E- SONIC Milestone 2 .docx

E- SONIC Milestone 2
1
E- SONIC Milestone 2
8
E-SONIC Milestone 2
Trystia Savor
Southern New Hampshire University
Job Descriptions
Sets of expectations
A set of expectations in as far as responsibilities are concerned
in a business undertaking refers to a composition articulated to
a particular occupation. Moreover, sets of expectations takes
into account obligations, purposes, and duties. When we talk
about an expected set of responsibilities we imply a vocation
layout or an extent of work for staff. A set of expectations
generally foster the effort used by staff or rather employees to
achieve set objectives in an organization.
Administrative Assistant- Responsibilities
It is the role of administrative professionals to possess

substantial multi-entrusting capacities. This kind of people
should be in a position to strike a balance between their
individual attitudes and working in dynamic environment where
change is inevitable. It is imperative that experience working in
the recording or innovation industry is a requirement.
Clerical Specialist - Job Duties
i. Make use of PCs through a variety of existing applications
like database management, PowerPoint for data presentation and
handling of word.
ii. Interacting with guests either through phones calls or
messages and ensuring they receive the data they require.
iii. Create, save, make data entry and maintain the data in the
computer system.
iv. Perform daily office operations using the office hardware,
like fax machines and photocopiers.
Laborer Specifications
A laborer here will be that person who has the ability to make
credits in as far as school preparing is concerned or who is well
acquainted with Business Field or firmly related field. Work
experience should be available with a minimum of Five years of
work experience working as an expert staff, especially
facilitating services between the middle and top level
management.
Data Technology Project Manager
The Information Technology Project Manager performs a range
of activities from arranging data innovation to overseeing the
handling of such data. A venture supervisor is tasked with
leading and managing dedicated staff to ensure that the
specialized terms put in place are adhered to. Also, the
supervisor serve as a contact amongst business and specialized
parts of undertakings. Moreover, there is another important role
of organizing and evaluating business suggestions for every
stage.
Data Technology Project Manager – Job Duties
i. Acts a manager to the execution of the venture. This in
essence is aimed at ensuring that staff work as per the existing

spending plan, timetable, and extension.
ii. Development of the data innovation investments is the task
of the manager. These encompass data on venture
advancements, and plans and financing, among others.
• ensuring that enterprise developments and deliverables are
as per planned.
• Link with venture faculty to ensure that issues arising from
operations or staff are resolved..
• Gather, breaks down, and compressing data and patterns to
yield investment status reports.
Factor Degree Statements
One has to hold either a MBA Degree in Information
Technology Studies or any other related field in Project
Management. A minimum of five years of experience is
required. This should be in a back to back administration in the
IT field/Project Management. This ought to be accompanied by
a four-year degree from an authorized establishment.
Showcasing Director – Job Description
As a showing casing director one plays a number of roles which
entails formulating and acting as a check on the exercises and
approaches to advance items and administrations as well as
working hand in hand with publicizing and advancement
administrators. Also, one is responsible for identifying,
creating, or assessing promoting procedures. This is possible
with learning of foundation targets in mind, market attributes,
and cost and stamp up variables are also considered. Finally, as
a showcasing director, one should work very close with the HR
Department with regards to issues on staff, for example,
advertisements on jobs, employment, performance appraisals
among others.
Client Service Representatives– Job Description
Client service representative communicates with customers by
phone or physically with regard to client issues like data
requests taking and entering orders, and handling their
grievances, among others. Monitor and make regular inquiring
on the issues raised by clients to ensure that solutions have been

offered. In case of client's administration or bills protests,
client service representatives performs exercises including
trading stock, and altering charging concerns to ensure that such
protests are resolved. There might be some clients who seem not
satisfied and, thus, this personnel will refer them to assigned
divisions for further examination. Finally, they keep records
generally on the clients.
Work Specifications
With a secondary school recognition or equivalent training, one
is allowed to hold this position. Interest should be seen from the
person in involving oneself in business related aptitudes,
information, or experience.
E-Sonic Job Structures
Compensable components – Administrative Assistant
Compensable components is concerned with those variables or
rather elements place one employment at a higher rank in an
occupation chain as compared to others. Organizations or the
HR departments make use of the compensable components to
differentiate among various professions. It might be said,
picking compensable elements is the heart of rule assessment
(O'Rourke & Hatcher, 2013). It is not only about ranking
occupations, but employees also get to know the factors
contributing to their remunerations and why the difference from
that of others (Wong & Laschinger, 2013).
Build Point Evaluation Method
Laborer Specifications
To qualify as a laborer, the following are required:
i. Holding an MBA in Marketing or any other advertising
related field. Experience is a minimum of five years in a top
management level dealing with advertising services.
ii. A Bachelor's Degree from a certified establishment in
advertising. This should be accompanied by a minimum of
seven years of experience showcasing in a high level
management position.
Client Service Agent
The customer administration operator is tasked with a close

interaction with E-Sonic customers through phone, email, and
live web visits. Through this, the official is able to give data
about E-Sonic's items and administrations, open and clear client
records, and keep records of protestations (O'Rourke & Hatcher,
2013). For one to operate well in this position, he/she has to
possess great deal of customer connection aptitudes, he/she
should be loving and caring, and importantly have the
experience to handle and manage client related worries in a
business situation (Wong & Laschinger, 2013).
Work Evaluation Methods
The main goal of the whole process of sets of responsibilities is
build an occupation order. The phase on work evaluation
methods is, therefore, vital. It deals with the efficient
correlation of employments. The two major methods which have
been put into practice in ensuring work evaluation are the non-
logical or Non-quantitative or rundown strategies (O’Rourke &
Hatcher, 2013).
Calculate Point Values for E- Sonic Jobs
The position dealt with in this discussion is higher in the rank.
This prompts us to use a higher rate of whole deal impulse
unlike the case of lower locating positions. Passing inspirations
can reach out between 5-15% of their total yearly compensation
(Glassdoor, 2015).
Pay Policy Mix – Customer Service Representative
It is the role of the customer service representative to settle the
issues of clients. This in most cases is as result of data required
by the clients or even protests, complaints and other grievances.
They should therefore possess vast knowledge of E-Sonic and
the data available in order to be answerable well to the issues
raised by the clients. This position is situated at 289.58 centers
for a section level position with three capable progression levels
inside the same occupation title (O'Rourke & Hatcher, 2013).
Center remuneration of a customer organization operator is
$32,353.

References
Korschun, D., Bhattacharya, C. B., & Swain, S. D. (2014).
Corporate social responsibility, customer orientation, and the
job performance of frontline employees. Journal of
Marketing, 78(3), 20-37.
O'Rourke, N., & Hatcher, L. (2013). A step-by-step approach to
using SAS for factor analysis and structural equation modeling.
Sas Institute.
Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership,
performance, and job satisfaction: the mediating role of
empowerment. Journal of advanced nursing, 69(4), 947-959.
OL 325: Final Project Guidelines and Rubric
Overview
Acting as a recently hired compensation consultant, you will

assist the burgeoning online music firm e-sonic to develop an
internally consistent and market-
competitive compensation system that recognizes the
achievements of individual contributors. The major portion of
the project is divided into three milestones,
which will build upon the previous milestone. The milestones
are submitted in Modules Three, Five, and Six. The final
version of the entire project will be due at
the end of Module Seven.
Sample report outlines are included in the project text found in
MyManagementLab. Each of the sections for this assignment
will be submitted via Blackboard.
Outcomes
The project helps students to meet the following course
outcomes:
• Students will gain an understanding of the evolution and
administration of compensation and benefit programs for
organizations
• Students will explore wage theory, principles and practices,
unemployment security, worker income security, group
insurance, disability insurance,
and pension plans and how these compensation and benefit
items are balanced to provide incentive and recruitment of a
high-performance
workforce
• The connection between the organization’s mission,
objectives, policies, and the implementation and revision of
their respective compensation and
benefit systems will be analyzed to gain a deeper understanding

of the importance of such systems to the organization’s overall
human resource
management
• At the conclusion of this course, students will be able to
demonstrate the acquisition and application of theories and
concepts that support the
enhancement and proficiency in 7 primary competencies:
strategic approach, research, teamwork, communication,
analytical skills, problem solving,
and legal and ethical practices
Preparation
1. Read the Building Strategic Compensation Project narrative
linked in the course menu of the MyManagementLab home
page. Note: Section 3:
Recognition of Individual Achievements WILL NOT be
included in the course project.
2. Download the Comp Analysis Software Microsoft Excel file.
Directions on accessing this file are located in the Module
Resources section of Module One.
To run on a PC, the file requires Microsoft Excel 2007 or later.
To run on a Mac, the version requires Excel 2011 or later.
o NOTE: Users of the CompAnalysis software must set the
macros to a low level in order for the software to work. If the
macros are set on too high of a
security level, then the software will be disabled and will not
work properly. Navigate to the Tools menu, click Macros, and
then click Security. Lower
the security level, save the spreadsheet, close, and re-open.

o Click on the External Market Survey feature, which will be
used in Section 2 of the project, titled Market Competitiveness.
Make your decisions first
by following the directions in the Building Strategic
Compensation Project (Appendix 3 in the student version,
Appendix 5 in the instructor's version)
and jot down the pertinent information on paper.
o After completing the External Market Survey section, move
on to the Merit Pay Planning feature, which will be used in
Section 3 of the project, titled
Recognition of Individual Achievements. Input your choices as
indicated in CompAnalysis and analyze the data.
Milestones
Milestone One: Strategic Analysis
The development of a strategic analysis guides all decisions
made regarding your compensation systems throughout the
project. The strategic analysis reveals
firm-specific challenges, objectives, and initiatives that allow
you to align the goals of a compensation system effectively with
those of the company strategy.
The strategic analysis allows you to better understand the
external market challenges e-sonic faces in addition to its
internal capabilities. As a consultant, a
thorough understanding of e-sonic’s business environment
allows you to better align your competitive system design with
e-sonic’s goals, challenges, and
objectives. Follow the outline below when completing this

portion of the project.
The strategic analysis is fully described in the
MyManagementLab Building Strategic Compensation Systems
casebook for faculty and students, linked in the
course menu in MyLab. Follow the explanations and outline to
complete this milestone.
Strategic Analysis Outline:
1. Executive Summary (Concisely conveys the project
objectives and main findings. The executive summary is
completed last, but included first in the
strategic analysis.)
2. Strategic Analysis
a) Identification of e-sonic’s industry based on the North
American Industry Classification System (NAICS)
b) Analysis of e-sonic’s external market environment
i. Industry Profile
ii. Competition
iii. Foreign Demand
iv. Long-Term Industry Prospects
v. Labor-Market Assessment
c) Analysis of Internal Capabilities
i. Functional Capabilities
ii. Human Resource Capabilities
Each section of the final project should be 5–7 pages in length.
The Strategic Analysis section is due at the end of Module
Three. It will be graded with the
Milestone One Rubric.

Milestone Two: Section 1: Internally Consistent Job Structures
Section 1 introduces you to the specification of internally
consistent job structures. Through writing job descriptions, the
development of job structures, and
both the development and implementation of a point evaluation
method to quantify job differences objectively, you build the
framework for internal equity.
In Section 1, you will focus on building an internally consistent
compensation system. An internally consistent compensation
system design will clearly define the
relative value of each e-sonic sample job, creating a job
hierarchy and an objective rationale for pay differences.
As an e-sonic consultant, you are offered a sample of e-sonic
jobs in Section 1. Currently, e-sonic employs 100 people and
will be hiring many more. However, for
the purpose of this simulation, you are asked to work with the
sample of four jobs offered (see Appendix 2 for sample jobs,
located in the MyManagementLab
project tab). Limiting the number of jobs removes one level of
complexity from the simulation and allows you to focus on
learning the functions of compensation
system design. The framework you develop classifying sample
jobs can easily be adapted in the future to include all e-sonic
positions.
Section 1 Outline:
1. Create Job Descriptions
2. Create Job Structures

3. Build Point Evaluation Method
a) Select benchmark jobs.
b) Choose compensable factors based upon benchmark jobs.
c) Define factor degree statements.
d) Determine weights for each compensable factor.
4. Calculate Point Values for e-Sonic Jobs
a) Determine point value for each compensable factor.
b) Use the job evaluation worksheet to calculate point values
for each position.
c) Distribute points for each compensable factor across degree
statements.
d) Rate jobs using point method.
e) Individually rate jobs to ensure reliability.
f) Resolve any discrepancies in point totals.
g) Rank jobs in each job structure according to results of your
point evaluation.
Section 1: Internally Consistent Job Structures is due at the end
of Module Five. It will be
graded with the Milestone Two Rubric.
Milestone Three: Section 2: External Competitiveness
Section 2 shifts your focus outside of the firm to understand its
relationship with the external marketplace. You will use market
survey data to compare pay
rates of positions inside the firm with those in the marketplace
to establish the foundations of market-competitive pay. The
analysis of market data also leads
you to the determination of appropriate pay-policy mixes for
each of its job structures. In this section, you are asked to use
CompAnalysis software developed by
Howard Weiss at Temple University, which is also available in

MyManagementLab.
In Section 2 of this simulation, you will shift your focus from
concentrating on e-sonic’s internal consistency to its external
competitiveness. First, you will be
introduced to the tools compensation professionals use to
allocate total compensation most effectively within job
structures. Many employees are unaware that
their total compensation consists of much more than just base
pay. Compensation professionals allocate total pay (for
example, base pay, benefits, and different
types of incentives) to motivate employees in different ways.
You will use some of these tools to develop pay policy mixes
for each e-sonic job structure. Next,
you will consider pay policy level decisions for each job
structure.
You will then use CompAnalysis (the included software
program) to conduct an external market survey. Specific
instructions provided with the software program
will guide you through the steps involved in the compensation
survey exercise. Finally, you will report survey findings,
interpreting regression analysis results
generated by the software, and provide an explanation of major
decisions reached.
Section 2 Outline:
Executive Summary Findings
1. Determine Appropriate Pay-Policy Mix
2. Pay-Policy Level Decisions
3. Compensation Survey

a) Choose competitors based upon industry, size, and union
status.
b) Select benchmark jobs for each structure using benchmark
job descriptions.
c) Reconcile differences using the benchmark job comparison
sheet.
d) Update salary data for inflation using CPI-U.
4. Implementation of Salary Survey Results
a) Report and interpret results of regression analysis for each
job.
b) Integrate external and internal structures by creating pay
grades and ranges.
c) Evaluate and summarize decisions made for each job
structure.
Section 2: External Marketplace is due at the end of Module
Six. It will be graded with the
Milestone Three Rubric.
Final Submission:
The final project is due at the end of Module Seven. This
version will include all revisions based on feedback from your
instructor to the Executive
Summary/Strategic Analysis, Section 1: Internally Consistent
Job Structures, and Section 2: External Competitiveness. It
should be prefaced with a 1–2-page
historical perspective on compensation and close with a 1–2-
page summary of how you used strategic approach, research,
communication, analytical skills, and
problem-solving to present a compensation package tailored for
e-sonic. Each section of the final project should be 5–7 pages in

length. This submission will be
graded with the Final Project Rubric (below).
Final Project Rubric
Requirements of submission: Each section of the final project
must follow these formatting guidelines: 5–7 pages per section,
double spacing, 12-point Times
New Roman font, one-inch margins, and discipline-appropriate
citations.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (85%) Needs
Improvement (55%) Not Evident (0%) Value
Historical
Perspective
Meets “Proficient” criteria and
includes pertinent facts that
demonstrate a sound grasp of
the historical perspective
Describes compensation in the
U.S., including several facts

from a historical perspective
Describes compensation in the
U.S., including facts from a
historical perspective, but may
have gaps in the chronology
Does not present a historical
perspective of compensation in
the U.S.
10
The Strategic
Analysis
Provides in-depth analysis that
includes an executive summary
and the strategic analysis with
all of the elements of the
outlines provided in the Building
Strategic Compensation Project
documentation, demonstrating
a complete understanding of all
concepts
Provides in-depth analysis that
most of the elements of the
documentation

Provides an analysis that
some of the elements in the
documentation
Does not provide an analysis
that includes an executive
summary and/or the strategic
analysis with elements in the
documentation
20
Section 1: Internally
Consistent Job
Structures
Provides in-depth job structures
with all of the elements of
Section 1 of the Building
documentation
Provides all job structures with
most of the elements of Section
1 of the Building Strategic
Compensation Project
documentation
Provides most job structures

with some of the elements of
Section 1 of the Building
documentation
Does not provide job structures
with elements of Section 1 of
the Building Strategic
documentation
25
Section 2: External
Competitiveness
Provides in-depth market
competitiveness report with all
of the elements of the outline
provided in Section 2 of the
Building Strategic Compensation
Project documentation
Provides market
competitiveness report with
outline provided in Section 2 of
documentation
Provides market
some of the elements of the

documentation
Does not provide market
elements of the outline
Building Strategic Compensation
Project documentation
25
http://snhu-
media.snhu.edu/files/production_documentation/formatting/rubr
ic_feedback_instructions_student.pdf
Summary Presents a 2-page summary
explaining in depth use of
strategic approach, research,
communication, analytical skills,
and problem-solving to present
a compensation package
tailored for e-sonic
Presents a 1-2-page summary
explaining use of Strategic
Approach, research,

Presents a 1-2-page summary
explaining use of some of the
elements such as strategic
approach, research,
Does not present a summary
explaining use of strategic
approach, research,
10
Writing
(Mechanics/
Citations)
No errors related to
organization, grammar and
style, and citations
Minor errors related to
Some errors related to

Major errors related to
10
Total 100%
OL 325 Milestone Three Guidelines and Rubric
Section 2: External Competitiveness
Section 2 shifts your focus outside of the firm to understand its
relationship with the external marketplace. You will use market
survey data to compare pay
rates of positions inside the firm with those in the marketplace
to establish the foundations of market-competitive pay. The
analysis of market data also leads
you to the determination of appropriate pay-policy mixes for
each of its job structures. In this section, you are asked to use
CompAnalysis software developed by
Howard Weiss at Temple University, which is also available in
MyManagementLab.
In Section 2 of this simulation, you will shift your focus from
concentrating on e-sonic’s internal consistency to its external
competitiveness. First, you will be

introduced to the tools compensation professionals use to
allocate total compensation most effectively within job
structures. Many employees are unaware that
their total compensation consists of much more than just base
pay. Compensation professionals allocate total pay (for
example, base pay, benefits, and different
types of incentives) to motivate employees in different ways.
You will use some of these tools to develop pay policy mixes
for each e-sonic job structure. Next,
you will consider pay policy level decisions for each job
structure.
You will then use CompAnalysis (the included software
program) to conduct an external market survey. Specific
instructions provided with the software program
will guide you through the steps involved in the compensation
survey exercise. Finally, you will report survey findings,
interpreting regression analysis results
generated by the software, and provide an explanation of major
decisions reached.
IMPORTANT: Users of the CompAnalysis software must set the
macros to a low level in order for the software to work. If the
macros are set on too high of a
security level, then the software will be disabled and not work
properly. In order to do this, navigate to the "Tools" menu,
click "Macros", then "Security". Lower
the security level, save the spreadsheet, close it completely, and
then re-open.
Section 2 Outline:
Executive Summary Findings
1. Determine Appropriate Pay-Policy Mix
2. Pay-Policy Level Decisions

3. Compensation Survey
a) Choose competitors based upon industry, size, and union
status.
b) Select benchmark jobs for each structure using benchmark
job descriptions.
c) Reconcile differences using the benchmark job comparison
sheet.
d) Update salary data for inflation using CPI-U.
4. Implementation of Salary Survey Results
a) Report and interpret results of regression analysis for each
job.
b) Integrate external and internal structures by creating pay
grades and ranges.
c) Evaluate and summarize decisions made for each job
structure.
The External Competitiveness section is fully described in the
MyManagementLab Building Strategic Compensation Systems
casebook for faculty and students,
linked in the course menu. Follow the explanations and outline
to complete this milestone. Section 2: External Marketplace is
due at the end of Module Six.
Rubric
Requirements of submission: Each section of the final project
must follow these formatting guidelines: 5–7 pages, double
spacing, 12-point Times New Roman

font, one-inch margins, and discipline-appropriate citations.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (85%) Needs
Improvement (55%) Not Evident (0%) Value
Section 2: External
Competitiveness
Provides in-depth market
competitiveness report with all
of the elements of the outline
Building Strategic
documentation
Provides market
documentation
Provides market
some of the elements of the

documentation
Does not provide market
elements of the outline provided
in Section 2 of the Building
documentation
50
Integration and
Application
All of the course concepts are
correctly applied
Most of the course concepts
are correctly applied
Some of the course concepts
are correctly applied
Does not correctly apply any of
the course concepts
20
Critical Thinking Draws insightful conclusions
that are thoroughly defended
with evidence and examples
Draws informed conclusions
that are justified with evidence

Draws logical conclusions, but
does not defend with evidence
Does not draw logical conclusions
20
Writing
(Mechanics/
Citations)
No errors related to
style, and APA citations
Minor errors related to
Some errors related to
Major errors related to
organization, grammar and style,
and APA citations
10
Total 100%

http://snhu-
media.snhu.edu/files/production_documentation/formatting/rubr
ic_feedback_instructions_student.pdf

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