As the new Director of HR, my priority is to scrutinize any and/or all compensation plans currently in place and compare that with what I know of Internal Equity (the pay relationship between jobs, skills and competencies within a single organization). While the Wilson Bros. company has seen global success while keeping the core of the business Canadian, the focus has never been on having a true compensation strategy. Bonuses are only given to a small group of employees, Sales and Marketing (Wilson Bros. Case Study) and there are no job descriptions or job evaluations completed for any position in the company. Internal Alignment (the pay comparisons between jobs or skill level inside a single organization) (Yap, pg 49) is absent, and employees are in fear of losing their jobs on a whim from one of the Wilson brothers. This is setting the stage for high turnover, job performance issues, attrition and diminished motivation (Yap, pg. 48) all which could result in legal and company performance ramifications if not addressed. Wilson Bros has an overall compensation culture of "demand what you want" and cultivate favour with the top managers" if you want to be successful. Pay structures are non-existent and