
$62,383.16
$66,251.93
$86,368.42
$6,364.79
$0
Engineer
1
$51,194.48
$53,148.18
$71,872.39
$2,493.17
$0
Technician
4
$46,582.33
$47,138.86
$68,099.72
$1,113.05
$7,060.00
Technician
3
$50,574.76
$50,574.76
$72,284.35
$0
$0
Technician
2
$35,315.67
$35,387.08
$53,892.64
$357.08
$7,990.00
Technician
1
$24,348.78
$24,348.78
$34,277.27
$0
$0
Administrative
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Marketing
Manager
3
$167,046.90
$212,735.69
$321,733.76
$67,998.01
$213,671.11
Marketing
Manager
2
$122,041.30
$144,760.99
$275,372.80
$27,806.91
$172,101.67
Marketer
3
$81,966.80
$90,138.06
$146,958.47
$9,520.00
$36,406.67
Marketer
2
$70,214.44
$76,554.17
$112,514.20
$5,507.81
$29,397.69
56. Page
56
of
79
Marketer
1
$56,950.99
$59,389.86
$81,536.97
$3,043.73
$13,720.00
Office
Support
6
$49,606.82
$49,840.97
$70,325.97
$702.45
$1,750.00
Office
Support
4
$42,284.06
$43,569.48
$58,472.14
$1,402.27
$1,382.00
Office
Support
3
$40,527.46
$41,299.52
$55,541.95
$1,651.74
$660.00
Office
Support
2
$35,054.24
$35,562.09
$50,804.31
$1,754.05
$1,830.00
Office
Support
1
$23,915.58
$23,993.63
$35,250.37
$293.65
$0
Next,
we
decided
to
focus
only
on
the
companies
that
were
in
the
computer
hardware
industry.
These
companies
are
highlighted
in
the
following
table.
57. Page
57
of
79
Companies
in
Computer
Hardware
Industry:
58. Page
58
of
79
The
following
tables
show
the
means
for
the
different
forms
of
pay
for
all
of
the
companies
in
the
computer
hardware
industry
with
the
benchmark
jobs
selected
in
the
technical
and
administrative
categories.
Technical
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Engineering
Manager
3
$169,857.78
$179,886.26
$251,480.33
$15,797.05
$63,827.19
Engineering
Manager
1
$119,937.59
$123,711.55
$152,759.46
$4,864.29
$9,096.82
Engineer
5
$133,002.76
$137,631.78
$208,268.07
$9,821.18
$73,321.48
Engineer
4
$108,459.76
$112,603.05
$153,794.44
$7,020.16
$43,412.70
Engineer
3
$89,242.27
$92,395.48
$125,699.94
$4,547.28
$36,163.16
Engineer
2
$72,588.71
$75,064.17
$101,371.20
$2,912.79
$19,074.20
Engineer
1
$63,032.47
$64,977.23
$87,067.97
$2,196.15
$6,645.00
Technician
4
$50,659.40
$53,523.10
$73,314.36
$4,682.37
$9,456.59
Technician
3
$41,399.65
$43,292.40
$60,240.04
$3,438.02
$3,311.25
Technician
2
$33,043.49
$34,091.92
$49,970.82
$2,468.35
$1,550.38
Technician
1
$26,588.79
$27,188.14
$42,351.28
$1,706.92
$1,078.53
Administrative
Jobs:
Survey
Job
Base
Total
Cash
Total
Comp
Bonuses
Stock
Options
Marketing
Manager
3
$169,319.57
$187,128.57
$251,437.16
$24,092.01
$48,365.65
Marketing
Manager
2
$134,630.98
$141,703.13
$207,142.96
$12,381.76
$67,700.00
Marketer
3
$87,536.47
$91,770.11
$120,467.84
$8,071.81
$40,551.88
Marketer
2
$67,861.13
$70,914.49
$92,004.52
$5,337.89
$52,215.00
59. Page
59
of
79
Marketer
1
$60,458.31
$62,691.87
$82,202.10
$4,076.65
$1,947.50
Office
Support
6
$53,630.68
$54,443.97
$74,653.38
$1,070.45
$535.00
Office
Support
4
$51,673.31
$53,035.81
$71,232.75
$2,038.53
$2,569.17
Office
Support
3
$43,152.56
$43,779.13
$58,301.17
$1,493.16
$509.55
Office
Support
2
$33,161.65
$33,620.76
$47,185.17
$1,025.69
$411.25
Office
Support
1
$29,503.33
$30,003.93
$42,343.91
$741.87
$285.00
Next,
we
decided
to
focus
only
on
the
companies
that
were
in
the
semiconductor
industry.
These
companies
are
highlighted
in
the
following
table.
60. Page
60
of
79
Companies
in
Semiconductor
Industry:
