For this milestone, you will need to reference your previous work on job evaluation points from Milestone One Internal Consis

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OL 325 Milestone Two Guidelines and Rubric

Overview: The importance of compensation varies depending on the viewpoint, as described by Barry Gerhart and Jerry Newman in Compensation. Society views compensation as a measure of justice; managers may view compensation as a major expense or a motivator; employees view compensation as an entitlement or as an incentive. Regardless of the viewpoint, fairness and equity are essential. Compensation must also be up-to-date, competitive in the market, and easy to understand. Aligned pay structures support the way the work gets done, fit the organization’s business strategy, and are fair to employees. Organizations typically task an in- house human resource (HR) professional or hire an HR consultant to create and maintain the company’s pay structure. Prompt: Salary Surveys: To ensure the pay structure is externally competitive, a salary survey should be conducted, as stated by Lisa Burke in Designing a Pay Structure. For the results of a survey to be valid, the market pay data must be from a relevant labor market. Since most of the office support, HR, and operations jobs will be filled by regional candidates, local pay data should be gathered. A salary survey is developed by your team and sent to industry competitors. Descriptive data such as organization size, industry, annual revenue as well as compensation data for each of the benchmark jobs were collected. Surveys were completed and returned by six organizations that recruit and hire similar positions within a 90-mile radius of Rockville. Base pay data from the responding organizations are reflected in Appendix B of the Final Project Case Study. Organizations are referenced as companies A, B, C, D, E, and F for anonymity. Those who participated also received copies of the results for their contribution. In this assignment, you will address the external competitiveness component of a pay structure using the specifically designed case scenario. Read the Final Project Case Study (linked to in your course) for detailed information on the requirements for this project. Specifically, you must address the critical elements listed below.

External Competitiveness:

A. Calculate the weighted means of base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager from the six companies listed in Appendix B of the final project case study.

B. Calculate the predicted base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager.

C. Create a market pay line using the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager. Clearly label your job evaluation points and salaries.

D. Calculate the adjusted pay rates for each benchmark job based on your company’s decision to lead in base pay by 3%. E. Create pay grades by combining benchmark jobs that are substantially comparable for pay purposes. Clearly label your pay grades and explain why

you combined any benchmark jobs to form a grade.

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F. Create pay ranges including minimum and maximum for each of the pay grades based on pay grades created in item E above.

Rubric Guidelines for Submission: Your final project will be a Word document, approximately 8–9 pages in length (plus a cover page and references) and must be written in APA format. Your Word document may include Word tables, Word lists, Excel screenshots, and rationale in written paragraphs. Use double spacing, 12- point Times New Roman font, and one-inch margins.

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

External Competitiveness: Weighted Means

Provides correct weighted means for each benchmark job identified

Provides incorrect weighted means for some of the benchmark jobs or provides weighted means for all benchmark jobs with consistent computational errors

Does not provide weighted means for benchmark jobs

15

External Competitiveness: Predicted Base Pay

Provides correct predicted base pay for each benchmark job identified

Provides incorrect predicted base pay for some of the benchmark jobs or provides predicted base pay for all benchmark jobs with consistent computational errors

Does not provide predicted base pay for benchmark jobs

15

External Competitiveness: Market Pay Line

Provides correct market pay line for each benchmark job identified with clear labeling of job evaluation points and salaries

Provides incorrect market pay line for some of the benchmark jobs or provides market line but does not clearly label job evaluation points and salaries

Does not provide market pay line for benchmark jobs and does not clearly label job evaluation points and salaries

15

External Competitiveness: Adjusted Pay Rates

Provides correct adjusted pay rates for each benchmark job identified

Provides incorrect adjusted pay rates for some of the benchmark jobs or provides weighted means for all benchmark jobs with consistent computational errors

Does not provide adjusted pay rates for benchmark jobs

15

External Competitiveness: Pay Grades

Provides correct pay grades for combined benchmark jobs, labels pay grades incorrectly, and explains why combined benchmark jobs form a grade

Provides incorrect pay grades for combined benchmark jobs or labels pay grades incorrectly or does not explain why combined benchmark jobs form a grade

Does not provide pay grades for combined benchmark jobs, does not label pay grades correctly, and does not explain why combine benchmark jobs form a grade

15

External Competitiveness: Pay Ranges

Provides correct pay ranges for each pay grade and provides rationale for pay ranges

Provides incorrect pay ranges for some pay grades or does not include rationale

Does not provide pay ranges for pay grades and does not provide rationale

15

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

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

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

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

10

Total 100%

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OL 325 Final Project Case Study: Designing a Pay Structure

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Table of Contents OL 325 Final Project Case Study: Designing a Pay Structure …………………………………………………………… 3

Internal Consistency ……………………………………………………………………………………………………………….. 4

Job Descriptions …………………………………………………………………………………………………………………. 4

Job Evaluation ……………………………………………………………………………………………………………………. 4

Job Families ……………………………………………………………………………………………………………………….. 5

External Competitiveness ………………………………………………………………………………………………………… 6

Weighted Means ………………………………………………………………………………………………………………… 6

Predicted Market Pay Rate …………………………………………………………………………………………………… 7

Market Pay Line ………………………………………………………………………………………………………………….. 8

Adjusted Pay Rates ……………………………………………………………………………………………………………… 9

Pay Grades ………………………………………………………………………………………………………………………. 10

Pay Ranges ………………………………………………………………………………………………………………………. 10

References ………………………………………………………………………………………………………………………….. 11

Appendix A—Job Descriptions for Benchmark Jobs …………………………………………………………………….. 12

Front Desk Receptionist ……………………………………………………………………………………………………… 12

Administrative Assistant …………………………………………………………………………………………………….. 13

Operations Analyst ……………………………………………………………………………………………………………. 14

Appendix B—Results from Salary Survey ………………………………………………………………………………….. 15

Front Desk Receptionist ……………………………………………………………………………………………………… 15

Administrative Assistant …………………………………………………………………………………………………….. 16

Operations Analyst ……………………………………………………………………………………………………………. 17

Production Worker ……………………………………………………………………………………………………………. 18

Benefits Manager ……………………………………………………………………………………………………………… 19

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OL 325 Final Project Case Study: Designing a Pay Structure

The importance of compensation varies depending on the viewpoint (Gerhart & Newman, 2020). Society views compensation as a measure of justice; managers may view compensation as a major expense or a motivator; employees view compensation as an entitlement or as an incentive. Regardless of the viewpoint, fairness and equity are essential. Compensation must also be up-to-date, competitive in the market, and easy to understand. Aligned pay structures support the way the work gets done, fit the organization’s business strategy, and are fair to employees. Organizations typically task an in-house human resource (HR) professional or hire an HR consultant to create and maintain the company’s pay structure. In this final project, you will design a pay structure using this specially designed final project case scenario. You are the human resource director for a premier supplier of rubber floor mats and matting that is expanding its production operations to Rockville, MD. The organization is headquartered in San Antonio, TX. Based on the organization’s mission statement, the company’s goal is to provide top-quality products with customer service that well exceeds expectations and with a strong commitment to continuous improvement. The following personnel are required to start the Rockville operation (the numbers in parentheses indicate the number of positions):

• Director of regional operations • Assistant to the director of operations • Operations analyst (2) • HR director (this is you) • HR administrative assistant • Benefits manager • Lead production worker (3) • Production worker (10) • Production manager • HR generalist • Front desk receptionist

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Internal Consistency Review this section for support with Milestone One. Also, refer to Appendix A for the section on job descriptions.

Job Descriptions

Job analysis is central to many HR functions, especially compensation. It is the systematic process of collecting information for a specific job and provides information needed to define that job (Gerhart & Newman, 2020). A job description is a summary of the most important features of a job. We need to understand what tasks, duties, and responsibilities various jobs entail before we can assign fair and competitive pay rates. Writing a job description starts with job analysis. At times, it is appropriate to gather information from other job descriptions such as previous company descriptions or O*NET (an online job analysis resource developed by the Department of Labor). A link to O*NET can be found in Module Three’s Reading and Resources area. A company's job description should be personalized, specific to the job, and tailored to the company. Job descriptions vary by organization but often include the job title, a job summary, essential job tasks, job-relevant knowledge, and skills that an incumbent must possess. A well-written, detailed job description provides a foundation to any internally consistent compensation system. A benchmark job is a job used as a reference point for making pay comparisons. They typically have well-known stable roles with pay rates that are generally acceptable (Gerhart & Newman, 2020). Appendix A contains job descriptions of four benchmark jobs for this case study.

Job Evaluation A job evaluation is the systematic procedure designed to aid in establishing pay differentials among jobs within an organization (Gerhart & Newman, 2020). The first step is to identify compensable factors. A compensable factor is a characteristic within the work which the company values (Gerhart & Newman, 2020). It is used for evaluating the relative worth of jobs inside an organization. We also need to assign a relative weight to each compensable factor based on their importance to the organization. Keep in mind that all compensable factors added together must total 100%. An example of a compensable factor might be education. The company might weigh this at 25%. Each compensable factor will have varying levels of difficulty. This is referred to as degrees. For example, the degrees for education level might be identified as:

1 = High School/GED 2 = Associate’s 3 = Bachelor’s 4 = Master’s/Graduate

Next, points are calculated by multiplying the degrees by the weights.

Below is an example of how this point structure is applied to the front desk receptionist.

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The weight of the skill compensable factor (divided into education level and technical skills) is at 50% since the organization is very knowledge-intensive and depends heavily on its human capital; responsibility (distributed into scope of control and impact of job) is weighted 30% as each job has the potential to affect other jobs; and effort is assigned 20% since problem-solving and task complexity are essential across jobs in the organization. Using the job description as a reference, the degrees for the front desk receptionist position need to be assigned. Education degree 1 is appropriate for this position since a high school diploma or GED is sufficient; technical skills degree 1 is suitable as this position handles basic telephone and email only; responsibility scope of control degree 1 is also sufficient as this position has little control; impact of job degree 2 is fitting since this position greets every person entering the establishment; etc. Lastly, multiply the weights by the degree for each compensable fact. Add the total points of each compensable factor to get your total job evaluation points for the front desk receptionist position.

Job Evaluation for Front Desk Receptionist

Compensable Factor Weight Degree (1, 2, 3, 4) Points

Skill (50%)

-Education Level 25% 1 25

-Technical Skills 25% 1 25

Responsibility (30%)

-Scope of Control 10% 1 10

-Impact of Job 20% 2 40

Effort (20%)

-Problem Solving 10% 1 10

-Task Complexity 10% 1 10

100% 120 points

Table 1

Job Families A job family is a group of jobs involving work of the same nature but requiring different skill and responsibility levels (Gerhart & Newman, 2020). Grouping similar jobs provides a basis for relevant comparisons. Such groupings lead to reasonable pay differences between positions, logical career pathing, and internally consistent job structures. Organizations may use different evaluation methods, pay strategies, or pay structures for different job families within the same organization. Below is an example of two job families for a financial company. Note: This example is not from this case study.

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Example of job families:

 Accounting family  Staff accountant  Senior accountant

 Investment family  Investment analyst  Investment accounts manager

Table 2

The positions needed for the new Rockville location fall into several different job families such as production, office support, and human resources.

External Competitiveness

Review this section for support with Milestone Two. Also, refer to Appendix B for your work on weighted means.

Weighted Means The first step in analyzing the pay data is to generate the weighted means for each benchmark job. Weighted means, as compared to simple means, are calculated to better represent the market data (Burke, 2008, as cited in Milkovich & Newman). A simple mean would be calculated by adding up the average base pay rates and dividing by the number of organizations, but small and large companies would both be given the same weight if using a simple mean. A weighted mean gives equal weight to each job incumbent’s wage and, therefore, is more representative of the data. Below is an example of how to calculate a weighted mean. This example uses sample data from surveys of two companies. Note: The numbers used are not from the data in this case study. See Appendix B to complete this section for your milestone.

To calculate the weighted mean: Simple mean = average base and divide by number of companies

(21,000 + 22,000) / 2 = 21,500

Weighted mean = equal weight to each job incumbent’s wage

(1/3 x 21,000) + (2/3 x 22000) = 21,666

Table 3

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Predicted Market Pay Rate The next task is to conduct a simple regression using Microsoft Excel. This will allow us to calculate the predicted base pay and create a market pay line, which allows an organization to interpret the market data as usable information. Create a table in Excel for each benchmark job with a column for the job evaluation points from Milestone One—Internal Consistency: Job Evaluation and a column for the weighted average base pay rates from Milestone Two—External Competitiveness: Weighted Means. Next, generate the regression results. Below are the steps of a simple regression in Excel using a sample dataset. Note: The numbers used are not from the data in this case study.

To run a simple regression in Microsoft Excel:  Open Microsoft Excel

 Create a table with the data to be analyzed (job titles, base pay, evaluation points)

 Click on Data tab (ensure Data Analysis tool is set up under add-ons*)

 Click on Data Analysis

 Click on Regression

o In the Input Y Range, select your weighted average base pay data (from previous step)

o In the Input X Range, select your job evaluation points data (from Milestone One)

 Click OK *Refer to activity prompt in Brightspace for instructions on Data Analysis tool setup.

Table 4

The output will provide you with an R Square. This statistic signifies the variance explained in the data. The R Square tells us how well the regression line fits the data. This should be 0.95 or higher. If your number is low, review your data (that is, job evaluation points) for any discrepancies or inconsistencies. Correct any errors and rerun your regression, as needed. Using the regression output, identify the slope and y-intercept. Calculate the predicted market pay rate using the formula y = a + b (x) for each benchmark job. Below is an example of a simple regression output in Excel using a sample dataset. Note: The numbers used are not from the data in this case study.

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How to read your simple regression: y = the predicted base pay x = the slope of the line a = the y-intercept b = the slope of the line

Using this dataset above, we can predict the market pay rate for the front desk receptionist position: y = a + b (x) y = y-intercept + slope (evaluation points) y = -23335.92 + 356.31 (120) y = 19,421.28

Table 5

With that information, you will now be able to calculate the predicted base pay for each of the following benchmark jobs: administrative assistant, payroll assistant, operations analyst, production worker, and benefits manager.

Market Pay Line Now that we have our predicted market pay rate, we need to create a market pay line. A market pay line links a company’s benchmark job evaluation points with market rates paid by competitors (Gerhart & Newman, 2020). We can do this by creating a trend line with our predicted salaries. First, place the positions in order smallest to largest based on job evaluation points. Then create a chart in Excel, placing your job evaluation points along the horizontal axis and the salary along the vertical axis. This should form a gradual inclining line. Below is an example of a market line in Excel using a sample dataset. Note: The numbers used are not from the data in this case study.

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Example of market pay line:

Figure 1

Adjusted Pay Rates Now that we have our predicted market pay rate and pay line, we need to adjust it based on the organization’s lead pay level strategy. This will be our pay policy line. Since the organization wants to lead the market by 3% across the operations, office support, and HR job families, we need to adjust the market pay line accordingly. In other words, each predicted pay rate can be multiplied by 1.03 to get a new base pay rate that is 3% above the market. Below is an example of a 3% adjusted pay rate based on the previous market line example. Note: The numbers used are not from the data in this case study.

Example of adjusted pay rates:

Job Title Market Pay Adjust Pay Rates

Front desk receptionist $19,421 $20,003

Administrative assistant $29,134 $30,008

Payroll assistant $40,134 $41,338

Operations analyst $54,801 $56,445

Benefits manager $65,802 $67,776

Table 6

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Pay Grades Once the pay rates are created, we can construct pay grades for our pay structure. Pay grades characterize groupings of jobs that are comparable for pay purposes (Gerhart & Newman, 2020). They are of similar value to the organization. All the jobs in a pay grade share the same pay range (minimum and maximum pay rates). Examine the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager. Determine which ones are sufficiently similar for compensation purposes. Below is an example of two pay grades. Note: the positions are for illustration purposes only.

Example of pay grades:

 Pay Grade A  Front desk receptionist

 Pay Grade B  Administrative assistant  Payroll assistant

Table 7

Pay Ranges

Pay ranges create upper and lower pay rates for each job in the pay grade (Gerhart & Newman, 2020). These are the limits the employer will pay for a particular job. Each pay grade will have a minimum and maximum pay rate. Percent guidelines are used to determine how far above and below the midpoint the pay range will reach. For example, the maximum might be 10% above the midpoint and the minimum might be 10% below the midpoint. Note: All jobs in a pay grade will have the same minimum and maximum pay rates. Below is an example of pay ranges for two pay grades. Note: The numbers used are not from the data in this case study.

Example of pay ranges:

Pay Grade Minimum Average Maximum

A $18,002 (-10%) $20,003 $22,003 (+10%)

B $32,105 (-10%) $35,673 $39,240 (+10%)

Table 8

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References

Burke, L. (2008). Designing a pay structure. SHRM. https://www.shrm.org/certification/for- organizations/academic-alignment/faculty- resources/Documents/Designing%20a%20Pay%20Structure_IM_9.08.pdf

Gerhart, B., & Newman, J. (2020). Compensation (13th ed.). McGraw-Hill Martocchio, J. (2020). Strategic compensation: A human resource management approach (10th ed.).

Pearson. Milkovich, G., & Newman, J. (2008). Compensation. McGraw-Hill Irwin. U.S. Department of Labor. (2020). O*NET Online. https://www.onetonline.org/

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Appendix A—Job Descriptions for Benchmark Jobs (U.S. Department of Labor, 2020)

Front Desk Receptionist

Job Summary Answer inquiries and obtain information for the general public, customers, visitors, and other interested parties. Provide information regarding activities conducted at the establishment, location of departments, offices, and employees within the organization. Essential Job Tasks

• Operate telephone to answer, screen, and forward calls, providing information, taking messages, and scheduling appointments.

• Greet persons entering the establishment, determine nature and purpose of visit, and direct or escort them to specific destinations.

• Hear and resolve complaints from customers and the public. • Transmit information or documents to customers, using email, mail, or fax machine. • Analyze data to determine answers to questions from customers or members of the public. • Provide information about the establishment, such as the location of departments or offices,

employees within the organization, or services provided. Job Context Indoor, environmentally controlled; telephone; contact with others. Knowledge, Skills, and Abilities

• Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.

• Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, taking and organizing messages, and other office procedures and terminology.

• Awareness of others’ reactions and understanding why they react as they do. • Gives full attention to what other people are saying, taking the time to understand the points being

made, asking questions as appropriate, and not interrupting at inappropriate times. • Actively looks for ways to help people. • Manages own time and the time of others. • Talks to others to convey information effectively. • Knowledge of the English language including the meaning and spelling of words, rules of

composition, and grammar. • Understands written sentences and paragraphs in work-related documents. • Communicates effectively in writing as appropriate for the needs of the audience.

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Administrative Assistant Job Summary Provide administrative support by conducting research, preparing reports, handling information requests, and performing clerical functions such as preparing correspondence, receiving visitors, arranging conference calls, and scheduling meetings. Essential Job Tasks

• Manage and maintain executives’ schedules. • Prepare invoices, reports, memos, letters, financial statements, and other documents, using word processing,

spreadsheet, database, or presentation software. • Read and analyze incoming memos, submissions, and reports to determine their significance and plan their

distribution. • Open, sort, and distribute incoming correspondence, including faxes and email. • File and retrieve corporate documents, records, and reports. • Greet visitors and determine whether they should be given access to specific individuals. • Prepare responses to correspondence containing routine inquiries. • Perform general office duties such as ordering supplies, maintaining records, management systems, and

performing basic bookkeeping work. • Make travel arrangements for executives. Job Context Indoor, environmentally controlled; telephone; contact with others. Knowledge, Skills, and Abilities

• Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, designing and completing forms, and other office procedures and terminology.

• Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.

• Knowledge of computer hardware and software. • Knowledge of the structure and content of the English language including the meaning and spelling of words,

rules of composition, and grammar. • Gives full attention to what other people are saying, taking time to understand the points being made, asking

questions as appropriate, and not interrupting at inappropriate times. • Monitors/assess performance of self, other individuals, or organizations to make improvements or take

corrective action. • Manages own time and the time of others. • Talks to others to convey information effectively. • Understands written sentences and paragraphs in work-related documents. • Communicates effectively in writing as appropriate for the needs of the audience. • Adjusts actions concerning others' actions.

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Operations Analyst Job Summary Formulate and apply mathematical modeling and other optimizing methods using a computer to develop and interpret information that assists management with decision making or other managerial functions. Frequently concentra

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