CASE STUDY 2 (3%) Internal Consistency at Alpha Service After three months in her new role as Director of Human Resources (HR) at Alpha Service, Deborah Ketson feels confident she has identified the significant HR issues at the company. She has prioritized the issues and is meeting with company President Joan Bates to make her recommendations. (Deborah is prepared to discuss her top priority, which is to conduct an organization-wide job analysis and job evaluation project in order to start building a more internally consistent pay structure, Alpha Service is a company that provides customer service for other companies.) Small to medium-sized companies outsource their customer service function to Alpha Service who manages all customer service for their clients through a call center and also via an online customer service center. The company works with a diverse group of clients ranging from small retail stores to larger online retailers. Alpha Service has grown quickly in the five years since Joan started the company and now employs over 150 customer service representatives (CSR's) and other support staff. The company's quick growth has led to several problems with their compensation structure. Much of the company's hiring has occurred in response to a new contract and pay was set based on the current market rate for CSR's in order to attract the right talent. For example, an early client was a small retail store that needed fairly simple customer support, Four CSR's were hired and their pay was set at just slightly above minimum wage. In comparison, a more recent client required hiring eighteen CSR's. The labor market was competitive at the time and the company hired these eighteen new employees at a pay rate well above what others at the company were paid. Such variance has occurred often hiring process, resulting in groups of CSR's 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 CSR's. The supervisors are concerned that the inequities may lead to turnover among some of the staff. Deborah has examined the pay rates of the CSR's across the organization and agrees with the supervisors that there are some concerns. One particular concern is that the lowest paid group of CSR's is primarily female, while the highest paid group includes all male employees. By talking with the supervisors, Deborah has learned that there are some CSR's 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 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 market place. 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 time consuming 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. build 1. Briefly explain the job analysis and job evaluation. (2 marks) 2. Explain TWO (2) purposes of implementing the job analysis, (4 marks) 3. Do you think that job analysis and job evaluation will benefit Alpha Service? Give TWO (2) justifications for either why or why not. (6 marks) 4. What is your opinion on Joan's view on job analysis and job evaluation? State your stand and provide TWO (2) reasons related to the above scenario. (4 marks) 5. What is your recommendation to Alpha Service? Provide TWO (2) recommendations to improve the internal consistency of the compensation structure. (4 marks)