HR CHALLENGE INTERNALLY CONSISTENT AND EXTERNALLY COMPETITIVE.docx HRM 5055 Capella University HRM 5055 Comprehensive Reward Systems HR Challenge: Internally Consistent and Externally Competitive As the new Human Re
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HR CHALLENGE INTERNALLY CONSISTENT AND EXTERNALLY COMPETITIVE.docx HRM 5055 Capella University HRM 5055 Comprehensive Reward Systems HR Challenge: Internally Consistent and Externally Competitive As the new Human Resources compensation specialist for CapraTek, taking on this challenge, I need to consider our mission and put it into account as I start the development of this project. For us at CapraTek it is important to deliver excellence in everything we do and œTo measurably contribute to the goals of our customers “ both direct consumers and resellers “ by providing extraordinary products at a fair and competitive price. (CapraTek activity) Job Analysis and Job Evaluation: For the job analysis that needs to be done for CapraTek, we must remember that we need to stay competitive in the market. Therefore, we can benefit from a simple structure for the job analysis and job evaluations. œThis ordered set of jobs represents the job structure or hierarchy Companies rely on a simple, yet fundamental principle for building internally consistent compensation systems. (Martocchio Page 130) For the purposes of this project there are several jobs to consider such as administrative, research and development, sales, marketing, and production. Although, each of these jobs are important to the project, I would focus on creating an analysis on the Research and Development job categories. The research and development team will lead the project by creating the plans that will be implemented to develop the products such as home entertainment systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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