Customer First is a customer service provider for other companies. Medium-sized companies utilize outsourced personnel at Customer first, who serve their customers through call centers and also via online customer service center. The company expanded rapidly within 5 years since Joan started her business and now employs over 150 customer service representatives (CSRs) and other support staff.
Deborah, (Director of Human Resource at Customer First) identifies problems that come from corporate compensation systems that use average salary in the market. Many complaints come from supervisors who feel unfair in payroll CSRs, because with the same job, get a different salary that adjusted average salary in general at the time. The injustice will affect the turnover rate . After talking to the supervisor, Deborah studies the different levels of responsibility and expertise, even though the field of work is the same. Deborah believes that job analysis and job evaluation are needed to form internally consistent compensation structures.
However, when Deborah submitted her proposal to her, Joan disagreed with her suggestion. Joan considered the system to hamper the company's ability to be flexible in the marketplace, and to consume much of the time and involvement of many staff. Joan felt it was better to use the time for something else, such as hiring new staff.
Based on the case study “Internal Consistency at Customers First”, please answer the following questions in three paragraphs! Thanks
FYI; PLEASE DONOT REPOST ANSWERS ALREADY ON SITE.
Do you think that job analysis and job evaluation will benefit Customers First? Why or why not?
What is your opinion of Joan’s view on job analysis and job evaluation?