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Review the SHRM case: “Designing a Pay Structure”  You will prepare the SHRM case analysis on “Designing a Pay Structure,” which consists of your completion of Tasks A–J that simulate the creation of a compensation system for an organization in meeting its goals and supporting its mission. In your analysis, respond to the following tasks found in the case study by using Excel.  Your case analysis should consist of: Task A: Create a complete job description for the benefits manager position using O*NET. Task B: Calculate the job evaluation points for the administrative assistant, payroll assistant, operational analyst, and benefits manager jobs. Provide a rationale for assigning specific degrees to the various jobs. Task C: If there were any outliers (i.e., extreme data points) in the data, what would you recommend doing with them? From this point forward, assume no extreme data points exist in the dataset. Task D: Conduct a simple regression in Excel to create a market pay line by entering the job evaluation points (on the X axis) and the respective weighted average market base pay (on the Y axis) for each benchmark job. Task E: What is your R squared (variance explained)? Is it sufficient to proceed? Task F: Calculate the predicted base pay for each benchmark job. Task G: Because your company wants to lead in base pay by 3%, adjust the predicted pay rates to determine the base pay rate you will offer for each benchmark job. Task H: Create pay grades by combining any 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. Task I: Use your answer to Task H to determine the pay range (i.e., minimum and maximum) for each pay grade. Task J: Given the pay structure you have generated, consider the following: Does this pay structure make good business sense? Do you think it is consistent with the organization’s business strategy? What are the implications of this pay structure for other HR systems, such as retention and recruiting? Your analysis of this case and your written submission should reflect an understanding of the critical issues of the case, integrating the material covered in the text, and present concise and well-reasoned justifications for the stance that you take. You are to complete this case analysis using Excel in a spreadsheet analysis format. You may discuss your case analysis assignment with the class, but you must submit your own original work. Case analysis tips: Avoid common errors in case analyses, such as: Focusing too heavily on minor issues. Lamenting because of insufficient data in the case and ignoring creative alternatives. Rehashing of case data — you should assume the reader knows the case. Not appropriately evaluating the quality of the case's data. Obscuring the quantitative analysis or making it difficult to understand. Typical “minus (–)” grades result from submissions that: Are late. Are not well integrated and lack clarity. Do not address timing issues. Do not recognize the cost implications or are not practical. Get carried away with personal biases and are not pertinent to the key issues. Are not thoroughly proofread and corrected.  Make sure your document includes: Your name Date Course name and section number Unit number Case name Page numbers The case analysis should contain Tasks A–J stated in the case in Excel. Check for correct spelling, grammar, punctuation, mechanics, and usage. Citations should be in APA style. Assignment submission: Before you submit your assignment, you should save your work on your computer in a location that you will remember in Excel format. Save the document using the naming convention Username_Unit4_Assignment.xlsx. Submit your file by selecting the Unit 4 Assignment Dropbox. STUDeNT WORKBOOK Designing A Pay Structure ©2008 SHRM Lisa Burke, Ph.D., SPHR 45 CASE STUDY AND INTEGRATED APPLICATION E X E RCISES Designing A Pay Structure By Lisa A. Burke, Ph.D., SPHR Student Workbook TOTAL REWARDS St ud en t W or kb oo k INSTRUCTOR’S MANUAL Designing A Pay Structure AUTHOR : Lisa Burke. PhD This case study has been adapted from the original version of the case study found at www.shrm.org. The submission instruction is the portion that has been adapted. http://www.shrm.org/ Student Workbook - Case Study Introduction to Compensation and Designing a Pay Structure Compensation is a critical area of human resource (HR) management, and one that can greatly affect employee behavior. To be effective, compensation must be perceived by employees as fair, competitive in the market, accurately based, motivating and easy to understand. HR professionals might create the pay structure for their organization, or they might work with an external compensation consultant. There are several steps to designing a pay structure: job analysis; job evaluation; pay survey analysis; pay policy development; and pay structure formation. Each step is briefly explained below. For a more extensive discussion, please review Milkovich & Newman, 2008. Step 1: Job Analysis Job analysis is the process of studying jobs in an organization. The outcome of this process is a job description that includes the job title, a summary of the job tasks, a list of essential tasks and responsibilities, and a description of the work context. Also included are the knowledge, skills and abilities needed to perform the job. Step 2: Job Evaluation Job evaluation is the process of judging the relative worth of jobs in an organization. The outcome of job evaluation is the development of an internal structure or hierarchical ranking of jobs. Job-based evaluation is used more often than person-based evaluation, and so the former will be the focus in this case. There are three methods of job-based evaluation: the point method (which is the most commonly used); ranking; and classification. Job evaluation helps to ensure that pay is internally aligned and perceived to be fair by employees. Step 3: Pay Policy Identification Pay policy identification is the process of determining whether the organization wants to lead, lag or meet the market in compensation. The pay policy or strategy will likely influence employee attraction and retention. Pay policies can vary across job families (i.e., groups of similar jobs) and job levels if the top management feels that different strategies can be effective in different areas of the organization. Step 4: Pay Survey Analysis Pay survey analysis is the process of analyzing compensation data gathered from other employers in a survey of the relevant labor market. Gathering external pay data (e.g., base pay, bonuses, stock options and benefits) is essential to keep the organization’s compensation externally competitive within its industry. Employee attraction and retention can be improved by maintaining externally aligned pay structures. Step 5: Pay Structure Creation Pay structure creation is the final step, in which the internal structure (Step 2) is merged with the external market pay rates (Step 4) in a simple regression to develop a market pay line. Depending on whether the organization wants to lead, lag or meet the market, the market pay line can be adjusted up or down. To complete the pay structure, pay grades and pay ranges are developed. In this case, you will design a pay structure using a case scenario and integrated application. ©2008 SHRM Lisa Burke, Ph.D., SPHR Designing A Pay Structure CASE You are the newly hired human resource (HR) director for an engineering consulting firm that is expanding its operations to Chattanooga, Tenn. The organization is headquartered in Indianapolis, Ind. Based on the organization’s mission statement, you know the firm strives to create customized and technically proficient electrical engineering plans for regional clients. The following personnel are required to start the Chattanooga operation (the numbers in parentheses indicate the number of positions): • Director of regional operations • Assistant to the director of operations • Operations analyst (2) • Operations trainee • HR director (this is you) • Administrative assistant in HR • Benefits manager • Benefits counselor • Payroll assistant • Lead engineer (3) • Engineer (6) • Engineering associate for special projects • Manager of information systems • Senior information systems analyst • Information systems analyst • Security guard • Front desk receptionist You can see from the list that there are several job families, including operations, HR, engineering, information systems and office support. You can now begin the process of designing a pay structure for the organization. Job analysis is central to many HR functions, including compensation, recruiting and training. You need to understand what tasks, duties and responsibilities various jobs will entail before you can assign fair and competitive pay rates. Begin the process by gathering the needed job description information. To do so, combine information from O*NET (http://online.onetcenter.org), an online job analysis resource developed by the Department of Labor, and existing internal corporate HR documents (such as previous job descriptions). Each job description includes the job title; a job summary; essential job tasks; the job’s work context; and job-relevant knowledge and skills that an incumbent must possess. Benchmark jobs (jobs that are common and consistent across a wide range of employers) will be the focus of this exercise, because they will be used to design the pay structure. Appendix A contains the job descriptions of the benchmark jobs. You have one description left to complete; your first task is to create a job description for the benefits manager position. 48 ©2008 SHRM Lisa Burke, Ph.D., SPHR Learning Objectives In this case, students will learn to design a pay structure. To do so, you will: • Write a job description, using the O*NET website. • Use the point method to conduct a job evaluation. • Analyze pay survey data for benchmark jobs. • Create a market pay line using Excel. • Establish a pay policy line based on a pay level strategy. • Create pay grades. • Establish pay ranges. Recommended Reading Milkovich, G., and Newman, J. (2008). Compensation. McGraw- Hill Irwin. Chapters 1-8. STUDENT WORKBOOK Designing A Pay Structure » Task A: Create a complete job description for the Benefits Manager position using O*NET. To design a pay structure, there must be a formal way to value the work inside the organization so that pay is awarded fairly. The job evaluation process will help develop this internal work hierarchy. Different evaluation methods, pay strategies, and pay structures will be used for different job families in the organization. You decide to use a job-based evaluation approach for the operations, office support, and HR job families. A skills-based approach will be used for information systems and engineering job families, although it is not included as a task in this case. The security guard and director of regional operations jobs will be assigned pay rates primarily using market pricing and slotted later into the pay structure. Company representatives from various job levels and families will periodically provide you with input during the job evaluation process. This will help you gain acceptance of the established job structure. You ask this job evaluation committee whether they agree with the specific benchmark jobs identified in the job analysis step (see below). Office Support Operations HR HR Director Assistant to the director of operations Director of regional operations *Benefits manager *Admin assistant (HR) *Operations analyst Benefits counselor *Front desk receptionist Operations trainee *Payroll assistant * Benchmark job. The committee studies the various job titles and asks why the administrative assistant in HR is not included in the HR job family. You explain that administrative assistants perform similar tasks across departments and do not handle functional-specific tasks (e.g., HR). You suggest grouping the front-line administrative jobs in a separate job family called office support. The other job families that will be evaluated are operations and HR. You decide to use the point method for job evaluation for operations, HR, and office support job families because it is the most commonly used job evaluation method. Next, the compensable factors, degrees and weights of each factor must be determined. With input from the job evaluation committee and your knowledge of the organization’s mission and work content, three common compensable factors are selected: skill, responsibility and effort, each having two specific sub-factors. For example, the compensable factor of skill is comprised of education level and the degree of technical skills. You recommend weighting the skill compensable factor at 50 percent because the organization is very knowledge-intensive and depends heavily on its human capital. Responsibility is weighted 30 percent because each job has the potential to affect other jobs; and effort is assigned 20 percent because problem solving and task complexity are integral across jobs in the organization. ©2008 SHRM Lisa Burke, Ph.D., SPHR 49 Four degrees should be sufficient for rating the various jobs. For example, the four degrees for education level are identified as: 1=High School/GED 2=Associates 3=Bachelors 4=Masters/Graduate Points are then calculated by multiplying the degrees by the weights. You present an example of how this point scheme is applied to the front desk receptionist benchmark job (see below). The committee agrees with the approach. Compensable Factor Job evaluation for front desk receptionist Degree (1, 2, 3, 4) Weight Points Skill (50%) -Education Level 1 25% 25 -Degree of Technical Skills 1 25% 25 Responsibility (30%) -Scope of Control 1 10% 10 -Impact of Job 2 20% 40 Effort (20%) -Degree of Problem Solving 1 10% 10 -Task Complexity 1 10% 10 120 points The next task is to calculate the job evaluation points for the remaining benchmark jobs using the established compensable factors and specified weights above. In other words, the degrees of each remaining benchmark job must be determined based on a logical rationale, and then the total job evaluation points for each benchmark job can be calculated. To do so, consult the job descriptions in Appendix A. 50 ©2008 SHRM Lisa Burke, Ph.D., SPHR STUDeNT WORKBOOK Designing A Pay Structure STUDeNT WORKBOOK Designing A Pay Structure » Task B: Calculate the job evaluation points for the administrative assistant, payroll assistant, operational analyst, and benefits manager jobs. Provide a rationale for assigning specific degrees to the various jobs. After determining the job evaluation points for the remaining benchmark positions, you meet with the president, the head of corporate HR in Indianapolis and the director of regional operations in Chattanooga to discuss a pay level strategy for each job family. One decision resulting from these meetings is that your organization will pay 3 percent above the market in base pay for the HR, operations and office support job families. The group realizes that this lead pay policy will help meet the firm’s customer-focus business strategy by attracting and retaining high-potential employees without incurring labor costs too far above their competitors. Top management also decides to match the market in benefits to contain benefit costs (e.g., health care costs). After analyzing web-based data about benefits offered in your industry by smaller organizations (retrieved from BenefitsLink, SHRM, and Employee Benefits Research Institute) you discern that on average, employee benefits costs are approximately 25 percent of total compensation. Once the pay structure is finalized, you will set benefits at a similar ratio of total compensation to achieve a matching benefits policy. To ensure that the pay structure is externally competitive, a pay survey will be conducted. For the results of a survey to be valid, the market pay data must be from the relevant labor market for each benchmark job. That is, regional pay data should be gathered because most of the office support, HR and operations jobs will be filled by regional candidates (i.e., within a 90-mile radius of Chattanooga). You develop a streamlined pay survey and administer it to industry competitors. Descriptive organization data (e.g., size, industry, annual revenue) is gathered as well as compensation data for each of the benchmark jobs, including base pay, bonuses, stock options and benefits. [Note: All participating organizations will receive the survey results.] Surveys are completed and returned by six organizations (referred to as companies A, B, C, D, E, and F) who recruit and hire similar benchmark jobs in the surrounding region. Base pay salary data from the responding organizations are reflected in the following table. You have already checked to ensure that summary job descriptions for the benchmark jobs (in the sample data) are appropriately similar to those in your organization (to ensure you are comparing “apples to apples”). The next step is to analyze the pay data and generate weighted means for each benchmark job to use in future parts of the case. ©2008 SHRM Lisa Burke, Ph.D., SPHR 51 STUDeNT WORKBOOK Designing A Pay Structure » Task C: If there were any outliers (i.e., extreme data points) in these data, what would you recommend doing with them? [From this point forward, assume no extreme data points exist in the dataset.] Second, calculate the weighted means (for base pay) for each benchmark job. Company # of Job Incumbents Base Pay A Front Desk Receptionist 1 Average $21,000 Minimum Maximum B Front Desk Receptionist 2 Average $22,000 Minimum $21,000 Maximum $23,000 C Front Desk Receptionist 1 Average $18,000 Minimum Maximum D Front Desk Receptionist 2 Average $21,000 Minimum $20,000 Maximum $22,000 E Front Desk Receptionist 2 Average $18,500 Minimum $18,000 Maximum $19,000 F Front Desk Receptionist 1 Average $17,500 Minimum Maximum 52 ©2008 SHRM Lisa Burke, Ph.D., SPHR STUDENT WORKBOOK Designing A Pay Structure Company # of Job Incumbents Base Pay A Administrative Assistant 4 Average $25,000 Minimum $21,000 Maximum $28,000 B Administrative Assistant 4 Average $31,000 Minimum $27,000 Maximum $34,500 C Administrative Assistant 3 Average $30,000 Minimum $29,000 Maximum $32,000 D Administrative Assistant 5 Average $33,000 Minimum $28,000 Maximum $34,000 E Administrative Assistant 4 Average $29,000 Minimum $27,000 Maximum $30,000 F Administrative Assistant 4 Average $28,000 Minimum $27,000 Maximum $30,000 ©2008 SHRM Lisa Burke, Ph.D., SPHR 53 Company # of Job Incumbents Base Pay A Operations Analyst 2 Average $55,000 Minimum $50,000 Maximum $60,000 B Operations Analyst 4 Average $57,000 Minimum $54,000 Maximum $59,000 C Operations Analyst 3 Average $56,000 Minimum $54,000 Maximum $58,000 D Operations Analyst 5 Average $58,500 Minimum $52,000 Maximum $61,000 E Operations Analyst 3 Average $59,000 Minimum $57,000 Maximum $61,000 F Operations Analyst 3 Average $54,000 Minimum $53,000 Maximum $55,000 54 ©2008 SHRM Lisa Burke, Ph.D., SPHR STUDENT WORKBOOK Designing A Pay Structure STUDENT WORKBOOK Designing A Pay Structure Company # of Job Incumbents Base Pay A Payroll Assistant 2 Average $35,000 Minimum $34,000 Maximum $36,000 B Payroll Assistant 3 Average $34,000 Minimum $32,000 Maximum $35,000 C Payroll Assistant 1 Average $35,000 Minimum Maximum D Payroll Assistant 3 Average $35,000 Minimum $33,000 Maximum $37,000 E Payroll Assistant 2 Average $36,000 Minimum $35,000 Maximum $37,000 F Payroll Assistant 2 Average $29,000 Minimum $27,000 Maximum $31,000 ©2008 SHRM Lisa Burke, Ph.D., SPHR 55 Company # of Job Incumbents Base Pay A Benefits Manager 1 Average $62,000 Minimum Maximum B Benefits Manager 2 Average $61,500 Minimum $61,000 Maximum $62,000 C Benefits Manager 1 Average $60,000 Minimum Maximum D Benefits Manager 3 Average $64,000 Minimum $62,000 Maximum $65,000 E Benefits Manager 2 Average $63,000 Minimum $62,000 Maximum $64,000 F Benefits Manager 1 Average $66,000 Minimum Maximum 56 ©2008 SHRM Lisa Burke, Ph.D., SPHR STUDENT WORKBOOK Designing A Pay Structure STUDENT WORKBOOK Designing A Pay Structure The next task is to conduct a simple regression using Microsoft Excel to create a market pay line. Enter the job evaluation points (as X) and weighted average base pay rates (as Y) for each benchmark job and generate the regression results. » Task D: Conduct a simple regression in Excel to create a market pay line by entering the job evaluation points (on the X axis) and the respective weighted average market base pay (on the Y axis) for each benchmark job. Identify the slope and y-intercept and write the equation for the market pay line. The regression output will also show information about how good the regression line fits the data. Specifically, look at the “R squared” in the regression output. Generally, the R squared, referred to as variance explained, should be .95 or higher. If R squared is significantly lower than this, there may be problems stemming from the job evaluation step. For example, the points assigned to certain benchmark jobs may be off – i.e., not make sense given the level of tasks, duties and responsibilities required for the job and the knowledge, skills and abilities needed by the job incumbent. If this is the case, re-examine the job descriptions and reconsider the points assigned to the benchmark jobs. Alternatively, there may be errors in the weighted average calculations. After conducting the regression again, examine the new R squared. » Task E: What is your R squared (variance explained)? Is it sufficient to proceed? Using the regression output (the slope and y-intercept), calculate the predicted market pay rate (using Excel) for each benchmark job. » Task F: Calculate the predicted base pay for each benchmark job. Next, adjust the market pay line based on the organization’s lead pay level strategy; this will create the pay policy line. Since the organization wants to lead the market by 3 percent across the operations, office support and HR job families, adjust the market pay line accordingly (by 3 percent). In other words, each predicted pay rate can be multiplied by 1.03 to get a new base pay rate that is 3 percent above market. » Task G: Because your company wants to lead in base pay by 3 percent, adjust the predicted pay rates to determine the base pay rate you will offer for each benchmark job. ©2008 SHRM Lisa Burke, Ph.D., SPHR 57 Next, create pay grades for the pay structure. Pay grades represent groupings of jobs that are similar for pay purposes (i.e., 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 benchmark jobs in this case again and determine which ones are sufficiently similar for compensation purposes. Do this by revisiting the job evaluation results. » Task H: Create pay grades by combining any 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. The final step to designing the pay structure is to set the pay ranges for each pay grade. Pay ranges create upper and lower pay rates (on the Y axis) for each job in the pay grade. Each pay grade will have a minimum and maximum pay rate. It is important to remember that all jobs in a pay grade will have the same minimum and maximum pay rates. 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 percent above the midpoint and the minimum might be 10 percent below the midpoint. The percent guidelines, based on input from the job evaluation committee, are: • Clerical and office positions: 10 percent above and below the midpoint. • Entry to mid-level professional and management positions: 30 percent above and below the midpoint. » Task I: Use your answer to Task H to determine the pay range (i.e., minimum and maximum) for each pay grade. » Task J: Given the pay structure you have generated, consider the following: » Does this pay structure make good business sense? Do you think it is consistent with the organization’s business strategy? » What are the implications of this pay structure for other HR systems, such as retention and recruiting? 58 ©2008 SHRM Lisa Burke, Ph.D., SPHR STUDENT WORKBOOK Designing A Pay Structure ©2008 SHRM Lisa Burke, Ph.D., SPHR 59 STUDENT WORKBOOK Designing A Pay Structure References Milkovich, G., and Newman, J. (2008). Compensation. McGraw-Hill Irwin. O*NET. Available at http://online.onetcenter.org. other ComPensAtion texts Bergmann, T., and Scarpello, V. (2002). Compensation decision making. Southwestern. Martocchio, J. (2006). Strategic Compensation. Pearson/Prentice Hall. relevAnt websites WorldAtWork: www.worldatwork.org. Society for Human Resource Management: www.shrm.org. Economic Research Institute: www.eridlc.com. http://online.onetcenter.org/ http://www.worldatwork.org/ http://www.shrm.org/ http://www.eridlc.com/ INSTRUCTOR’S MANUAL Designing A Pay Structure 60 ©2008 SHRM Lisa Burke, Ph.D., SPHR Appendix A – Job Descriptions for Benchmark Jobs [Created using O*NET] Front Desk Receptionist Job Summary Answer inquiries and obtain information for general public, customers, visitors and other interested parties. Provide information regarding activities conducted at establishment; location of departments, offices, and employees within organization. Essential Job Tasks • Operate telephone to answer, screen and forward calls, providing information, taking messages and scheduling appointments. • Greet persons entering establishment, determine nature and purpose of visit, and direct or escort them to specific destinations. • Hear and resolve complaints from customers and public. • Transmit information or documents to customers, using e-mail, 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 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 one’s 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. 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 e-mail. • 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/assesses performance of self, other individuals or organizations to make improvements or take corrective action. • Manages one’s 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 in relation to others’ actions. 62 ©2008 SHRM Lisa Burke, Ph.D., SPHR APPENDIX A Designing A Pay Structure APPENDIX A Designing A Pay Structure Payroll Assistant Job Summary Compile and post employee time and payroll data. Compute employees’ time worked, production and any commission. Compute and post wages and deductions. Essential Job Tasks • Process and issue employee paychecks and statements of earnings and deductions. • Compute wages and deductions and enter …