Introduction

A main theme in the Compensation textbook is that compensation decisions should be aligned with an organization's
business strategy, values, and its business enviro11rnent. You will be the compensation decision maker for FastCat
charged with creating this alignment. Currently, FastCat does not have a formal compensation plan. Little systematic
thought has been given to employees' salaries. To remedy this situation, FastCat has hired you to bring some order to
the way their employees are paid. Combine the information in this manual with the information in your textbook,
classroom discussions, and your instructor's directions to arrive at your recommendations.

HOW THE PHASES FIT TOGETHER

Exhibit 1
Three Interrelated Phases The case has three interrelated phases that parallel the pay model
used in the Compensation textbook (Exhibit 1). The work you do
Phase I: Internal Alignment: Design an internal job
structure based on the work and its relative importance in each phase will lay the groundwork for the next phase. As you
to FastCat objectives. Job evaluation is a key tool. complete the three phases, you will address the same compensa
tion issues that managers face in organ.izations today.
Phase II: External Competitiveness: Price the struc
ture (i.e, choose a pay level) based on external market
forces, competitors' practices, and FastCat's objectives. Begin by reading FastCat's history. Pay attention t.o its values, the
Pay surveys provide the data. environment it faces, and what its leaders say about its business
Phase Ill: Performance and Management: Decide strategy. Then, establish FastCat's compensation objectives-what
how and how much to vary pay according to perfor you want your compensation system to achieve. Setting objec
mance; manage the system; control costs; and evaluate
tives is the first part of establishing the compensation strategy.
your work.

In Phase I, you will examine a sample of Fast.Cat jobs and design

a structure based on factors important for FastCat's success. Fast.Cat's history, its business, and what the company lead
ership says it wants to achieve will provide guidance for those decisions. The policies and programs you choose and
how you design them should help FastCat achieve its objectives.

In Phase II, you will design a market pay survey data that tells what FastCat's competitors are paying their employees in
specific jobs. Next, you will decide which competitors to benchmark FastCat's pay against as an input to your choice ofa
pay level for FastCat's jobs. You will then use the market pay survey data on pay level from these competitors and apply
that information to price (i.e., assign a pay level to) the job structure (based on job evaluation points) you designed in
Phase I. The result will be a pay structure. Software written for this case will help in this analysis.

In Phase Ill, you will recommend pay rates for individual FastCat employees within the pay structure. You will explore
possibilities for basing pay on their individual performance and/or the company's performance. You wi.11also recommend
a policy on benefits. Agai□, software written for this case will help your analysis. Additionally, you will recommend how
to manage your compensation system and evaluate your work in light of the objectives you set for it.

Keep in mind these important questions: How will your system help FastCat achieve its business objectives? Do your de
cisions from all three phases fit together and complement each other? Or will the effects of some decisions undermine
others?

Remember that you are not designing a ge□eric compensatio□ system that can fit any company anywhere. Rather, you
are designing a compensation system for a specific company and its specific business strategy and context. As you read
Fast Cat's history and its plan for moving forward, be alert for the unique circumstances the company faces.

As in the real world, you will discover that your classmates may look at the same circumstances at FastCat and make dif
ferent decisions. Much can be learned by explaining your decisions and understanding why your classmates made differ
ent ones.

At first you may ask, "What does my instructor want?" Many students are uneasy because the steps are not laid out in de
tail for each decision. This is deliberate. You are not being asked to feed back what is in the textbook. instead, think about
what you have read and the situation FastCat faces, and then apply your knowledge. As your experience and understand
ing increase, so will your ability to achieve the results you want with your decisions. Read the related chapters in your
textbook before you begin each phase to get a better sense of how the decisions in each phase fit the overall compensa
tion plan.
FASTCAT'S HISTORY

"The right care, at the right time and easy access to my health information." That's how one satisfied patient reacted at
Memorial Clinic. She was able lo make her appoi.ntment online, her medical records and description of symptoms were
available on-line to her physician during her appointment, and she could see her blood test results on a protected web site
later the same day. She could even see a graph of changes i.n them over time.

Before giving her a new prescription, her physician was able to check online for the latest i.nformation on any interac
tions with drugs she was presently taking.

This patients reactioDs are typical of patients whose health care providers use the medical communication software pro
vided by FastCat. FastCat was founded in 2008 by three engineers in Minnesota who found themselves unemployed as a
result of the Great Financial Crisis. AJl three bad worked on cutting edge projects for diffe-rent software companies. Pool
ing their experience and ideas they identified a niche that they believed was underserved: healthcare support software
for small and medium-sized medical facilities. Before companies like FastCat provided such software products, processes
for communicating patient information among health care providers, physicians and patients were fragmented and frus
trating for everyone. Health care providers were frustrated witb the rising costs of tracking patient medical data and filing
insurance claims. A thorough review of patient medical history before entering the exam room was a challenge. Getting
back test results was equally frustrating; call a week after the test, then wait for the doctor or nurse to return your call. To
get a compJete picture of the care a patient was receiving was time-consuming and expensive for everyone. There was
also little ability to share data with other providers or to use data to make better health care decisions.

Minnesota has a long history of physician - engineering partnersh.ips; Medtronic, St. Jude Medical, and many other
med ical device companies have started there. So it was not difficult to find several medical practices 1hat were willing
to work witl1the engineers to develop and field test their new software. While the objective of the software sow1ds
simple provide the right information to the right people at the right time to ensure tl:ie right care-the software itself is
not sim ple. Medical information is complex and varied· it includes diagnostic images and laboratory results often
produced by outside facilities. Procedures and information required for billing and i.nsurnnce reimbursement vary by
providers and by patients. Plus, privacy must be safeguarded at every step in the process. Web sites and internal screens
must be friendly to a wide variety of users. FastCat software streamlines the information flow, improves data reporting,
and helps ensure ac curate treatment. It helps eliminate process inefficiencies that are expensive to maintain and of no
value to either the pa tient or the physician.

A study done at one site found that "patients are more satisfied with their care and communicate better with their doc
tors" wl:ien the physician uses the technology to share information with the patient. As one patient commented, ''Now,
tbe doctor is always in."
Today, FastCat, a privately held company, has grown to 250 employees with.revenues of $45 mill.ion and net income of
$11J million. By focusing on leveraging information technology to improve care at small and medium-sized facilities
FastCat entered markets overlooked and underserved by larger companies. Behemoths such as IBM, Oracle and SAP pro
vide comprehensive enterprise software systems for companies in any industry, oot just health care. Other companies,
such as Epic Systems and Cerner, focus specifically on healthcare software systems, also known as electronic healtb
records (EHR) systems. These companies too are much larger than FastCat, with each having more than$ l billion in an
nual revenues and more than 5,000 employees. Epic Systems, located in Verona, Wisconsin for example, had revenues of
$2.9 billion last year, and 10,000. employees. An example of a recent Epic customer is Oklahoma University Medicine,
which has 11,000 employees and scores of facilities across the state.. It is investing $200 million to implement Epic's
EHR system over a 5 year period. As another example, Mayo Clinic Health Systems invested $1.5 billion in an Epic EHR
system. Mayo has 52,000 staff and 90 hospitals and clinics. However, such systems and such cos1s arn way too expensive
for FastCat customers and way too complex. Because it has kept its focus on the patient-physician interface in ways that
improve patient care, FastCat has built a reputation for some of the best medical software available today and it has built
a customer base of smaller providers not served by the very large healthcare software companies.

TODAY'S NEW REALITY

Exhjbit2
Revenues by Year
'The elephants are trying to sit 011 us!" That is how Sonja Elian, one of the origi
40.0 nal founders and a Senior Fellow, describes the increased competition that FastCat
28.9 30.4 faces today. Epic and Cerner dominate EHR in large hospitals. However, the ma-
30.0
jority of growth in EHR is coming in small hospitals. Epic and Cerner are major
20.0 players here also, but are less dominant. importantly, small hospitals account for
10.0 the bulk of the growth in EHR contracts. Ambulatory (outpatient) facilities are an
other somewhat separate EHR market. FastCat is focused on competing for these
0.0
customers. Elian believes that FastCat can win the challenge. "We are more nim
2 Years ago 1 Year ago Current year
ble. The big guys claim they customize their software and services to meet the
customers' needs, but all they do is tweak their standard packages." While FastCat
is definitely smaller, it aims to use that to its advantage in better meeting customer needs, especially small hospitals and
ambulatory facilities.

Ratio of Revenue to Employment Costs

Exhibit 3
% Revenue from New Customers
FastCat had been feeling the heat. While FastCat recently expanded its head count
50% to about 250 employees to better serve its client base and capitalize on growth in
40% the industry, its revenue growth, while improved (see Exhibit 2), so far has not
40%
30% been as strong as hoped. Customers facing their own financial pressures are
30% "'"0' telling FastCat representatives that they need more concrete proof that the FastCat
20% software will be a better investment than that offered by FastCat's competitors.

10%
FastCat founders realized that they must now not only be more innovative in their
0% approach to current customers, but must also reach out to new ones in order to
2 Years ago 1 Year ago Current year boost revenue growth. Exhibit 3 shows that most ofFastCat's revenues come from
existing customers. The percentage of total revenues generated by new customers
has increased of late, but the question is whether it is high enough. If not, what can be done to increase it?
In 2009, Congress passed legislation (the 2009 HITECH Act) that uses incentives and penalties to get health care
providers to implement programs to improve health care quality, safety and efficiency through the promotion and mean
ingful use of health information technology .including EHR.. (Meaningful use requires meeting objectives related to im
proved patient care as established by the Centers for Medicare and Medicaid Services.) This accelerated (indeed,
"exploded'' according to some) the growth in the market for EHR and the opportunities for FastCat (ibut also its
competi tors).

How much growth can FastCat's industry expect? According to most projections ...a lot. Specifically, 6% annual growth
is projected over the next 5 years, which is 2 to 4 ti.mes larger than recent growth in the economy overall. At the same
time, there are important notes of caution for small companies like FastCat. Larger hospitals are purchasing smaller hos
pitals and smaller physician practices, the kinds of customers FastCat now serves. In these cases, hospital executives may
look to reduce the number of vendors they have to deal with to simplify things, to get better pricing, and to allow them to
focus more on providing health care to patients. [n some cases, dealing with just a single, large vendor may be seen as the
solution. This trend is a major potential threat to FastCat. In addition, as one company noted in a recent annual report to
investors, "Competition in the market for clinical information systems [and EHR] is intense, and increased government
spending may entice more companies to enter the marketplace .".

The question for FastCat is: how can it best position itself to take advantage of the tremendous growth in the industry
while recognizing that its competition will be looking to do the same and that its largest competitors will be all too happy
to help smaller companies like FastCat become a historical footnote? Also, FastCat must decide how much priority to
give to grmvth as opposed to cost discipline. Growth, without keeping a11 eye cost control, runs the risk of FastCat's prod
ucts and services becoming too expensive for its customers. Even if customers are less sensitive to costs in the next few
years because of the urgency to implement/upgrade EHR software, at some point, the tremendous industry growth will
be followed by the inevitable consolidation and shake-out of companies once things return to "normal." FastCat must
make sure its cost structure allows it to weather that coming storm and be a competitive company going forward from
that point.

FastCat must also assess how the substantial industry growth will affect the labor market for key employee skills that
FastCat needs. How much will hiring increase in the industry? If everyone increases their hiring, what kind of pressure
will that put on salary and total compensation levels? Are there certain core job/skill areas that will be especially critical
for FastCat? What will it take for FastCat to recruit and retain enougb talented employees to take advantage of the ex
panding demand for EHR and related products in the industry? Will FastCat find that its better people increasingly get
courted by competitors? What will FastCat be able to accomplish if gets its pay strategy right and what might happen if
FastCat gets it wrong? Making "seat of the pants" or ad hoc compensation decisions is starting to look Like an approach
that FastCat can ill afford and which may put it at risk.

In response to this 11ew reality in the competitive environment, the founders and several key employees formed the"
ew Reality" team to assess what is right at FastCat, wbat is wrong, and where the company needs to go in light of
current condjtions. The assessment covered financial conditions, customer expectations, and the quality of FastCat's
engineering and marketing talent.
 TODAY'S NEW REALITY: FINANCIAL CONDITIO S
Exhibit 4
Produdivity (Revenues/Employment Costs)
Revenue growth is a key financia] metric for any company. FastCat's revenue growth and
business success depend on the talents of its people. Its recent workforce growth seems to
2.6
2.5
2.5 have contributed to a rebound in revenue growth. Hmvever, the recent expansion of its
2.4 work force has also translated into lower productivity (revenue/employment costs, Ex
2.3 hibit 4) and into employment costs becoming a larger percentage of total expenses (Ex
2.2 hibit 5). evertheless, FastCat's software continues to have a reputation for outstanding
2.1 quality and high reliability and FastCat wants to have enough employees in place to capi
2.0 talize on growth opportunities. The founders beljeve "the 'Cat' is bouncing back"-it is
1.9 rekindling revenue growth. ow, it needs to improve productivity, even as it recognizes
2 Years ago 1 Year ago Current year that some inefficiencies are often inevitable during a period of rapid growth and hiring. To
do so, FastCat must become more strategic in its approach to markets and customers.
FastCat's leaders are pl.lJ'suing a three-pronged strategy. One part is to drill deeper into its
current client base with new products. Another is to expand the base to new categories of
Exhibit 5 participants in health care. The third is to expand into new geographic markets. Exhlbit 6
Employment Costs/Total Expenses shows the percentage ofFastCat revenues attributed to new products. There is room for
66% growth here. The ew Reality team sees .innovation as ctitical to sustain its advantage
64% 63% over competitors. FastCat hopes to deepen its client base with several new products that
62% are just coming out, including one called "Your Doctor Makes House Calls." ''House
60% Calls" is software that automatically calls elderly/infirm patients every day and asks them
58% a series of questions in order to assess their health. If patients do not answer, respond to
56% questions in unusual ways, or if they request assista11ce, a medical staff is alerted to follow
54% up. Doctors can sign up patients for this service, or a family member may request it.
52% There is also a telehealth (remote care) component, which is expected to contribute to
2 Years ago 1 Year ago Current year large growth, as its accelerated use dw·ing the Covid pandemic is expected to be lasting.

Another new product focuses on the physician. "Facts at Your Finger Tips" is an applica
tion that permits doctors to update themselves on the very latest research related to spe
cific conditions. It makes practicing medicine based on research evidence more feasible.
Exhibit6
% Revenues Due to New Products It even has an expeti system embedded in the software that suggests "Best Practices"
recommended treatments-based on symptoms and patient history. 'Finger Tips" also
20% 19-%
offers physicians summaries of recent research related to their specialties. Finally, Fast
15% Cat has developed mobile apps (''Mobile Care") that allow patients to access their health
information (e.g., recent blood pressure readings, test results, appointments) and physi
10% cians on the go to access patient health records easily and quickly. Finger Tips", ''House

5%
Calls", "Mobile Care" and other products under development are aimed at not only
deepening the relationships with existing customers and adding to revenues, but also at
0% tracting new categories of customers, such as physicians in a solo and/or small practices.
2 Years ago 1 Year ago Current year This is the "Expand Sideways" part of the FastCat strategy.

The third part of the strategy is to begin to take its products nationwide and explore its
international potential. To date the majority ofFastCat customers are in the Midwestern United States. Health care providers from
other countries are looking at the feasibility of adapting components of FastCat's software for their unique situations. FastCat bas
formed a team to identify initial international sites to field test its software under local condjtions. This team may also choose to
consider whether certain types of work (e.g., programming) currently done by U.S. FastCat employees can be done with the same
quality, but at a lower cost overseas and closer to overseas customers.
 As part of these new initiatives, FastCat is also ramping up its Application Services and Management Solutions. This in
volves training programs for medical staff, physicians, as well as patients. On-line tutorials will allow everyone to under
stand what information is available to them and how to get it. Sonja Elian reports "We are taking a page from these big
competitors. Applications management, training and updating are high-margin, very profitable parts of the business."
FastCat is expanding its services to help insure that its software tools remain high value to customers and their patients.
FastCat is beginning to write long-term contracts to provide services for users of its software applications.

TODAY'S NEW REALITY: FASTCAT EMPLOYEES

Because of the importance of its engineering and marketing talent, members of the "New Reality" team visited key
indi viduals in this group to assure them of their continued importance at FastCat and to solicit their -ideas for FastCat's
future directions,

Exhibit 7
Employee Engagement {% of employees who agree with statement)

FastCat ■ Naitionall Survey

I understand how my pay is determined

74

I always trust management to communicate honestly

My organization is well-managed

When II do a good job, my performance is rewarded

I am willing to go ''above and beyond" in my job to help 72

this organization be successful 72

I am seriously considering leaving this organization

I would recommend my organization as a good place to

work

I feel a strong sense of commitment to this

organization

0 20 40 60 80 100
% of employees who agree with
statement
All those interviewed agre·ed that the company's future is closely tied to the quaUty of its software engineering and mar
keting talent. FastCat believes its talent is the cream oftbe crop, and it wants it to stay that way. At its core, it is a technol
ogy company with a commitment to providing its customers with high-value software 011 time and on budget. It must
maintain this reputation as it goes fonvard.

FastCat has always sought to hire individuals who are flexible and innovative enough to accept change. Employees pos
sess strong problem solving skills, initiative, and ingenuity. Entry level technicia11s can be hired with little or no prior
work experience, but they must demonstrate strong math and interpersonal skills. Engineers usually have several years of
experience before FastCat hires tl1em. Because of the specialized nature of its software, FastCat prefers to promote peo
ple from within FastCat to higher-level jobs rather than from outside, as internal candidates will already be familiar with
FastCat products and its client base.

The individual interviews were followed up with company-wide surveys to measure the depth of feelings and solicit sug
gestions on focusing employees toward the future. Part of the survey results are shown u1 Exhibit 7. To put the responses
in context, the HR manager borrowed some items from a recent Mere.er survey on "employee engagement." According to
a Mercer press release "hl today's demanding business environment, employers want employees who are not just satis
fied, but truly engaged in their work and the success of the organization. We characterize engaged employees as those
who feel a vested interest in their employers' success and who perform at levels that exceed their stated job requirements.
These employees willingly contribute discretionary effort that helps to drive business performance and establish a source
of competitive advantage."

FastCat employees (who call themselves 'Cats') do not seem to be as "engaged" as the owners would like. Only 50% said
they felt ' a strong sense of commitment to this organization" as opposed to 60% agreement in a U.S. sample. Also of
concern, 21% say they are seriously considering leaving FastCat. However, tlmt is lower than the national average of
32%. So, framed more positively, indicates that most (79%) FastCat employees are not looking to leave. (lt would be rel
evant to know which 2 I% it is that is thinking of leaving.) Another positive survey result is that most (72%) of Cats agree
that they are "willing to go 'above and beyond' in my job to help this organization be successful." evertheless, the per
centage ofFastCat employees who say they understand how their pay is determined, that good perfonnance is rewarded,
and that the organization is well-managed is lower than FastCat might wish.

Employee Attitudes: What Do the FastCats Think?

1n the comments section of the survey, employees said they understood that changes were necessary. [n fact, they wel
come change and expressed strong interest in becoming involved. However, they are now uncertain about what they
should be doing to help FastCat succeed. One even described FastCat as having "already lived seven of its ni.ne lives;
tl1e most fun is already behind us." Others worry that the competiti.on is going to "run over us." Yet employees feel
very proud of how FastCat software has helped doctors care for their patients. They especjally like hearing positive
reactions about the software from patients and physicians. This clearly makes the FastCat,s "feel like we are making
contributions through our work" But they are uncertai!l about the foture. "Where are we going from here?" and "what
is FastCat's plan for the near term and longer term?" In spite of some dissatisfaction in some areas, employees are
proud of the reputation FastCat has for its innovative software. They believe FastCat products do help their customers
provide better health care. They are enthused aboutthe creativity of their coworkers and the company's innovative
applications. However, they re main wary about its growth prospects under current economic conditions and the furure
directions of FastCat.
TODAY'S NEW REALITY: CUSTOMER VIEWS

The last part of the' ew Reality" team's information gathering was visits and surveys to all its customers. The results,
Exhibit 8, show the good news. FastCat customers continue to be pleased with the software as well as the FastCat
representatives they have contact witb. ]11 spite of employee uncertainty over FastCat's direction, it is clear that FastCat is trying to
serve its customers. Customers describe FastCat representatives as "responsive and knowledgeable" and as trustworthy. Most
importantly, customers definitely feel that the FastCat software adds value. One doctor commented that he is able to see more
patients and have greater confidence in his decisions when he used the sofu.vare. Another doctor who piloted "Facts at your
Fingertips" said that she partic ularly liked being able to compare her recommendations for patient treatment with what outside
experts recommended. A third doctor said, "At last, it is easier and faster to get a complete look at what's going on with my
patients." On the other hand, FastCat customers have questions about the cost ofFastCat's products and some have concerns
about the tin1e it takes to get FastCat prod ucts up and running smoothly.

Finally, using other data, FastCat has analyzed its revenue sow-ces. FastCat discovered that it is maintaining some customers viho
generate high costs relative to project revenues. For a variety ofreasons {often related to the quality of their employees), these
customers consistently require more resources from Fast.Cat. The contracts that were signed may have been necessary to get these
customers on board but they are contributing little or nothing to FastCat's profits. They must be restructured to make them worth
the resources FastCat is devoting to them, or they must be "fired." A new approach to service contracting may solve this issue.

FASTCAT BUSINESS STRATEGY: THE CAT COMES BACK

Concepts such as the Balanced Scorecard highlight the importance of employee and customer attitudes as important leading indi
cators and drivers of future financial perfom1ance. FastCat too sees its relationships with customers and employees as keys to its
future success. The' ew Reality" team's recommendations to "Drill Deeper" into its existing customer base with new
offerings

Exhibit 8
What FastCat Customers Think
(1 = strongly disagree 7 = strongly agree)

Overall satisfaction with FastCat software

FastCat software iis 1Jnique and innovative

FastCat so.ftware adds value 5.8

FastCat products are worth their cost

FastCat product delivery time is reasonable

FastCat representatives are responsive & knowledgeable 5.9

FastCat ,representatives are trustworthy

1 2 3 4 5 6 7
and service contracts, "Expand Sideways" with new customers, and "Expand Territory" nationwide, even globally, are exciting and
challenging. Today's healthcare practices demand greater efficiency, increased productivity, strictel' accountability, tighter security
and more rigorous cost contaiiunent. FastCathas software that it feels meets these demands.

All parts of the FastCat strategy require a great deal of creativity from the engineering and marketing staff. They also require
close collaboration between marketing and engineering so that engineers are not producing products that do not have a ready
market. Marketing people must better understand how to broade11 applications and services within current customers. They must
also begin to sell the software in new territories. They mus1 figme out ways to help FastCat customers operate more efficiently so
tbat FastCat makes more money. Right now, engineers still develop products for each customer pretty much in isolation, with
only li.mited discussions with either marketing people or directly with customers. The technicians test the systems and focus on
quality assurance. Finance, marketing and sales are involved later in the process. The ew Reality team believes that interaction
with current and potential clients will help the engineering staff better understand and be responsive to the market. So the rela
tionship and work flow between marketing, engineering, and tecbnical employees need. attention.

FastCat leaders lmow that even though current and potential customers will be increasing their spending on EHR/meaningful
use compliant software, the competition will continue to be fierce. The marketing message is, "We deliver cost-effective
solutions to make medical care providers more productive at every step of the way." The message to employees is 'every single
one of us must be vigilant in both driving revenue and managii1g costs. We must be sure our casb reserves are directed to our
business ob jectives. We remain committed to creating value for our customers."

Employees must be re-energized and refocused on the new strategic directions. According to the ew Reality team report, "Too
many people are looking in the rear-view mirror." "People continue to look back at the high-flying early years instead of
looking ahead to FastCat's future." FastCat needs highly committed employees who work together to support improved health
care for its customers' patients. To do that, all employees must share the vi.sion of where the company intends to go. A new
mission state ment, shown in Exhibit 9, has been sent to all employees. It is called the ''Partnership for Success." FastCat
believes its emphasis on teamwork and innovation ,viii put its three-prong strategy into practice.

YOUR FIRST PROJECT AT FASTCAT: RECOMMEND OBJECTIVES

Congratulations! FastCat was extremely impressed by your employment interview, and wants you to start today as their first
compensation specialist. Chapters 1 and 2 of the Compensation textbook, thi.s casebook, classroom discussion, and your
instruc tor will be your sources of information to complete tbis project. Fas1Cat knows it needs a compensation system that
will reflect its changing strategic direction and vision and help the company succeed.

COMPENSATION AT FASTCAT

Th.ink about FastCat's present and fuhU"e. What factors in its business environment (Competitive pressure? Regulatory pressure?
Labor market pressure? Changing customer needs? Othel'S?) are impinging on FastCat today? What factors are likely to become
more important (or less imp011ant) in the future? How should FastCat respond? What is FastCat's business strategy? How does
FastCat plan to compete? Information on these first two issues is found in FastCat l::iistory. The New Reality team has identified a
number of pressures and laid out a business strategy. in light of those pressures. What is FastCat's ffR philosophy? What
are the company's values? How must the compensation system be consistent with these values? How can it communicate
and reinforce these values? Be sure you consider what the Reality team says in its message to employees about the Part
nership for Success.
 Exhibit 9
FastCat's Mission Statement

FASTCAT'S MISSION:
A PARTNERSHIP FOR SUCCESS

To exceed our customer's expectations of value, dependability and reliability by focusing on

innovation and teamwork; to help our customers succeed; to support and share with our
employees; and to respect and recognize individuals and their performance contributions.
The key to our success is our Partnership among customers and all FastCat employees.
Together, we can maintain the irmovation and enthusiasm that have served FastCat so well.
We measure our success by our customers' success.
We must produce innovative, high-quality solutions and unsurpassed service to our customers
that our competitors will find impossible to match. These solutions will be designed in
collaboration with our customers.
Individual employees remain the heart of FastCat. Each one of us makes a difference.
Together, we work as a team.
Our customers are part of this team to deliver cutting-edge solutions.
Innovative solutions depend on each of us, the FastCat cadre.

[t is too soon to propose specific compensation practices. However what is necessary at this point is to recommend a set
of objectives that supports FastCat business strategy and that you think FastCat should be able to achieve with the com
pensation system you are about to design.

OBJECTIVES FOR FASTCAT'S COMPENSATION SYSTEM

Combine what you know about FastCat's business strategy and your analysis to recommend compensation objectives for
FastCat. You should consider:

• FastCat's Performance. Profits, revenue growth, customer satisfaction-should they be in your objectives?

• FastCat's Employment Costs. Do the trends it1 the cost ratios in Exhibits 4 and 5 raise any concerns?

• FastCat Employee Attitudes and Behaviors. Turn back to tl1e customer and employee survey information in Exhibits
7 and 8. Should FastCat use pay to influence employee behaviors? Wl:Jat behaviors are vital to FastCat's business strat
egy? Where do people's decision to join, stay and work smarter (attract, retain motivate) fit?

• Legal Compliance. How should FastCat manage pay in Light of laws and regulations? (At this stage, we have not said
much about legal issues. However, it is important to keep this consideration in mind.)
PHASE 1
 PHASE I (Internal Structure) STEPS:

Step 1: Recommend Strategy and Objectives

A. How will your internal structure strategy support objectives?
B. How detailed/tailored versus flexible is your recommended structure?
C. How hierarchical versus flat is your recommended structure?

Step 2: Recommend an Jnternal Structure

If You Recommended a Job-Based Internal Structure:

A. Describe the process used to des1gn the plan.

B. Specify whether you recommend a single versus multiple structures.
C. Describe your plan. What compensable factors & weights are used and how
do these relate to business strategy, work, and values?
D. Apply your plan to the jobs and describe your resulting structure. Use a "picture" (i.e., an exhibit)
to show your structure. If you used point-based job evaluation, show the hierarchy of jobs based
011 their job evaluation points (total and for each compensable factor).

E. Evaluate your job-based structure and evaluate whether ii will be successful in executing
your recommended' strategy and achieving your recommended objectives.

If You Recommend a Person-based lntemal Structure:

A. Describe the process used to design the plan.

B. Specify whether you recommend a single versus multiple structures.
C. Describe your plan.
D. Apply your plan to the jobs and describe your resulting structure. Use a "picture" (i.e.., an exhibit) to
show your structure. Th,e picture of your recommended structure should show skill blocks or
competencies, their levels, and how they are weighted..
E. Evaluate your person-based structure and evaluate whether it will be successful in executing your
recommended strategy and achiieving your recommended objectives.

Step 3: Recommend an Implementation Plan

A. Include a manual with enough information to apply the plan..
8. How will the structure be maintained over time? Is t'here flexibility to change?
C. How will the process and communication issues be managed?
BACKGROUND
Chapters 3 through 6 of the Compensation textbook discuss the need for intemal alignment in a pay system. l11ternal
alig11me11t means that FastCat work forms a structure based 011 factor(s) that are impo1·ta11t for Fas/Cat's success. The
structure that results from this alignment will seJ"ve as one basis for pay decisions in Phase II.

The number o_f levels and the criteria used to determine the levels help form the i11ternal structure. Because internal
structures are meant to reflect the organization design and the flow of work, some are more hierarchical with multiple
levels compared to others which are flatter with fewer levels. Structures typically pay more for work tbat requires greater
knowledge to perform, generates results that are more valued, and is performed under less desirable working conditions.
The criteria w,ed to determine the number oflevels can be either job-based (job evaluation) or person-based (skill/com
petency). Keep in mind that you will be determining the pay rates for the structure in Phase II.

Exhibit 10 shows an organization that uses four different structures. Each is created using separate criteria in separate
plans. A job evaluation plan was used for the administrative work. A different job evaluation plan, using different
com pensable factors, was used for the manufacturing group. Person-based plans were used for the technical group
(skill based) and managerial employees (competencies). The result of these four plans is the internal structure shown in
Exhibit 10. Another compensation manager might have used fewer plans to simplify the bureaucracy and as shown in
Exhibit 10 created a flatter structure with fewer levels.

How Will I Know Internal Alig11111e11.t When I See It?

According to Chapter 3 of the Compensation textbook, a well-aligned structure supports the work flow, is fair to employ
ees, and directs their behaviors toward organization objectives. "Fair to employees" implies equal pay for equal or sjmilar
work and acceptable differentials for dissimilar work. A well-aligned structure is also easier to explain to employees,
more efficient to administer, and more cost-effective. Keep these requirements in mind as you make your decisions in
Phase I; use them again to judge both your results (the internal structure you recommend for iFastCat) and your plans (i.e.
job and or person based) in your report.
 Exhibit 10 Four Structures within an Organization

MANAGERIAL TECHNICAL MANUFACT- STEP 1:

SUPPORT RECOMMEND
Competency- Skill-based URJNG Job Evaluation
based Job Evaluation
STRATEGY AND OBJECTNES
Before you began Phase I, you considered the compensa tion
implications of FastCat's business environment and linked that
Vice Presidents Head/Chief Assembler I Office
environment with FastCat's business strategy and values. You took the
Engineer Inspector I Manager
first step to develop FastCat's compensation strategy byspecifying the
objectives for the compensation system. Now, recommend a strategy
on in ternal alignment for FastCat and explain...
Division Senior Packer Admin
General Engineers Assistant A. How WillYour Recommended
Managers
Structure Support the Strategy and
Managers Engineers Materials Principal
Objectives?
Handler Secretary
Inspector II You know from Chapter 2 in the Compensation textbook that
companies may propose similar objectives but have different
strategies to achieve them. So even if all your colleagues in
Project Leaders Senior Assembler II Word
Technicians Processor II your class recommend the same compensation objectives for
FastCat, you will likely decide on difterent strategies and
dif ferent plans (e.g. job evaluation plans with different
Supervisors Technicians Drill Press Clerk factors) to achieve them.
Operator
Chapter 3 calls out two strategic choices: (I)
how"tailored" to organization design and work:flow to
make the structure, and (2) how hierarchical versus flat it
Machinist I Messenger
should be.
 B. How Tight to Tailor (How Many Structures)?
Should detailed descriptions of the work be used to create multiple (e.g., four as in Exhibit 10) distinct structures with
five levels? Or should work expectations be kept more fluid, with work defined as broader roles, as in Exhibit 11 which
uses three levels in (fewer) two structures? Jump ahead to take a peek at Step 4 in Phase II. There you will find sur
vey data showing how organizations typically use and design pay grades. Use this information to begin thinking
about the number and size of grades you will recommend.
Exhibit 1I Two Structures In the
Same Organizatton with the Same Which approach will help FastCat achieve its compensation objectives? What will best sup
Work port its business strategy? Which approach will support employee movement and career paths
with.in FastCat? Which approach will convince FastCat employees that they are being treated
equitably?
PROFESSIO AL SUPPORT
The advantage of a tightly tailored structure based on detailed descriptions is that it can help reduce
Person-based Job Evaluation uncertainty about what is expected of employees. (Plus, it provides work for job ana lysts.) Is th.is
what FastCat needs? A more loosely tailored structure allows more fluidity in work assignments
but risks separating what employees are actually doing from the description of work. Will a tightly
(or loosely) tailored structure help FastCat satisfy its customers and generate revenues?
Level 3 Band 3
C. Hierarchical versus Flat?
Your answers to these questions will be a matter of degree. It is not either/or. Thinking about
Level 2 Band 2 these questions may help you place your Phase ] decisions within the broader perspective of
the entire human resource management system. Keep focused on bow to support FastCat's
strategic goals-how to help FastCat win.

Levell Band I Describe how your internal alignment strategy will help FastCat meet the compensation objec
tives you already called out. Use the examples in the Compensation textbook as guides. Be
sure to include a statement of your Internal Alignment Strategy and your rationale for recom
mending it.

STEP 2: RECOMMEND AN INTERNAL STRUCTURE

... What you discuss here depends on whether you are recommending a job-based versus a person
based structure ....

***FOR JOB BASED STRUCTURES***:

In practice, the process of creating an internal structure starts with job analysis that describes the similarities and differ
ences in work within the organization. That step has already been done. The results are the FastCat job descriptio11s thflt
begi11 at this end of this chapter. Although there are more than these jobs at FastCat, these are the only ones to use in
your analysis. However, keep in mind that this is 1101 a representative Sflmple. That is, you cannot draw conclusions about
the number of engineering jobs versus the number of marketing jobs at FastCat based on their proportions .in the sample.
A. Process Used to Design the Job-Based Plan

If you involve other groups of FastCat employees or managers in designing your plan tell the nature of that involvement,
and what purpose it will serve. The Compensation textbook discusses who might be involved in the process.

B. Single versus Multiple Plans

The sample of FastCat jobs covers at least four job families: engineering, marketing, technical and administrative work.
You have three different options for building an internal structure at FastCat. One is a single structure that includes all
job families and uses the same plan to evaluate all jobs. Or, you could create two structures. One structure might include
en gineers and technicians and another one marketing and administration. You could even use four structures with a
different plan for each job family. The organization in Exhibit 10 uses four structures, Exhibit 11 shows two structures.

A single plan may seem the least bureaucratic and communicate a common value system. But a single plan may not ade
quately evaluate all positions. You may also find in Phase II that it makes it harder to compare pay rates in the market.
Four structures may seem the best way to be sure all jobs are accurately described on factors that are important and spe
cific to the work. But structures create boundaries. Each structure creates another boundary within FastCat. So each
boundary you create should add value to FastCat. FastCat faces different external market conditions for engineers. Plus,
they are vital to the company's strategy. So it may make sense to propose a separate structure for engineers. Do any other
job families require separate structures? Keep in mind that the enhanced ability to attract and retain key talent (engineers,
marketers) must be enough to offset the increased bureaucracy created by the additional boundaries.

If you decide that more than one plan makes sense, you may wish to use a person-based strncture (based on competen
cies and/or skills) for part of the work at FastCat. That option is discussed below. If time permits, this project offers a
low-risk opportunity to gain some experience with person-based structures. However, many teams will not have time to
do this. Be sure to check with your instructor before you recommend such structures.

How to Decide What Makes Se11se for FastCat?

The following questions will help you decide whether to use a single or multiple plans. (You do NOT need to answer all
these questions i11 your written report. They are included to help guide your thit1king in making your recom111enda
tio11s.)

What strategy did you recommend for internal aligmnent? Did you recommend "tight" tailoring, or a more fluid ap
proach? How does the number of plans relate to hierarchy? Think through the implications of your alignment strategy on
the number of plans to use.

Think about FastCat's business strategy. It depends heavily on engineering and marketing. Will putting engineering in the
same plan with administrative jobs make it easier or harder for FastCat to keep its focus on engineering?

Think about the compensation objectives you specified. Do they lead to any conclusions about the number of plans to
use?

C. Describe your Job-Based Plan

Job-based plans vary in their complex.ity and in what factors in the job are to be used as a basis of evaluation. The Com
pensation textbook lists the advantages and disadvantages of various approaches to creating ajob-lbased plan. Remember
that the point of your plan is to identify similarities and differences in the content of the work. Are these differences that
FastCat should pay for? Be sure that the differences and similarities your plan identifies are the right ones for FastCat.
Exhibit 12 Defining and Scaling a Compensable Factor
Describe your plan(s) in detail ff you use compensable
Factor: Mental Demands factors, define them; tell how you chose them, how you
Definition: The mental capacity to perform the given job, expressed in scaled them, and how you weighted them. Exhibit 12 de
resourcefulness in dealing with unfamiliar problems, interpretation of data
fines and scales the compensable factor Mental Demands.
DEGREE POrNT UESCRIPTI01 OF CHARACTERISTICS
VALUE The following section provides some additional help in
developing compensable factors. But be sure to check
Seldom confronts problems not covered by job
I
I
25 routine or organization policy; analysis of data is Chapter 5 in the Compensation textbook for more detail
negligible. on designing a job evaluation plan.

Follows clearly prescribed standard practices and

involves straightforward application of readily
1. Choose Compensable Factors
2 50 understood rules and procedures. Analyzes non-
complicated data by established routine. Compensable factors reflect how work adds value to the
organization. They flow from the work itself (see the job
I Frequently confronts problems not covered by job
routine. Independent judgment exercised in descriptions at the end of this phase) and the strategic di

3 75
making minor decisions where alternatives are rection of the business (see the earlier introducto,y mate
limited and standard policies are established.
rial about FastCat).
Analysis of standardized data for info mation of or
use by others.
a. Consider FastCat's Business Strategy and
I
Exercises independent judgment in making 11,/ues
decisions involving non-routine problems with
general guidance only from higher supervision.
4 100 FastCat's exe-cutives are the best source of information on
Analyzes and evaluates data pertaining to non-
routine problems for solution in conjunction with the company's business strategy, values, etc. Re-read those
others. sections of the casebook to glean possible compensable
Uses independent judgment in making decisions factors. What does FastCat value? For example, does Fast
that are subject to review in the final stages only. Cat achieve competitive advantage through product inno
Analyzes and solves non-routine problems
5 125 vation? If so, tl1en the degree of innovation required to
involving evaluation of a wide variety of data as a
regular part of job duties. Makes decisions perfo1m each job may be a compensable factor. After all, a
involving procedures. good way to reinforce innovation is to signal its impor
Uses independent judgment in making decisions tance by including it in the pay system.
that are not subject lo review. Regularly exercises
6 150 developmental or creative ability in policy Look over FastCat's mission statement. What compensable
development.
factors are included in the statement? For example, Fast
Cat's ''Partnership for Success" says:

We must produce innovative,.high-quality solutions....designed in collaboration with

our customers.

Should compensable factors reinforce collaboration? If yes, then FastCat may want to give greater value to jobs that re
quire greater collaboration. You may want to create a list of possible compensable factors and tl1eir sources (e.g., mission
statement, business strategy, job desctiptions).

b. Consider the Work Itself

Wbat do the job descriptions stress? If the majority of them stress the importance of product quality, then responsibility
for quality may be a compensable factor. Iftbey emphasize superior job knowledge, then perba.ps breadth and depth of
job knowledge should be a compensable factor. Employees also provide an invaluable perspective on what they think
the company values (or should value) in their jobs. Most companies have a process for employee participation.
c. Narrmv your List
By now you have probably got a lengthy list of possible factors. The text discusses practical issues such as how many fac
tors to use, bow to increase acceptability, and avoiding overlap. For example, are "creativity required" and "innovation"
both getting at the same thing? If they are, then using both factors will doubly reward jobs in which the factor is important

d. Refine your Dejinitio1t

Defining a compensable factor requires that you visualize the responsibilities of jobs that vary widely on the factor being
con sidered. For example, suppose that FastCat decides that client interaction is central to its business. How does client
interaction vary? To answer the question, think of three jobs that represent different points on a client interaction continuum,
such as:

administrative assistant 11 project support assistant client account leader

ow ask the question, "How does client interaction differ among these jobs? One obvious way is the fi'equency of con
tacts. Tracking expenses requires little client interaction. Scheduling meetings requires quite a bit.

But is frequency the only way interaction differs? For example, the project support assistant may interact more frequently
with clients than the client account leader during the course of a single day. Would you rate the project support assistant
job as high as a client account leader on client interaction? Why or why not?

Clearly, the nature of client interaction may make a difference. A project support assistant asks and answers simple fac
tual questions. A client account leader must ask questions to identify client needs, persuade, negotiate prices, and resolve
differences. So the type of interaction is important, too.

Exhibit 13 Sample Job Evaluation Form

Are frequency and type of client interaction sufficient for your definition?
The answer depends on the company. Many companies have broadened
the definition of clients to include other employees within the company. For
Compensable Factor Degree x Weight = ex ample, what is the frequency and type of interaction between the
Total engineer ing jobs and the marketingjobs? ls this interaction important to
(1 thru 5)
FastCat?

Working Conditions (1 2 3 4 5) X _ = _2. Scale the Compensable Factor

Environment Hazards
Once a factor is defmed, you need to scale it. Patt of this job is already done. In our example
for the factor "client interaction" we have already identified as subfactors frequency and
Skill (12345)x_=_nature of contacts and whether they are internal or external.To scale factors, think of the
Education specific jobs and how they differ on each of the subfactors. Set up a continuwn on these
Experience subfactors and attach factor degrees to points on the continuum.
Mental
Manual/Specific
3. Weight the Factors Based on Their Importance
Effort (12345)x_=_
Physical Once degrees have been chosen, defined, and scaled, factors can be weighted
Mental based on the importance of each factor. For example, each degree of client in
teraction may be worth two points, or 20 points, or 40 points. Chapter 5 in the
Compensation textbook should help you with scaling and weighting factors.
Responsibility (1 2 3 4 5) X _ = _
Effort of Error A sample job evaluation form is shown in Exhibit 13. The left column
Inventiveness/Innovation includes four compensable factors with subfactors. The column on the right
aUows room to circle the degree of each factor a job might contain and
multiply that degree by the factor weight to arrive at the JE points for the
factor. The sum for all factors gives the JE points for the job.
D. Apply your Plan to FastCat Jobs and Describe the Results

Be sure to secure approval by FastCat's top management for your proposed factors and degrees. You will increase your
chances of obtaining this approval if you can clearly demonstrate how your factors are related to FastCat's business strat
egy.

Once you have designed your plan, apply it to the FastCat jobs in this manual. Include a picture (i.e., a chart) showing
your resulting structure. If you used a point-based job evaluation system, your picture/chart should show all FastCat jobs,
their total job evaluation points, and their job evaluation points on each compensable factor.

As you analyze the job descriptions and apply your plan, you may discover jobs that have similar content and differ by
only a small number of points. These are good candidates for combining into a single job. What are the advantages to
FastCat of combining jobs? What are the disadvantages? ff you do combine jobs, show which ones.

E. Evaluate Your Job-Based Structure

Evaluate your structure to be sure it is consistent with FastCat's business strategy, values and compensation objectives. ls
work more central to FastCat's strategic mission ranked higher? Are employee career paths clearly suppotted by your
structure, e.g., will moving from one job to a higher one in the structure give the employee increased responsibility?
What message does your structure send to employees regarding promotions, continuous learning, and flexibility?

***FOR PERSON-BASED STRUCTURES***:

Before 11011 begin, check with vour instructor to determine if this step is required, optional, or omitted. Not all
Ask Your
classes will liave time to design a person-based pla11. lf your instructor decides to omit this option, then (])
Instructor
be sure all 24 jobs are included i11 your structure, and (2) skip to STEP THREE: IMPLEMENTING THE
PLAN.

A. Process

Begin as when you developed compensable factors for your job-based structure by examining the job descriptions. Just
what do you hope to accomplish with a person-based plan? WiJl it fit well with their business strategy? How will you
gain the acceptance of people who will be paid by the plan? How will you ensure that your plan adequately captures the
segment of work at FastCat that you are focusing on?

B. Single versus Multiple Plan(s)

You might recommend a skill-based approach for the technical work. Or you may wish to design a competency plan for
marketing and engineeting. What are the implications of such a recommendation?

C. Describe your Plan

Just as you defined and scaled compensable factors based on what you know about FastCat's values, define various levels
of skill blocks or competencies. Tell how they relate to each other and to FastCat values.

1. Develop Skill Blocks or Competencies

Exhibits in the Compensation textbook show the links between skill categories, skill blocks, and skills, and between core
competency, competency sets, and competency indicators. All of them should be derived from the organization's values,
business strategy, and work.
a. Consider FastCat's business strategy and values

As wi1h compensable factors, FastCat's mission statement is the starting place for defining core competencies. The mis
sion statement may also help you decide whe1her any person-based system will help FastCat get wh.ere it says it wants
1o go.

b. Consider the work itself

Think about th.e flow of work. What skills are involved to do the work, and how do tl1ese skills build? For example, Fast
Cat engineers and technicians must prepare error-free software. So one skill might be the ability to detect errors. How
about correcting them? How about writing original code? h1 what programming language? Does FastCat value elegant
programming, or does it emphasize getting product out the door? Does it matter?

After you have considered all the skills that are requi.red to develop and create software, as reflected in the job descrip
tions, then group the skills into blocks.

As you read the job descriptions, think about the picture of FastCat that they paint. Are the job descriptions consistent
with what the founders say they expect from FastCat employees? Are elements missing? For example, would a person ap
plying for an engineering job understand t11e emphasis that FastCat places on teamwork and the expectations about Fast
Cat teams? There may be competencies that management says are important that are not reflected in the job descriptions.
If you think so, you can recommend that the descriptions be revised. (You are NOT expected to actually make those revi
sions as part ofthis assignment.) However, be sme that you can link your selection of a core competence or a skill cate
gory to FastCat's business strategy and values.

c. Narrow your list

Check your list for overlap and duplication. At the same time, be sure that all major aspects of work are covered, includ
ing company-wide skills or competencies such as leadership or communication, as well as technical competencies. Keep
in mind that employees focus on the behaviors for which they are paid.

d. Refine your Definition

Core competencies and skLII categories should be defined so that observable behaviors can be identified that indicate the
level of competency or skill. Even though competency advocates point out that the behavior reflects "underlying personal
characteristics," it is the competency indicators that are used to evaluate what people are doing and build a structure. for
example, the underlying personal characteristic you may be seeking is someone with a highly developed sense of ethics.
But you need to translate that into observable indicators, e.g. "checks to see that terms and conditions of sales contracts
are met by FastCat." "Represents FastCat software accurately."' Consults with engineering to better understand product
capabibties." "Seeks opportunities for software innovation that will increase success for both FastCat and its customers."
Skills are usually easier to specify as concrete behaviors. However, it is equally imp011ant for competencies to be an
chored in observable behaviors.

2. Scale or Weight your Skills/Competencies

Skill-based plans are usually applied to jobs where there is a narrower range for variance, e.g., you can either identify and
correct a sufficiently high percentage of software-coding errors, or you cannot. While there are differences in how effi
ciently the program works or the elegance of the coding, sucb differences may not be relevant in a skill-based plan. You
will need to dee ide. Are degrees appropriate?
 [n order to apply competencies across a range of jobs, you will need to come up with behavioral indicators that wiJI allow
others to judge the degree ofa competency a person possesses. Exhibit 14 shmvs one student's definition and behavioral
indicators for a "team orientation' competency. otice how they clearly tie it to their compensation objectives and Fast
Cat's business strategy.

3. Develop Certification Methods

[n addition to developing and defining skill blocks or core competencies, you need some way to certify that employees
possess and/or are applying the skills or competencies. So be sure to design a certification procedure. Look at the ex
hibits in Chapter 6 of the Compensation textbook to see how others have presented a person-based system.

Core Competency: Team orientation

Definition: Promotes co-operation and achieves working

results, which take account of the interests of all parties
concerned

• Guarantees that the members of the team

contribute to the result of the work and discussions
• Ensures equal treatment of team
members
• Expresses recognition for contributions by team
members

• Recognizes and promotes solutions that are

useful to all those involved

• Promotes and finds compromises if those

involved are of a different opinion

• Provides comprehensive and prompt information

• Supports team decisions even if against own

opinions

D. Apply the Plan

Apply your plan to the jobs and describe your resulting structure. Use a "picture" (i.e., an exhibit) to show your structure.
The picture of your recommended structure should show skill blocks or competencies, their levels, and how they are
weighted.

E. Evaluate Your Results

Address the same issues you did for your job evaluation plan. How is your person-based plan consistent with FastCat's
strategy, values, and business conditions? How will it help FastCat employees and customers? Check to see how
employ ees will move through your structure. Are employee career paths clearly supported? What message does yow-
plan send to employees regarding promotions, continuous learning, and flexibility? What are the disadvantages of
person-based pay
STEP 3: IMPLEMENTING THE PLAN
Combine your job-based and (if your instructor directed you to develop it) your person-based plans and assess the entire
structure for FastCat one more time. Go back to your original objectives for the compensation system. Ask yourself, How
are your decisions consistent with those objectives? How will your decisions help FastCat generate solutions for its cus
tomers? How will they help the company compete? How do they signal the company's values?

Develop reconunendations for how the plan is to be administered and maintained over time. Is the system flexible
enough to handle new jobs or competencies as they are created? How will you gain understanding, acceptance and use of
your plan? Why should managers bother with your recommendations?

Such issues as participation in the process, communication of the results, appeals procedures, overall ease of administra
tion, reliability and validity, costs, and legal compliance are all covered in Chapter Six of the Compensation textbook.
Address those issues you judge to be important. When you are satisfied with your work, write your report.

YOUR REPORT
Executive Summary

Recommend Strategy and Objectives

Recommend Internal Structure (include a "picture")

Recommend Implementation Plan

Summary and Rationale

1. Executive Summary

Begin your report with an executive summary. Executive summaries capture your key recommendations and provide
an overview of your report. See the example in Exhibit 15. You probably will write this section of your report last,
after you have finalized all your recommendations. However, put this section up front in your report, right after the
Table of Con tents. Remember, an Executi,,e Summary is NOT a Table of Contents! This Executive Summary need
not be long- half a page will do - but it is important. It provides your "boss" a concise statement of your major
recommendations.

Exhibit 15 Sample Executive Summary

We recommend a flexible internal structure that will help us

achieve our objectives. To do this, we propose three job
families: marketing, technical, and administrative/support.
We propose a job-based plan for administrative/support, a
competency-based plan for marketing, and a skill-based
plan for technical rolls.
2. Recommend Strategy and Objectives (Step 1 from above)

See Step I above. Explain how your recommended strategy will help achieve the objectives. How tightly tailored will the
structure be? To what extent will it be hierarchical or flat?

3. Recommend Internal Structure. Include a picture. (Step 2 from above)

See Step 2 above. Be sure to include an exhibit that shows your internal structure.

1. ff you used a point job evaluation plan, include the points for every factor for every job and the total points for each
job. Have clear definitions of all your factors.

2. If you used a skill-based plan, include any values assigned to each skill block and level of knowledge and how
the blocks are related to the work described in the job descriptions. Include the !Process you will use to certify
that em ployees possess the skills.

3. ff you used a competency-based plan, include your competency definitions and levels and how they i-elate to the job
descriptions. Include your certification process.

Be very specific about how many structures you are recommending and where each FastCat job description fits i.n your
structure. Charts and illustrations are essential.

All of the FastCatjob descriptions included in this section must be integrated into this structure. You may recommend
re organizing or combining some jobs. If you do, be sure to account for the original job descriptions in your exl1ibit. If
you proposed doing away with some of the job descriptions, be sure to include a conversion chart to describe the level
of skill or competence in each of the FastCat jobs. Keep track of original FastCat job titles, even if you re-
title/combine/eliminate some of them, for your work in Phases 11 and Lil

Evaluate the decisions that underlie your resulting structure:

• Are they consistent with FastCat's business strategy, compensation objectives, and your internal alignment strategy?

• Do they create a structure that supports work flow, is fair to employees, and directs employee behavior toward FastCat
objectives? Include the rationale for your recommendations - how they relate to compensation objectives, and possible
risks they create for FastCat.

4. Recommend Implementation Plan (Step 3 from above)

See Step 3 above. Develop recommendations for how yow- internal structure plan is to be administered and maintained
over time. What evidence do you have regarding the reliability and validity of your plan? What are the costs? How
flexi ble is the plan to handle new jobs and or skills/competencies? Wb.o will participate in the process? How will the
plan be communicated? How wi]I you ensure that line managers make decisions consistent with the plan? What about
appeals procedures and legal compliance?
 A. Manual

Create a manual so that others can use your system. A manual permits someone other than you to understand and
apply your plan and explain it to employees. With job evaluation, include details such as factors, factor definitions,
weights, classification descriptions, and/or points if they are elements of your plan. If you designed a person-based
plan, too, in clude those definitions, degrees, weights, and rationale in the same manual.

If you use any forms to assist in applying your methods, include a copy in the manual.

The exhibits and the appendixes in the textbook will provide some guidance in organizing and communicating your in
formation. But llSe these exhibits for inspiration only. Build your own exhibits to reflect your own plan.

5. Summary and Rationale (This is Essential!)

Include your rationale for your recommendations. The rationale tells FastCat's top leadership (your classmates and in
structor) how each recommendation will help FastCat meet its compensation objectives. This step is crucial if you want
to succeed as a manager of compensation. Executives (and professors!) want to know that your recommendations are log
ical and clearly related to corporate objectives.

LIST OF ALL JOBS IN FASTCAT SAMPLE

Administrative Aide Quality Assurance Analyst
Administrative Assistant II Quality Assurance Analyst A
Administrative Leader Senior Fellow
Client Account Leader Senior Quality Assurance Technician
Clinical Liaison Software Engineer
Graphics Designer Software Solutions Consultant
Implementation Consultant Software User Interface Architect
Marketing Svcs. Representative Technician
Marketing Support Training Assistant
Programmer Analyst Travel Coordinator
Project Leader User lntertace
Project Support Assistant Designer Visionary

Champion
 Responsibilities
Prepare PowerPoint presentations at direction of other support or engineering personnel;
Enter and/or update data into FastCat databases, including but not limited to employee data such as
change of address, phone number, department, location, leave of absence
Process direct deposit payroll forms
Provide word processing, faxing, copying, filing and other clerical support duties
Coordinate repair and maintenance of fax, copier, printer and other office equipment
Procure office supplies in a timely and cost-effective manner
Keep supervisor informed of changes in assignments
Other duties as assigned

QuaIifcations
High school diploma or equivalent
Familiar with Microsoft Office application

Competencies
Work to high degree of accuracy
Willing to ask questions of others to clarify understanding of assignment
Able to communicate effectively, both written and orally
Willingness to take personal initiative in soliciting work assignments
Willing to contribute as active member of office support team
Seeks opportunities for continuous learning

ADMINISTRATIVE ASSISTANT II
Responsibilities
Track expenses and develop budget reports using FastCat internal web applications, Excel, and Access
Ensure that all PowerPoint presentations are consistent with fastCat design standards; assist in their produc
tion as necessary
Manage records and correspondence, improve systems when necessary; respond to requests for information,
maintain office supplies; miscellaneous office tasks as assigned

Qualifications
1 to 2 years of office experience with a wide variety of responsibilities
PC proficiency in MS Word, Excel, PowerPoint and electronic calendaring
Well-developed mathematical skills
Comfortable using internet and office software in daily assignments

Competencies
Comfortable working in high-technology environment as part of team
Ability to handle confidential information and perform high quality work
Approaches the work associated with the position professionally
Capable of juggling and prioritizing multiple assignments
Strong budget development/analysis and expense tracking skills; flexibility and commitment
Seeks opportunities for continuous learning
 Responsibilities
Responsible for the smooth operation of all administrative functions
Lead the entire administrative team
Provide leadership to ensure all administrative processes and practices are structured to provide optimal
operating effectiveness within the department
Support development and lead implementation and monitoring of internal operating procedures
Initiate discussions about ways to continually improve the smooth functioning of administrative activities and
manage projects and objectives associated with process improvement
Make recommendations regarding new technologies and platforms to improve operating systems
Conduct monthly detailed review of budget actual vs. plan, noting exceptions, recommending accruals and
following up on tracking exceptions
Create project codes for department activities
Communicate with administrative assistants about the status of individual assignments
Perform administrative duties for FastCat founders such as scheduling meetings, maintaining calendars, com
pleting expense reports, drafting memos, recording and distributing meeting minutes
Become knowledgeable about the work content of the FastCat founders and make daily judgment calls re
garding priorities

When required, lead meetings with administrative team to generate ideas, explain new processes and
procedures and share pertinent information to support the efficient functioning of the department
Act as an information resource for all administrative team members
Provide assistance to project managers as requested

Qualifications
Associate's degree in business administrative studies or related field or five or more years administrative sup
port experience with thorough knowledge of FastCat operations and policies

Competencies
Ability to recognize the need for and then initiate and lead process improvements
Excellent verbal and writing skills as well as interpersonal skills
Resoureefulness
Flexibility/ability to reprioritize quickly
Knowledgeable about business priorities, company organization, people, etc
Approachable/accessible to others
Excellent interpersonal skills
CLIENT ACCOUNT LEADER
Responsi biIities
Responsible for all aspects of the relationship with multiple FastCat clients; main responsibility is to ensure
clients' satisfaction
Work with FastCat engineering and marketing teams to ensure feasibility and timeliness of new FastCat prod
ucts
Work with FastCat Project Leaders to ensure that FastCat products meet or exceed customer expectations
Build and maintain good relations with FastCat prospects and customers
Work with clients to produce annual business plans, ensure appropriate approvals both within client company
and within FastCat, and ensure clients have full understanding and enthusiasm for plan
Direct all activities related to customer service, training and field support with installing, maintaining, and modi
fying FastCat products to fit client needs
Generate and present professional proposals to new and existing FastCat customers
Identify client needs and, with assistance of Project Leader, translate needs into software proposals
Follow through on action items obtained from client meetings
Ensure profit margins for all proposals meet targeted margins as established by FastCat
Provide regular, accurate sales forecasts to FastCat executive leadership
Develop policies and procedures for handling contract administration and customer complaints
Liaison with sales and engineering
Lead teams of marketing, sales, and engineering personnel
Coordinate joint sales activities as required

Qualifications
Bachelor's degree; minimum of 8 years of sales experience to business clients
Understanding of medical/health care industry is critical
Complete understanding of FastCat software, its capabilities, and possible extensions

Competencies
Outstanding communication and interpersonal skills
Negotiation and executive-level selling skills
Analytical and creative ability
Ability to coordinate resources
Promote the coordination of efforts among all marketing team members
Approachable/accessible to others

CLINICAL LIAISON
Responsibilities
Use your clinical experience, including your experience with FastCat software, to work with existing cus
tomers/clinicians to help them use the software effectively and efficiently in delivering patient care
Develop a working relationship with existing customers such that their clinical practice needs are understood
and taken into account in the continuous improvement of FastCat's software
Act as part of a team that demonstrates FastCat software to potential new customers and play a key role in
helping them understand how FastCat can help them provide better quality and more effective health care
Provide a clinician's perspective on what potential customers need and how FastCat's software answers those
needs in comparison to competing software products

Qualifications
At least 5 years clinical experience as a registered nurse, physician assistant, or nurse practitioner
Both inpatient and outpatient experience preferred, but not required
Several years of experience and demonstrated high level expertise in using FastCat software as a clinician

Competencies
Able to effectively demonstrate FastCat software to clinicians
Work well as part of a team
Approachable and accessible to others
Able to interact effectively with health care professionals (eg, nurses, physicians)
GRAPHICS DESIGNER
Responsibilities
Define and implement a unified design vision for interface and Web technologies; produce a variety of design
solutions that are consistent with the aesthetic quality, functionality, interface and layout, visual/graphic
standards, and look and feel of the FastCat brand
Interact directly with marketing and engineering to achieve buy-in of design vision in order to produce and
deliver leading-edge visual and interactive learning elements according to the appropriate requirements and
specifications
Seek ways to unify FastCat image through design effort
Create and maintain FastCat web site and promotional materials for both marketing and public relations

Qualifications
Experience in interactive media design and production; navigation design, information design and delivery,
interface design
Experience with the integration of design projects with the Web environment
Excellent conceptual, graphic design and typography skills
Experience in optimizing graphics and media for the web
Must be skilled in Photoshop, Illustrator, Flash, HTML, and CSS Experience with audio and video editing
software
Experience with high-end animation packages like Alias Wavefront, Maya, Studio Max, Lightwave Proficient
with business applications such as MS Office
Bachelor's degree in design (graphics communications, new media design) or related field

Competencies
Being passionate about marrying high technology with fine art
Maintaining professionalism throughout all aspects of the job
Effectively manage multiple projects under tight deadlines with changing priorities
 Work well on a creative team in a highly collaborative, fast-paced environment
Ability to focus and listen
Ability to negotiate and be diplomatic
Strong communication and presentation skills
Willing to consider other people's viewpoints

IMPLEMENTATION CONSULTANT
Responsibilities
Responsible for installing and testing software at client work sites
Troubleshoot and resolve any problems that arise following installation
Analyze customer needs and behaviors to use as input into design of features that will enhance usability of
applications
Support the daily management and operation of client sites
Keep project leader apprised of progress and milestones
Work with technicians prior to installation to ensure that FastCat software works as designed
Provide accurate information promptly

Qualifications
BS degree in Computer Science or related field
At least 3 years experiience in software development at FastCat
Proven detailed knowledge of FastCat software
Ability to work with medical personnel, many of whom will be in senior positions in their organization
Ability to translate customer input into improved solutions for common tasks

Competencies
Communicate with team members and clients; support team decisions
Communicate with customers to gather information and fully understand nature of requests
Show respect for all FastCat employees and clients
Represent FastCat in public locations in a professional manner

MARKETING SERVICES REPRESENTATIVE

ResponsibiIities
Part of marketing team
Responsible for ensuring that client's training needs are met
Develop a communications strategy for a specific FastCat product to improve customer awarnness and impact
sales
Participate in preparation of marketing presentations
Clarify the terms of the contract with clients as necessary
Provide comprehensive and prompt information for marketing, sales, and engineering professionals
Work with business consultant to assess obligations of proposed contracts

Qualifications
Bachelor's degree in business-related field with aptitude in computers or engineering
Minimum of 3 years in market support work, including product pricing and competitive analysis
Proficiency with MS Office products
Familiar with health/medical care market
Detailed familiarity with FastCat software
 Competencies
Familiar with pricing issues and policies
Analytical and detail oriented
Versatile and capable of rapid plan adjustment
Project-oriented
Self-reliant, able to work independently
Good interpersonal skills
Adept at assimilating and prioritizing demands for information from customers and marketing professionals
Actively support marketing team and promote cooperation among members

MARKETING SUPPORT
Responsibilities
Produce, distribute, and log product quotations and revisions requested by marketing services representatives,
clients, and product managers
Enter customer leads into database
Distribute appropriate product information
Assist with tracking data for necessary leads/sales forecasting and reporting
Participate in monthly meetings with marketing leaders

Qualifications
BS degree or equal job-related experience
Experience with Microsoft Excel and Word
Some previous sales background or sales-related experience, preferably health/medical care-related

Competencies
Actively support other members of the marketing team
Take personal initiative for sharing information among field representatives and marketing personnel
Detail orientation
Handle multiple tasks and priorities
Seeks opportunities for continuous learning

PROGRAMMER ANALYST
ResponsibiIities
Using software specifications developed by software developers, create, modify, and test software code
Analyze, debug, and correct code defects identified internally or in the field
Ensure that code and other deliverables adhere to product and company standards
Update and maintain code
Assist in documentation of procedures

Qualifications
BS in Engineering or Computer Science or equivalent experience
Knowledge of several of the following areas is desirable: C#, C++, Java Enterprise Edition/AJAX, Microsoft
NET, Visual Basic

Competencies
Strong attention to detail
Dependable
Ability to work independently and as part of a team
Ability to meet deadlines
Strong technical ability and logic
PROJECT LEADER
Responsi biIities
Ensure that FastCat software meets all technical specifications as developed by Client
Account Leader
Lead engineering team including coordinating implementation and client
training Lead client implementations within established schedule and budget
Manage relations with team engineers so that all team members contribute
Responsible for all project communications related to technical issues
Work closely with marketing group to understand client needs
Manage the overall technical development within a project
Provide supervision and direction to software developers/engineers
Open and receptive to new ideas and approaches

Qualifications
Bachelor's or master's degree in Computer Science
Substantial engineering experience with at least one year in management
Knowledge of requirements unique to the health care industry,. including privacy legislation compliiance
Experience establishing methodologies and processes
Experience implementing projects and leading engineering and information system teams
Well-developed skills in Microsoft Transaction Server (MTS); XML; Active Server Pages (ASP); Lotus Notes;
ERP (Oracle, SAP, PeopleSoft, etc)

Competencies
Resolve issues and break down barriers to effective product implementation
Actively support participation by all team members
Clarify roles and relationships within the team
Develop, recognize, and promote innovative software solutions
Elicit the contribution and professional development of all members of team

PROJECT SUPPORT ASSISTANT

Responsibilities
Support project teams by handling administrative tasks
Track project expenses and time allocations
Keep Project Manager informed in order to keep on schedule and on budget
Interact with FastCat clients to schedule meetings with project members.
These contacts may be of a sensitive, complex, and sometimes confidential nature
Attend such meetings and record minutes as requested
Perform other secretarial and administrative duties for various projects as
requested Provide assistance and back-up responsibilities to other Administrative
Assistants Screen telephone calls and incoming mail
Perform word processing duties; collaborate with various staff and departments in preparing special projects

QuaIifications
Minimum of high school diploma, with 2 to 4 years in administratiive position with wide variety of
responsibilities
Knowledgeable about FastCat policies and practices; has access to confidential
information Work requires initiative and independent judgment
Familiar with FastCat software development processes
Proficient in using the internet and with MS Office products, including Word, Excel and PowerPoint
 Competencies
Represent FastCat to clients in a professional manner
Comfortable working as part of team in information technology-oriented environment
Broad and detailed knowledge of administrative practices and procedures at FastCat
Strong communications and interpersonal skills
Able to juggle and prioritize wide variety of tasks in a fast-paced work environment
Detail oriented and able to handle confidential information
Dependable and dedicated

QUALITY ASSURANCE ANALYST

Responsibilities
Test FastCat software using various testing strategies such as regression testing, compatibility testing,
functional testing, and usability testing prior to release to clients, using both manual and automated testing
techniques
Keep accurate records of all testing done and document results; retest after engineers have revised code
Responsible for seeing that problems have been resolved; document resolution
Documentation is an important part of software testing routines at FastCat
Assist with test environment preparation

Qualifications
Associate's degree in Business or Computer Science plus some experience
Understanding of one or more of the following testing tools: Visual Test, SOA, Silk Performer
Experience working with the following databases: SOL Oracle, MS Access
Familiarity with VB, HTM:/DHTMUXML, Active Server Pages, ADO/OLE-DB, Ill (Microsoft Internet Information
Server)

Competencies
Strong communication skills
Facilitate team coordination and work effectively as member of team
Ability to accomplish multiple tasks simultaneously
Attention to detail
Able to communicate effectively in technical environment
Willingness to develop an understanding of the marketing requirements for the product

QUALITY ASSURANCE ANALYST A

Responsi biIities
Test company product using various testing strategies such as regression testing, compatibility testing,
functional testing, stress and volume testing, and testing of release materials using both manual and
automated testing techniques
Document errors found and report on project status; verify documentation provided by other team members
Create and revise written procedures to accompany each test method/test applications
Work closely with engineers to devise testing strategies and address issues that arise from testing and special
requests

Qualifications
Associate's degree in Business or Computer Science plus at least three years experience in testing
environment
Experience working with the following testing tools: Visual Test, SOA, Silk Performer
Experience working with the following databases: SOL Oracle, MS Access
Familiarity with VB, HTM:/DHTMLJXML, Active Server Pages, ADO/OLE-DB, Ill (Microsoft Internet Information
Server), Active X/COM/DCOM, Java
 Competencies
Strong communication skills
Facilitate team coordination and work effectively as member of team
Ability to accomplish multiple tasks simultaneously
Attention to detail
Able to communicate effectively in technical environment
Willing to coach, share expertise with other quality assurance technicians
Willing to ask questions and offer input to engineering staff
Able to adapt to changing priorities and work on several projects at once

SENIOR FELLOW
Responsibilities
Plan and conduct research and development projects of major significance, which are highly difficult and
complex in nature, that require expert application of advanced knowledge
Consult with and provide guidance to departments and senior management on complex technical issues set
strategy for technical development
Originate and apply new and unique engineering methods and procedures
Review engineers' work and evaluate and coach/develop them
Oversee project managers and serve as resource as needed
Identify new directions for extending products
Provide engineering skills in defining design requirements of product and designing and developing the
product
Release design into commercialization

QuaIifications
MS/PhD in computer science, business, or related field
Over 8 years experience in all phases of software development, including leading and coaching
others Must have successfully demonstrated cross functional team leadership and have 5+ years
supervisory experience of technical personnel
Relevant experience in health care industry

Competencies
Must be cognizant of multiple perspectives and approaches across all engineering pmjects
Facilitate interaction and exchange among project managers
Work effectively with engineering professionals to ensure the highest quality and reliability of design
Develop strategic product plan
Support marketing and sales efforts through technical support, publishing articles, presentations, key
customer visits, and developing key data
Serve as recognized expert within the technical community
Able to develop and utilize global network of professionals to assess technical developments
Demonstrated leadership competencies in a highly technical team
A leader/learner
Often contributes to developments in specialty areas
Serves as behavioral model for engineering group
Approachable/accessible to others
Promotes cooperation and a welcoming environment for all
Anticipates new directions in technology
SENIOR QUALITY ASSURANCE TECHNICIAN
Responsibilities
Responsible for assuring complete performance evaluation of all FastCat web applications through destructive
testing
Work closely with software engineers to obtain feedback and offer input to engineering and marketing teams
At the direction of Implementation Consultarnt, troubleshoot web application installations
Gather, organize, analyze, and summarize data which will lead to improved software analysis
Create and revise written procedures to accompany each test method/test applications
Identify, communicate and provide possible solutions to quality related issues
Maintain organized archive of competitive test results with full traceability to test methods
Train and supervise others on procedures and test methods
Manage the workflow of the quality assurance team
Assist engineers with prioritizing and scheduling quality assurance work

Qualifications
Associate's degree in computer science
A minimum of 5 years in software development and testing
S1rong background in statistics and mathematical modeling
Well-developed skills in VB6, HTM:/DHTML/XML, Active Server Pages, ADO/OLE-DB, Ill (Microsoft Internet
Information Server), Active X/COM/DCOM, Java; Active Server Pages (ASP); Lotus Notes; ERP (Oracle, SAP,
PeopleSoft, etc)
Familiar with C++ programming language
Proficient in the following testing tools: Visual Test, SQA, Silk Performer
Proficient working with the following databases: SOL Oracle, MS Access

Competencies
Good prioritization skills
Able to accomplish multiple assignments simultaneously
Good organizational, written, and communication skills
Attention to detail
Able to create a culture of empowerment that promotes teamwork
Able to recognize and reinforce contribution of members of quality assurance team
Able to stay current with new medical software developments and applications
Able to effectively direct the work of others and ensure accountability of all testing certification
Build working relationships to solve problems and achieve common goals

SOFTWARE ENGINEER
Responsibilities
Design and create engineering specifications for software programs and applications
Work with quality assurance to develop software test plans
Work with hardware engineers to ensure software-hardware compatibility
Analyze FastCat client requirements and translate into technical solutions
Involved in entire project cycle (information gathering, development, deployment, maintenance)
Organize and label data in web sites, intranets, and software to support enhanced usability and access to data
Select appropriate web controls and technologies to design web software in order to give users best possible
experience while conforming to legal requirements affecting health care/medical service providers
Extensive collaboration with other development teams
 Qualifications
Bachelor's degree in computer science or related field
Strong design skills
Excellent verbal/written communication skills
Knowledge of health/medical care systems
Several years' experience with XML, Unix Operati11g System, Shell, Perl, Solaris,
Linux Ability to work well on teams

Competencies
Excellent commu11ication skills
Meticulous about details
Communicate with engineers/developers in various locations regarding the build process
Create build scripts
Facilitate the prompt and comprehensive sharing of information across engineers/developers
Flexible to 11ew ideas and approaches
Adaptable to changing priorities and demands

SOFTWARE SOLUTIONS CONSULTANT

Responsibilities
Demonstrate FastCat software to potential clients
Performing activities in support of marketing FastCat's product and services
Develop accurate input for client proposals; assist account leaders in preparation of proposals
Assist prospective clients to resolve technical issues by providing liaison with technical and engineering staff
Serve as liaison between engineering and marketing in product development
Maintain a technical understanding of FastCat products
Recognize and promote technical solutions that will be useful to multiple customers
Assist in product positioning and pricing strategies

QuaIifications
Bachelor's degree in Business or Computer Science
Minimum 5 years experience in technical sales support, preferably in a medical/health care-related setting
Application software experience
Sales process analysis experience
Management of site survey experience
Technology experience (Microsoft platforms and tools, PC sales tools, Internet)
Complex configuration experience

Competencies
Excellent technical skills and up to date
In depth knowledge of using FastCat products a11d services
Able to communicate effectively with technical and marketing team members
Able to communicate effectively with clients and client training staff
Communicate with and listen to customers to fully understand needs
Approachable/accessible to others
Represent FastCat in to clients in a professional manner
SOFTWARE USER INTERFACE ARCHITECT
Responsibilities
The engineering face of the company
Responsible for recommending new directions to top engineering leadership
The technical lead on large, complex product implementations for new or existing clients
Research and create the blueprint for the implementation and determine how it will interlace with the client's
existing applications
Drive innovation by looking beyond customers' articulated needs
Design the system and incorporate it into the client's environment
Implement end-to-end architecture of the system
Ensure that an implementation is built properly and will function to specifications at completion of the
implementation
Perform advanced system development, including designing, coding, and testing custom developments as
necessary
Consider a range of creative approaches to problems and recommend best-fit solutions that support, extend,
and stretch existing products
Communicate requirements to applicatiion and database developers foi- the design and production of software
modules and databases as needed in support of new infrastructure and functionality
Conceptualize translations of FastCat software to non-graphics platforms, ie, handheld devices
Supervise software developers as necessary
Provide guidance to rest of technical team
Foster technical and other skill development among engineering staff

Qualifications
Bachelor's degree or masters degree in computer science
Substantial experience designing user interfaces and system integration
Experience as developer or technical lead on software implementation project
!Experience working with clients in health care/medical field

Competencies
Problem solving skills - applying technology to solve problems
Developmental skills - able to guide/support/develop other members of the creative team
Creativity - ability to conceive and deliver innovative design
Writing and documentation skills - disciplined and experienced at documenting complex issues
Strong, rnlevant technical knowledge of Internet/Intranet technologies, client/server, object oriented programming
Excellent communication skills, with ability to lead client meetings and presentations
Consulting experience
Proactive, self-motivated, and able to work effectively with little supervision
Able to communicate technical information to the client, system integrator, and project manager
Able to build consensus around chosen design
Ability to work well on a creative team in a highly collaborative environment
Must be on top of trends and able to keep the company ahead of the curve in software directions
 Responsi biIities
Coordinate and maintain the error documentation system for FastCat web software
Update files when corrections made
Understand the FastCat software products and company design process
Assist with testing FastCat software using common software testing strategies
Keep accurate records of test results and document results
Perform general support duties such as data entry, routine coding, and miscellaneous project work
Other support duties as assigned

Qualifications
High school diploma or equivalent Proficient in Microsoft PC applications
Strong basic math and computer skills
Familiar with common software testing strategies

Competencies
Good attention to detail
Good prioritization skillls
Good verbal and written communication skills
Ability to multitask
Ability to work well with others as well as independently
Ability to maintain a high level of quality
Work effectively as member of a technical team
Seeks opportunities for continuous learning

TRAINING ASSISTANT
Responsibi Iities
Part of the Client Training Team that trains clients and internal staff to use sophisticated FastCat software
Coordinate, schedule, communicate, and track various tasks for successful implementation of client training
initiatives
Coordinate, communicate, and track all client training events and activities
Maintain Microsoft Access database of client training records
Develop and run queries and reports on training pmgress
Maintain the Client Training Team website and associated materials
At the direction of Client Training Manager and Client Account Leaders, communicate with media designers to
ensure on-time development of appropriate training materials
Schedule multiple training rooms, and communicate with internal clients and facilities to meet demand for
training space
Be knowledgeable of all client training processes and procedures and be willing to establish tools/templates to
support the processes
Suggest process improvements
Implement tasks that support the established or new processes
Support the Cllient Training Manager and staff as determined by needs of the business
High proficiency with MS Office software (ie Excel, Word, Powerpoint, Access, Visio}

Qualifications
Minimum 4 year Bachelor's Degree or equivalent
Minimum 1-2 years of experience in an administrative or customer service role
1-2 years experience health/medical care-related experience helpful (nursing or related occupation)
 Competencies
Able to respond quickly and professionally to rapidly changing busi11ess culture
Excellent written, verbal, presentation, and facilitation skills
Strong analytical, logical, and organizational skills combined with an acute attention-to-detail
Ability to successfully manage multiple priorities and be a self-starter
Customer focused
Basic knowledge of HTML, web authoring tools, or knowledge management systems

TRAVEL COORDINATOR
Responsibilities
Responsible for booking all aspects of future travel (flights, hotels, car rental) including receiving initial and
change trip requests via email, phone, or fax
Ensure that travel needs are met within the constraints of FastCat's travel budget
Complete all pertinent trip details, provide timely itineraries, perform follow-up and liaison for other traveler
identified needs
Communicate with FastCat travelers regarding their preferences for flight schedules, airlines, hotel
Work with FastCat preferred vendors with ensure best rates on all aspects of travel
Document communications with FastCat employees and vendors
Be familiar with and assist travelers to obtain any required documentation such as pass-ports or visas
Maintain travel budgets
Ensure travel charged to proper project budget
Keep project managers and others informed as to travel budget status

Qualifications
Absolute attention to detail
DetaiI-oriented
A high level of accuracy is required in performing duties according to pre-existing guidelines
Thorough knowledge of Excel
Comfortable working with web applications and use of internet
Able to communicate accurately and professionally with FastCat employees and vendors
Familiar with FastCat guidelines on travel budgets
High school diploma with 1-2 years office experience, preferably withiin FastCat

Competencies
Exercise tact when dealing with FastCat employees
Demonstrate good listening skills
Able to communicate effectively both within and outside FastCat
Ability to work with a team
Enthusiasm for travel
USER INTERFACE DESIGNER
Responsibilities
Visualize projects from viewpoint of end users
Work with clients to extract web design that will best suit their needs
Facilitate design process with clients and marketing team to resolve areas of indecisiveness
Suggest optimal design solutions
Focus on content development, usability, and interaction design on multiple, simultaneous projects
Design specifications for and perform programming and testing activities on a new or existing large client
implementation
Participate in design meetings for related projects as requested
Develop estimates for identified tasks
Perform development activities per estimates (can include coding or scripting)
Assign tasks in site production, image preparation, and data management
Review curriculum developed by Client Training team for end users
Assess training materials for usability and completeness

Qualifications
Bachelor's degree in Computer Science; substantial programming experience
Understand the entire development process, including specifications, documentation and quality
assurance Outstanding technical knowledge in software development methodologies, design, and
implementation Must have solid practices for unit testing and documentation of developed code

Competencies
Strong interpersonal skills
Communicate effectively with other software developers and architects, marketing team, and Client Training
team
Proactive self-motivator who can work effectively with little
supervision Able to help teams achieve their quality and schedule
goals Receptive to new ideas and approaches
Works to understand alternative perspectives
Demonstrates innovation and creativity
VISIONARY CHAMPION
Responsibilities
Research and recommend features and expanded medical/health care market segments to pursue
Define and ensure the success of new features/functions and planning overall strategy
Guide product direction to FastCat marketing group
Define key customer needs (ones they know about and ones that have not yet surfaced)
Identify market and technological drivers
Stay current (and ahead of the crowd) on new technological innovations that can be leveraged to shape the
market and product
Iterate with product development to ensure product specifications are consistent with market requirements
Articulate the opportunity for the features/functions, clarify tradeoffs between opportunities
Prioritize feature development and provide technological input to the product roadmap
Provide business and market leadership to the cross-functional team that develops and delivers the product
Identify, drive and deliver content, material and tools for training marketing team
Work with marketing to ensure materials ready for launch
Ensure key messages align with strategy
Establish and manage revenue objectives for new and existing products including competitive analysis

Qualifications
Bachelor's degree in technical area, plus MBA or equivalent
5+ years of related experience with previous management experience in a technical
field Familiarity with all aspects of medical/health care market is essential

Competencies
Establish, implement, and maintain quality service standards that assure maximum customer satisfaction
Understand key customer needs and medical market segments
Promote cooperation and team orientation among product managers
Mentor development of product managers
Fashion innovative solutions that promote quality thinking across FastCat marketing
Organized, motivated, self-directed, sound business judgment
Ability to ensure that everyone's contribution to the team is fully recognized and
utilized Approachable/accessible to all