XYT1 — TASK 1: COMPENSATION STRATEGYAPPLICATIONS IN COMPENSATION AND BENEFITS — C236PRFA — XYT1TASK OVERVIEWSUBMISSIONSEVALUATION REPORTCOMPETENCIES3041.01.2 : Job EvaluationThe graduate evaluates the value of jobs and capabilities within an organization, producing a job-value structure that enables internal reward equity.3041.01.3 : Market PositioningThe graduate interprets market reward surveys to anchor pay levels and pay mixes for benchmark jobs.3041.01.4 : Pay SystemsThe graduate evaluates pay types and systems with consideration for their motivational foundations.INTRODUCTIONA well-thought-out compensation plan is essential in giving a company an advantage in competitive hiring markets to attract and retain a quality workforce. In this assessment, you will apply your knowledge of total rewards to create an organizational rewards structure. This structure should consider organizational strategy, HR strategy, and the external business environment.SCENARIOYou are the human resources manager of Endothon Company, which helps its clients eliminate paper use by automating their business processes. Endothon is implementing a new software program and faces the challenge of hiring additional staff to help sell and support the program.The company has been in business for five years and currently has 20 employees working on a variety of software applications for clients. Endothon will likely double in size during the next six months and add even more employees by the end of the year.The first round of hires will include three new positions: one brand manager and two product sales representatives. Because Endothon is located in a geographic area in California where the job market is ultracompetitive, recruiting quality candidates will be challenging.Also, the organization’s partners feel that the current job-value structure and pay policy, as well as the lack of a formal system of variable pay, are outdated. You must define the company’s compensation strategy to allow Endothon to be competitive in the workplace and to attract and retain a quality workforce.REQUIREMENTSYour submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.Note: You have been provided with the following attachments: “Brand Manager Job Description,” “Current Job-Value Structure,” “Market Rewards Survey,” and “Product Sales Representative Job Position.” These attachments must be used as you complete this assessment. It is also recommended that you consult the websites provided and integrate any relevant coursework resources into this assessment.Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).For this task, the file size of your submission must be no more than 200 MB. Your submission must be submitted as a Word, Pages, or PDF file. Your file name may only contain letters, numbers, spaces, and the following symbols: ! – _ . * ‘ ( )A. Revise the attached “Current Job-Value Structure” to enable internal reward equity by doing the following:• Update the salary information for the 20 current employees, as necessary.• Add in the three new positions, one brand manager and two product sales representatives, with their anticipated salaries. Note: You must base your revisions on the attached “Brand Manager Job Description,” “Market Rewards Survey,” and “Product Sales Representative Job Description.”1. Justify the salaries and placement of the three new positions, one brand manager and two product sales representatives, within the revised job-value structure.B. Create a pay grade and ranges table that addresses the current and new roles by using your revised job-value structure and all other attachments.1. Describe a strategy to address the original salaries found in the attached “Current Job-Value Structure” that might now be outside the proposed ranges.Note: If the original salaries are not outside the proposed ranges in your pay grade and ranges table, describe a strategy that you would use if they were (green and red circle rates.) 2. Justify the pay grades and ranges in the table, commenting on attraction and retention strategies.C. Recommend one distinct variable pay option to motivate employees in three different pay ranges from part B, including a justification of why each recommendation would motivate individuals in that particular pay range. Note: One distinct variable pay option should be provided for each pay range.D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized. E. Demonstrate professional communication in the content and presentation of your submission.File RestrictionsFile name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )File size limit: 200 MBFile types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7zRUBRICA:REVISED JOB-VALUE STRUCTURENOT EVIDENTA revised job-value structure is not provided.APPROACHING COMPETENCEThe revised job-value structure is not comprehensive, or it does not enable internal reward equity, or it does not include all 20 current and 3 new positions, or it does not provide logical salaries for each position.COMPETENTThe revised job-value structure is comprehensive, enables internal reward equity, includes all 20 current and 3 new positions, and provides logical salaries for each position.A1:SALARY AND PLACEMENT JUSTIFICATIONNOT EVIDENTA justification of the placement of all 3 new positions or their anticipated salaries is not provided.APPROACHING COMPETENCEThe justification is not appropriate for the scenario, or it does not fully explain the reasoning for the placement of all 3 new positions or their anticipated salaries within the revised job-value structure.COMPETENTThe justification is appropriate for the scenario and fully explains the reasoning for the placement of all 3 new positions and their anticipated salaries within the revised job-value structure.B:PAY GRADE AND RANGES TABLENOT EVIDENTA pay grade and ranges table is not provided.APPROACHING COMPETENCEThe pay grade and ranges table is not comprehensive and does not address each current and new role within an appropriate pay grade, or it does not align to market survey data, or it does not show overlapping pay ranges, or it does not include ranges that are consistent steps from one to another.COMPETENTThe pay grade and ranges table is comprehensive and addresses each current and new role within an appropriate pay grade, aligns to market survey data, shows overlapping pay ranges, and includes ranges that are consistent steps from one to another.B1:STRATEGY FOR SALARY ADJUSTMENTNOT EVIDENTA strategy to address compensation outside the proposed ranges is not provided.APPROACHING COMPETENCEThe strategy does not specifically address compensation that might be outside the proposed ranges. Or the strategy is not appropriate for the situation or is not professionally acceptable.COMPETENTThe strategy specifically addresses compensation that might be outside the proposed ranges. The strategy is appropriate for the situation and is professionally acceptable.B2:ATTRACTING AND RETAINING EMPLOYEESNOT EVIDENTA justification of the pay grades and ranges is not provided.APPROACHING COMPETENCEThe justification does not explain how and why the pay grades and ranges were created, or it does not explain strategies on how the pay grades and ranges will both attract and retain a quality workforce.COMPETENTThe justification explains how and why the pay grades and ranges were created, and it explains strategies on how the pay grades and ranges will both attract and retain a quality workforce.C:VARIABLE PAY OPTIONSNOT EVIDENT1 distinct, actual variable pay option is not recommended for 3 different pay ranges from part B, or a justification of each recommendation is not provided.APPROACHING COMPETENCE1 distinct, actual variable pay option is recommended for 3 different pay ranges from part B. But at least 1 of the justifications does not appropriately explain why the variable pay option would motivate employees in that particular pay range.COMPETENT1 distinct, actual variable pay option is recommended for 3 different pay ranges from part B. The justification of each recommendation appropriately explains why the variable pay option would motivate employees in that particular pay range.D:SOURCESNOT EVIDENTThe submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.APPROACHING COMPETENCEThe submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate.COMPETENTThe submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.E:PROFESSIONAL COMMUNICATIONNOT EVIDENTContent is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.APPROACHING COMPETENCEContent is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.COMPETENTContent reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.WEB LINKSBureau of Labor StatisticsDept. Labor Employment & Training AdministrationO*NET Job Code ConnectorPayScale Compensation EstimatorSUPPORTING DOCUMENTSMarket Rewards Survey.docxProduct Sales Representative Job Description.docxBrand Manager Job Description.docxOriginal Job Value Structure.docxCurrent Job-Value Structure.docxEndothon Template.docx
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