an additional Crunch thenumbers! exercise can be found on mymanagementlab.com. This chapter discusses the concept and practice of the point method system. The discussion also specifies the six steps necessary to develop and implement a plan. Table 6-9 shows the job evaluation sheet template, which compensation professionals will use to rate the relative worth of jobs based on content. 6-9. Refer to Step 5 in the discussion of the point method (in this chapter), and let's assume that the total possible number of job evaluation points is 875 rather than 1,000. Based on the following weighting scheme, what is the possible maximum value of each compensable factor? Skill: 20% Effort: 15% Responsibility: 60% Working Conditions: 5% 6-10. The sample worksheet (Table 6-9) shows point values for each compensable factor degree. Based on the information provided in and your answers to question 6-9, calculate the revised amounts. 6-11. Based on the revised sample worksheet (question 6-10), calculate the job point total with the following degree selection per compensable factor: Skill: 3 Effort: 3 Responsibility: 5 Working Conditions: 1 the company were paid. Such variance has occurred often in the hiring process, resulting in groups of CSRs at much different levels of pay for doing substantially similar work. 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 timeconsuming 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?