You have recently been hired as a Compensation Consultant for Henderson Printing (see case study text below). The owner George is concerned that he does not have enough funds in his account to meet payroll and wants to retire from the business in a positive state in the next year or two. At the advice of his daughter, he has asked you to step in and design a New Total Rewards Strategy.

The positions at Henderson Printing are:

• Production workers
• Production supervisors
• Salespeople
• Bookkeeper
• Administration employees

Taking into consideration the Roadmap Requirements provided in steps 1 - 5 below, please put together a detailed written report; providing structural and strategic recommendations for the implementation of an effective compensation system. Include all aspects of your strategy in the report as an Appendix, such as Job Descriptions, Job Evaluation Methods, Result Charts, and Compensation Strategies.

Roadmap	Introduction to the report
Step 1	Identify and discuss current organizational problems and the root causes of the problems. Discuss the company's business strategy. Demonstrate your understanding of the people. Determine the most appropriate Managerial strategy discussing the Structural and Contextual variables to support your findings. Define the required employee behaviors and how these behaviors may be motivated.
Step 2	Discuss components of the compensation mix. Consider the feasibility of using performance pay and what types might work best. Examine constraints. Formulate the strategy.
Step 3	Put together a Job analysis, and use it to write the job descriptions for each position mentioned above (referring to the National Occupational Code Canada website). Use the Point factor system for job evaluation and conduct the job evaluations for positions provided above presenting it in a form. Add all your completed work including (forms) to the appendix. Explain how you propose to evaluate individuals' performance.
Step 4	Design your plan.
Step 5	Formulate a detailed implementation plan for the strategy.
Conclusion/Summary
Bibliography/Research Conducted
Provide references in APA 7 format

CASE TEXT

Henderson Printing is a small-to medium-sized manufacturer of account books, ledgers, and various types of record books used in business. Located in Halifax, the company has annual sales of about $12 million, mostly in the Atlantic provinces. The owner, George Henderson, is a firm believer in making a high-quality product that will endure many years of use.

He uses high-grade paper, cover stock, and binding materials. This has led to high production costs and high prices. The owner George also believes in a high level of customer service and is willing to make the products to customers specifications whenever they so request. However, resetting the equipment for relatively short production runs of customized products takes considerable extra time and also drives up costs. The firm employs about 80 people, most of whom work in production.

The firm has a few supervisors to oversee production, but their responsibilities are not clearly spelled out, so the supervisors often contradict one another. There is no system for scheduling production; in fact, there are few systems of any kind. Whenever there is a problem, everyone knows that you have to go to George if you expect a definite answer. The company also has several salespeople who travel throughout the Atlantic region; most of them are relatives of George or his wife.

The company has one bookkeeper to keep records and issue the paycheques, and several office employees to handle routine administrative tasks. The firm has no specialists in accounting, marketing, human resources, or production; George handles these areas himself, although he has no real training and little interest in any of them except production. He focuses most of his attention on ensuring product quality and on dealing with the countless problems that everyone brings to him every day. He has often been heard to exclaim, in his usual good-natured way, Why am I the only one who can make decisions around this place? as he deals with each of these problems. When George was growing up, both his parents (his father was a printer, and his mother was a seamstress in a garment factory) had to work hard in order to scratch out a living for their family.

In those days, employers who showed little consideration for their employees were the norm, and George resolved that things would be different if he ever became an employer. Today, George tries hard to be a benevolent employer. Although he feels the organization cannot afford any formal employee benefits, he often keeps sick workers on payroll for a considerable time, especially if he knows the worker has a family to support. George is well liked by most employees, who have shown little interest in unionization during the few approaches made by union organizers. George has no formal system for pay and tends to make all pay decisions on the spur of the moment, so almost everybody has a different pay rate.

He has never gotten around to giving annual raises, so any employee who wants a raise has to approach him. He gives raises to most people who approach him, but the amount depends on his mood at the time and on how well he knows the employee. For example, if the firm has just lost a major customer, raises are lower, and if the firm has just booked a large order, they are higher. They are also higher if he knows the employee has a family to support, or if the employees spouse has been laid off, or if the employee has added a new member to the family. George believes that a good employer should recognize the contributions made by employees during the year.

As a result, every Christmasif profits allowhe gives merit bonuses to employees, which he says are based on their contributions to the firm. One day in early December, he sits down with his employee list, in alphabetical order, and pencils in an amount next to each name. Everybody gets something, but the amounts vary greatly. If he can associate a face with the name (which is difficult sometimes because of high employee turnover), he tends to give larger bonuses. And if he can remember something such as a cheerful attitude, the bonuses are higher still. But if he remembers anyone complaining about that employee (he usually cant recall the exact reasons), the employee gets a smaller bonus. Not surprisingly, longer-term employees tend to receive much higher bonuses than new employees. He has noticed this tendency but assumes that if an employee has been with the firm longer, that person must be more productive, so this is fair. He personally distributes the bonus cheques on the last working day before Christmas. Because he has just turned 60, George is planning to retire in the next year or two and turn the business over to his daughter, Georgette Henderson, who is just finishing her commerce degree. Ironically, it was on his 60th birthday that his book-keeper informed him that there wasnt enough money in the bank account to meet payroll.