OL 620 Module 4 case study

Deborah has heard many complaints from the supervisors about inequities in the pay of the CSRs.

The supervisors are concerned that the inequities 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 her 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.

Questions: 6-6. Do you think that job analysis and job evaluation will benefit Customers First?

6-7. What is your opinion on Joan’s view on job analysis and job evaluation?

6-8. What do you recommend Customers First do? Why?

6: Building Internally Consistent Compensation Systems AK