PROJECT ONE

DR. LAURENCE FINK

HURM 4650 - COMPENSATION
FASTCAT
Meagan Ayer
M!"#ae$ Inge$!%&
La"ey S"#e''
Er!" S"#!''$er
C#r!(!e S)rag*e
Ra"#ea$ T&+n
S)r!ng, -0.0
TA/LE OF CONTENTS
.. E0ECUTI1E SUMMAR2
-. O/JECTI1ES
Fa(Ca(3 /*!ne S(ra(egy
Fa(Ca(3 /*!ne En4!r&n5en(
Fa(Ca(3 H*5an Re&*r"e 1a$*e an% P#!$&&)#y
6. STATEMENT OF INTERNAL CONSISTENC2
4. DE1ELOPMENT OF JO/S STRUCTURES
N*57er &' Sy(e5
S)e"!'!" &' A%5!n!(ra(!4e
S)e"!'!" &' Te"#n!"a$ J&7 E4a$*a(!&n P$an
5. ADMINISTRATION
O4er4!e+
U)%a(e Pr&"e%*re
A))ea$ Pr&"e
C&55*n!"a(!&n P$an
6. E1ALUATION
8. E0HI/ITS
A S(ra(eg!" Ma)
/ J&7 E4a$*a(!&n Fa5!$!e
C J&7 De"r!)(!&n '&r Te"#n!"a$ J&7
D J&7 De"r!)(!&n '&r A%5!n!(ra(!4e J&7
E M!"e$$ane&*
F Fa"(&r C#ar( '&r Te"#n!"a$ J&7
9 Fa"(&r C#ar( '&r A%5!n!(ra(!4e J&7
H Fa"(&r Ue% '&r Te"#n!"a$ J&7
I Fa"(&r Ue% '&r A%5!n!(ra(!4e J&7
J J&7 E4a$*a(!&n F&r5 '&r Te"#n!"a$ J&7
K J&7 E4a$*a(!&n F&r5 '&r A%5!n!(ra(!4e J&7
L J&7 Ran:!ng '&r Te"#n!"a$ J&7
M J&7 Ran:!ng '&r A%5!n!(ra(!4e J&7
N S*55ary &' J&7 Ra(!ng ;Te"#n!"a$ an% A%5!n!(ra(!4e<
O Te"#n!"a$ J&7 S(r*"(*re
P A%5!n!(ra(!4e J&7 S(r*"(*re
= De"!!&n &n P$a"e5en( &' Maage T#era)!( an% 1!*a$ De!gner
PROJECT ONE
E0ECUTI1E SUMMAR2
FASTCAT
E0ECUTI1E SUMMAR2
In(r&%*"(!&n
Fast Cat is a business to business software company that operates in a highly specialized and
technologically advanced industry. FastCat has been a pacesetter in the industry and is looked
upon as the leader in the advancement of sales and marketing software solutions. The companys
main objective is to maintain this leading edge which will be accomplished through the
attracting, acuiring, and retaining of top talent. !n order to succeed in this rapidly changing
economic environment FastCat needs to position itself advantageously in the marketplace. This
will allow FastCat to increase revenue and attract new customers.
!n order for FastCat to accomplish these goals they will need to integrate creativity and
teamwork. "y successfully combining these resources, they can then focus on becoming a global
leader. They will strive to hire innovators who will create and implement new technology for
streamlining business processes. This will create more demand for FastCats products and
e#pertise. FastCat will strive for successful teamwork not only in each department but between
departments, thus creating one large unified team. Communicating with current and possible
customers will provide the necessary knowledge to predict new demand and uses for their
products$ bringing communication to the forefront of essential assets. FastCat already possesses
the technology to implement its solutions abroad and will work toward this goal of globalization
by integrating the necessary language additions into its products. %ll of these goals will be
facilitated by implementing an euitable, competitive compensation system. &hat follows is a
summary of the compensation system adopted by FastCat to reach its stated objectives.
O7>e"(!4e
To accomplish its strategic goals, FastCat has integrated a dual system approach. The first facet
is to 'drill down( or to e#pand the usage of FastCats software throughout its current customer
base. The second element is to create more fle#ible and e#pansive product lines to increase
market share in other areas.
FastCat operates in a highly specialized and technologically advanced industry that reuires
continuous innovation. FastCat came into the marketplace ahead of its time and managed to
navigate the rough economy that dismantled many of its competitors. !t is under the
management of a new C)*, +osetta ,tone, who has identified three high growth areas on which
they will concentrate their efforts- financial services, health care, and the insurance industry.
FastCat has the advantage of being able to service clients worldwide with ease$ an ability that
none of their competitors possess.
FastCats future success is fundamentally dependent on the skill and motivation of its workforce
because human capital is its greatest asset. .owever, the crumbling economy and the demise of
similar companies has lowered morale and ushered in a sense of uncertainty. The negative,
tentative attitude of the workforce is sure to hinder the success of FastCat in the future. !t has
become clear that a new, well designed, and euitable compensation system is necessary to
transform these attitudes and put FastCat back on the right track.
The philosophy adopted by the company is to continuously strive for fle#ibility, reliability, and
uality. !n order to be recognized as an innovator that provides unsurpassed service, FastCats
.uman +esource department is committed to seeking out and retaining individuals who reflect
this strategy. They will further this goal by providing these individuals with deserved
recognition and an euitable pay system with clearly defined advancement opportunities.
S(a(e5en( &' In(erna$ C&n!(en"y
FastCat is committed to operating within a framework of internal consistency. This will support
the organizations strategy to reach its objectives and motivate employees to contribute to the
success of the company. /ob descriptions for both the administrative and technical employees
serve as a central component to developing this internally aligned progression of jobs. FastCat
will accomplish this ordering by identifying the crucial functions of each job and their
commonality to other jobs within their sector. This provides a guide consisting of common
factors that can be used to evaluate all jobs in the division. This allows the different positions to
be compared to each other and valued based on their relative contribution to meeting the
objectives of the company. &ith this euitable system in place FastCat will have justifiable
evidence to refer to when faced with inuiries about fairness and internal alignment. This will
provide a clear, consistent e#planation of each positions role within the organization and its
relative value to the overall success of the company.
0sing a hierarchal pay structure with clearly defined levels and progression reuirements will
allow for an euitable view of promotions and clearly defined career paths. This will provide
both direction and motivation to employees throughout their career progression. % hierarchal
pay structure will be created which will function by identifying differences in levels of
responsibility, education, task involvement, communication, and other skill levels necessary for
each position. This type of structure is necessary and appropriate due to the wide range of skill
sets reuired for the different positions. The system reflects internal consistency by
compensating employee for their level of contribution to the company through clearly defined
factors that will be identical for all jobs in the same class. This should be viewed as euitable
and in turn foster goodwill and motivation among employees. FastCat will gauge the success or
failure of the compensation system through employee retention rates, satisfaction surveys, and
regular discussions with personnel.
De4e$&)5en( &' J&7 S(r*"(*re
!n order for FastCat to organize their jobs appropriately it will reuire two systems. *ne set of
criteria for the administrative positions and another for the technical positions. )ach system was
then allotted 1,222 points which will be distributed between each compensable factors and sub
factors in a weighted fashion. Two systems are reuired due to the drastic differences between
the jobs offered by FastCat and the skills necessary to succeed in these positions. The great
majority of jobs fit well into one of these two categories, eliminating the need for additional
categories. Two positions, 3assage Therapist and 4isual 5esigner will be evaluated individually
due to the nature of their responsibilities and the lack of common compensable factors between
these positions and the two chosen systems. These positions will be rated based on current
market data.
,i# factors were adeuate to encompass all compensable aspects that make up the positions. The
si# compensable factors we have chosen for the %dministrative job family are as follows-
communication 6with sub7factors of- internal and e#ternal8, records and reports, supervisory
reuirements, teamwork, comple#ity 6with sub7factors of- problem solving and autonomy, and
knowledge 6with sub7factors of- education and e#perience and computer e#pertise8. The number
of factors chosen reflects the range of components necessary to fill the positions. These factors
were carefully selected based on their contributions to the position and in turn to the success of
FastCat.
A%5!n!(ra(!4e Fa"(&r
Fa"(&r ?e!g#( T&(a$ P&!n(
Communication 19.:;< 9=1.>
+ecords and +eports 11.9=< ;=2.1
,upervisory +euirements =9.?>< ?2@.:
Teamwork =;.=2< 1>1.2
/ob Comple#ity =1.>1< 19:.;
Anowledge ==.9;< 1?2.>
T&(a$ .00@ -,000
The compensable factors we chose for the Technical side are as follows- knowledge 6with sub7
factors of- educationBe#perience and computer e#pertise8, product development and innovation,
communication 6with sub7factors of- internal and e#ternal8, decision making 6with sub7factors of-
problem solving and autonomy8, technical aptitude, and testing and analysis. These si# factors
are able to encompass all skills necessary to fill the positions. These factors are tailored to the
technical job family due to the highly specialized skill set that is reuired to successfully perform
the job functions.
Te"#n!"a$ Fa"(&r
Fa"(&r ?e!g#( T&(a$ P&!n(
Ceneral Anowledge 19< 922
Droduct 5evelopment ,kills 11< ;;2
Communication 12< ?:2
5ecision 3aking =?< ?22
Technical %ptitude =2< 122
Testing E %nalysis =2< 122
T&(a$ .00@ -,000
The factors in each of the two systems were then weighted according to their relative
contributions to achieving the objectives of the company. The paired comparison method was
performed in order to produce a job hierarchy based on the jobs relative importance to the
success of the company.
INTERNAL JO/ STRUCTURE FOR TECHINCAL JO/S
Ran:!ng J&7 T!($e P&!n(
=
1
?
;
9
:
@
>
F
=2
,enior Fellow
Droject 3anager
,oftware 0ser !nterface %rchitect
,oftware !nterface 5esigner
,oftware 5evelopment )ngineer
,enior Technician
0sability )ngineer
Technical %nalyst "
Technical %nalyst %
Technician
=F==.9
=9=;.2
=;:>.9
=1>>.9
=2@@.9
=212.9
@1;
:9>.9
:2=.9
?=?
INTERNAL JO/ STRUCTURE FOR ADMINISTRATI1E JO/S
Ran:!ng J&7 T!($e P&!n(
=
1
?
;
9
:
@
>
F
=2
==
=1
4isionary Champion
"usiness %ccount Geader
Technical 3arketing Consultant
Field 3arketing +epresentative
"usiness ,olutions Consultant
3arketing ,upport
*ffice Geader
)#ecutive ,taff %ssistant
%dministrative %ssistant !
5ata Drocessor
%dministrative %ssistant !!
*ffice %ide
=@=:.9;
=:=@.;9
=99>.2>
=?1:.9=
F>>.29
F1?.=2
>:;.12
9>F.F9
;>:.>F
;:1.91
;?>.=@
=29.=1
The number of levels for each compensable factor varies based on what is included in the factor.
The number of levels chosen for each was sufficient to reflect the range of contribution from
little or none of the factor to a great deal of the factor. This system will effectively support the
objectives of the company by creating an euitable working environment designed to increase
motivation and foster fresh thinking.
A%5!n!(ra(!&n
Compensation specialists at FastCat have been working on designing a new job evaluation
system to revamp the compensation structure. %ll aspects of the organizational strategy have
been taken into consideration. % comple# evaluation system has been developed and will be
implemented in the near future. The new system will allow individuals to review detailed
breakdowns of their positions, ask pertinent uestions, and if necessary appeal the pay structure.
This system will allow for individual positions to be updated easily if necessary, and will also
allow for the addition of new jobs as they are created, with only minor changes necessary.
The compensation structure at FastCat was designed to be thorough and precise. .owever,
because of economic factors out of our control such as inflation and cost of living changes, the
plan will be re7evaluated on the two year anniversary of its implementation.
!f a case were to arise where a specific single job needs to be re7evaluated, the compensation
committee will gather the necessary materials such as job description, market findings, and the
reasoning for the reuest in order to then conduct a meeting to discuss the need for change and
decide upon a plan of action.
Day is a very important element of our organization and its relationship with its employees.
*ccasionally, employees may feel as if they are performing at a higher level than what their pay
rate reflects. .ere at FastCat, we encourage our employees to convey their concerns openly in
relation to the pay structure. % detailed appeal process is built into the system to allow for uick
and euitable resolution to any issues. The first step in this process is to show the employee
justification for such ratings which may be sufficient to eliminate the need for an appeal. !f
continued, the committee will then meet in the absence of the appellant to discuss the validity of
hisBher argument. This meeting will then be followed up with comparisons to current market
research. The committee then makes their decision and meets with the appellant to disclose their
decision and answer any subseuent uestions.
The new compensation system will be presented by the 5irector of .uman +esources at the
upcoming mandatory employee meeting. The /ob )valuation system will be implemented ?2
days after it is announced in order to allow all employees a chance to review, ask uestions, and
file any appeals if necessary. The system will be sent out by way of both an electronic copy and
a paper copy to all employees in its entirety, and each individual will receive a copy of the
evaluation breakdown for their current position so they are fully aware of the results. The .+
department will distribute the completed copies to every employee with an appointment card
conveying a time they will come and receive their specific evaluation breakdown from the .+
department. "y following these steps, FastCat ensures that employees understand the system.
%llowing them to ask uestions and review the system will assure the acceptance of the plan
throughout the organization, and will pave the way for a smooth transition into the new program.
E4a$*a(!&n
The most effective evaluation plan is often the simplest plan that meets an organizationHs
objectives. The FastCat evaluation plan has been specifically designed to support all
organization strategies and goals and ensure their successful implementation. !t is important for
employees to understand that organizations go through changes and they have to be able to adapt
whether or not they approve of these changes.
The FastCat compensation plan was designed specific to the organization. 3anagers will re7
evaluate the plan at arranged intervals to ensure its continuing effectiveness within the evolving
organization. "y taking into account the results of previous evaluations and revising those in
accordance with any new information to ensure that they are more effective will only benefit the
company in the long run.
The evaluation plan derived is valid and reliable and this plan has been designed to e#plicate in
detail the reason why and how a position was ranked. The evaluation plan is one of the most
important elements of the compensation plan. To ensure the FastCat evaluation is properly
carried out in the manner in which it was intended, there will be an annual assessment. The
proper e#ecution of this plan is essential to maintaining FastCats strategic advantage.
O/JECTI1ES
FASTCAT
O/JECTI1ES
/*!ne S(ra(egy
FastCat will use a two7prong strategy to continue to improve software performance and to adapt
uickly to the needs of all current and new customers. &e will focus on e#ceeding our
customers e#pectations through a high level of innovation and teamwork.
'5rill down(- This is where FastCat will e#tend the use of its software through its
present customer base. This will be the uickest way to improve revenue growth to
Fast Cat.
Fle#ibility- FastCat will begin to offer more fle#ible products that can either be
purchased as separate components or as a complete enterprise platform. This allows
FastCat to serve customers in different stages of developing and implementing their
e7businesses. !nnovative pricing alternatives like annual licensing and transaction7
based pricing not only make it easier for customers to sign on, but it keeps a stream of
revenue recurring for FastCat.
Cost effective- ,oftware for customer must be designed to pay for itself within one
year. )nsure our customers are aware of the bottom line benefits for our products.
FastCat has implemented these tactics to ensure each of the phases of the mission is
accomplished-
=. CreativityB!nnovation7 The company will also implement new technology that will
create a demand for new product types. FastCat continues to strive to be the leader in
innovative technology.
1. Team &ork I )ach department will work closely together to generate new ideas, and
to ensure that the company does not produce products that do not have a ready
market. The teams will also work with the established customer base to guarantee a
superior product. Therefore, communication will be a key factor in establishing
teamwork.
?. Clobalization7 The company already possesses the skill and technology to promote its
software usage abroad. FastCat will implement globalization by e#panding the
customer base to more countries outside of the 0nited ,tates. !n order to maintain the
competitive advantage, FastCat will e#pand the current version of software to handle
more languages and currency.
;. 3arketing I *ur company must better understand our changed customer base and
ensure each product created has a market demand.
9. )mployee 3orale I The company will redirect and re7energize our employees to
create highly committed employees who look towards the future og the company.
This will attract and retain talented employees.
:. Jew 3arkets I FastCat has identified three high7growth and underserved industries-
financial services, healthcare and insurance. !t is believed that these industries are
most likely to purchase its software solutions. "y targeting these industries, FastCat
hopes to increase its customer base and essentially our revenue.
/*!ne En4!r&n5en(
FastCat is in a specialized and highly technologically competitive software industry that reuires
continuous forward thinking. The FastCat software uses a built7in e#pert system which captures
information about the customer to develop personalized recommendations. 5epending on the
customers response, the software can adjust recommendations and coordinates sales and
marketing responses. 5ue to the sophistication of this software FastCat truly was ahead of its
time.
This dramatic impact has resulted in new leadership at FastCat. +osetta ,tone is the new
addition as C)*, who comes in with =9 years e#perience in a leading software company, where
she led the marketing and software engineering groups. ,tone has identified three high7growth
and underserved industries that if correctly targeted could help pull FastCat back into the high
profit days of the =FF2s. The areas are financial services, health care, and insurance. *ne major
advantage of FastCat is the ability to service customers worldwide with relative ease, something
that none of their competitors have the ability to do.
.owever, a potential problem area comes from the employees of FastCat. They all seem to
understand that these recent layoffs were needed to help the company even out, but are now
uncertain about what they should be doing or how long their jobs will last. The employees have
a general feeling that they are not being given the information and support needed to succeed.
Finally, the employees are worried about ,tone and the possibility that she will have the same
spending habits as the previous C)*, which hindered FastCats ability to move at their desired
pace.
H*5an Re&*r"e P&$!"!e an% P#!$&&)#!e
FastCats business philosophy is to strive for the greatest possible fle#ibility, reliability, and
uality in products, and to be recognized as a company of innovation, integrity, and unsurpassed
service. "ecause of this, competitors will find it hard to compete. This philosophy is
implemented in order to increase growth and reach strategic goals for the companys benefit in
the present and future. To accomplish this, FastCat plans to redirect and re7energize employees.
FastCat has always sought to hire individuals who reflect their strategy. )mployees are reuired
to be fle#ible and innovative enough to accept change. They must possess strong problem
solving skills, initiative, and ingenuity.
Currently, the employees are not sure of how their performance is related to the success of the
company or how well the e#pectations of their managers are being met. FastCat plans to correct
this problem by implementing a system of compensation that the employees can understand and
identify with.
To support customer success and sustain profitability, each employee will-
Anow the customers business
5evelop creativeBinnovative ways to serve customers
"e responsive and fle#ible in providing uality service
%nalyze and simplify businesses processes
Dromote opportunities for product improvement
)valuate operations and perform with the customers best interest as a goal
Dromote continuous improvement
Communicate with all levels of the organization
+ecognize the personal worth of other employees by facilitating teamwork
"uild on current strengths to develop new and innovative products for targeted areas
of growth
FastCat recognizes the importance of respecting and recognizing individuals and their
performance contributions by implementing a proactive merit system of salary increases that is
consistent throughout the company, and by offering a total compensation package that includes
advancement opportunities and means of sharing in the companys success.
C&5)ena(!&n O7>e"(!4e
The compensation system will provide a fair and eual pay rates, it will educate
employees to have a clear understanding of the pay system, and it will define
e#pectations for pay and rewards.
The compensation system will encourage innovation and reward performance based
on objective goals.
The compensation system will boost performance, labor costs will be aligned with
performance of employees or groups.
The compensation system will continue to meet and surpass competitors systems
through its design and implementation strategy.
The compensation system will enable increases in productivity and customer
satisfaction through the creation and e#ecution of interdepartmental teams.
The compensation system will attract well ualified employees and develop employee
retention and job satisfaction through creating admirable employees.
The compensation system will promote higher customer satisfaction by having part of
their compensation tied into stock options.
The compensation system will obey all federal, state, and local laws and regulations.
"y establishing consistent and euitable pay rates and rewards and communicating them with its
employees, FastCat will help its workers understand their roles within the organization and move
them to establish a sense of loyalty resulting from their beliefs of fair and eual treatment.
3oreover, innovation sparks change, which is essentially at the heart of FastCats business
strategy. "y rewarding behaviors associated with innovation, the organization aligns its
compensation system with this strategy and profits from the fle#ibility of its workers.
Furthermore, FastCats compensation efforts will gear employees efforts towards a cooperative,
teamwork oriented environment. This will prove to be a valuable tool as the organizations
marketing efforts and research regarding customer needs will have to be communicated to the
engineering department on a continuous basis in order improve customer satisfaction while
maintaining the leading edge in product offerings. %s FastCats compensation system meets and
e#ceeds those of its competitors, the brightest and most talented individuals will be attracted to
what the organization can offer to them in return for their work and will ease FastCats recruiting
and retention efforts while maintaining an innovative pool of employees. FastCat also sees the
need in developing a knowledgeable workforce. !n turn, a more knowledgeable, helpful
workforce translates into a more knowledgeable and delighted customer. Therefore, the
compensation objectives will aim to retain employees and promote from within, allowing the
organization to benefit from the positive implications of a well developed workforce that truly
knows the company. FastCat also realizes that strategically competitive compensation policies
are difficult to imitate. Therefore, in order to differential offerings, FastCat will tie a portion of
its employees compensation to incentive7based stock option. %gain, this will align employee
efforts to the business strategy and help the organization maintain a competitive advantage
through its creative and fle#ible workforce.
STATEMENT OF
INTERNAL CONSISTENC2
POLIC2
FASTCAT
STATEMENT OF INTERNAL CONSISTENC2
POLIC2
?#y #&*$% Fa(Ca( 7e "&n"erne% +!(# !n(erna$ "&n!(en"yA
!nternal consistency, by definition, is a measure based on the correlation between different items
on the same test. !t measures whether several items that are supposed to measure the same
general construct produce similar scores. 0sing internal consistency in FastCat will create a
hierarchy or progression of job rankings. "y providing this information to the employees, the
company is supporting their business objectives and strategies. T he company will also be seen
as providing a fair workplace and emphasizing motivation for employees to achieve business
objectives. For all of these reasons, FastCat should be concerned and should therefore
implement an internal consistency policy.
H&+ +!$$ an eB*!(a7$e )ay (r*"(*re #e$) Fa(Ca( "&5)e(eA
"y providing an euitable pay structure, the FastCat employees will be able to justify and
observe the similarities and differences in their work, the work of others, and the companys
objectives. This will allow the employees to work with added diligence toward the organizations
objectives. This also encourages teamwork, innovation, and hard work to progress individually
and as an organization. !t will also allow FastCat to be more attractive to well ualified job
applicants because they will see that FastCat is euitable to those of other businesses in their
industry. !t will also allow them to retain better ualified employees if they pay euitably to their
competitors because fewer employees will be willing to leave for a higher strategy.
S#&*$% !( *))&r( e5)$&yee )r&5&(!&n an% "areer )a(#A
The pay system should encourage the employees career path. %s an employee moves up in the
company, they should receive a more pristine job and the increased responsibilities that go along
with that position. %long the career progression, pay should increase as well. *therwise, what
would be the point of moving up in the company$ if an employee would receive the same salary
for more responsibilitiesK
H&+ +!$$ Fa(Ca( :n&+ !' !( )ay (r*"(*re ! eB*!(a7$eA
&e will ensure that the pay structure is euitable or fair by making sure the jobs are placed in
order of importance according to the companys objectives and strategies. *nce this is
completed, we will assign monetary value eual to this alignment. The company will also do its
homework and find out what the average market wage is for similar positions. This will ensure
fairness and keep employee morale high. This structure also provides a framework of job
evaluations for consistency and fairness in the evaluation of jobs.
?#a( :!n% &' )ay (r*"(*re ! a))r&)r!a(e, !n $!g#( &' (#e +&r: %&ne a( Fa(Ca( an% !(
7*!ne (ra(egyA
Two structures have been developed due to the diversity of positions. *ne structure is for
administration jobs and the other for technical jobs within the organization. This way, gives a
better e#planation of what the jobs entail and what is e#pected of the positions. This then allows
for better know of how to rank them in accordance with internal alignment. This allows the
employees to better understand what characteristics are important not only to their specific job,
but also to the part of the company of which they are a representative of. !t also allows
employees to see direct alignment of their specific careers.
DE1ELOPMENT OF JO/
STRUCTURES
FASTCAT
DE1ELOPMENT OF JO/ STRUCTURES
N*57er &' Sy(e5C T+& ;Te"#n!"a$ an% A%5!n!(ra(!4e<
Two job structures 6Technical and %dministrative8 were used to classify the jobs within FastCat
with relevance to their nature of the work being carried out$ technical computer skills andBor
customer serviceBcommunication. The reason why two systems were derived instead of one
system is because all the jobs are unable to be classified with the same criteria. The jobs in the
technical family reuire more computer based knowledge while the administrative jobs reuire
more communication with customers and other employees within the organization.
Two systems were found to be sufficient to categorize the jobs since over F2 < of the positions
at FastCat fall into one of these two catagories. The jobs which fall into these two categories
reuire them to be evaluated in the same manner. For e#ample- the 4isionary Champion and
*ffice Geader 6%dministrative8 alike both reuire communication as the most important skill for
their daily tasks with no technical computer skills needed while the ,enior Fellow and the ,enior
Technician 6Technical8 alike both reuire computer knowledge as their most important skill to
carry out their daily tasks. There is not an additional system to evaluate the two remaining
positions 63assage Therapist and 4isual 5esigner8 because there are not sufficient positions to
create an additional system. These positions will remain in house but will be priced according to
current market conditions.
S)e"!'!" &' Te"#n!"a$ J&7 E4a$*a(!&n P$an
% point system has been used because the jobs need to be evaluated based on various pertinent
skills needed to perform the tasks of the job. % total of 1,222 points has been assigned to the
Technical ,ystem as well. The si# factors chosen to evaluate the jobs in the technical family
were derived from breaking down each system to determine what factors contribute the most to
performing the tasks of the position effectively$ ranking these factors respectively from most
important to least important. These si# factors give the job a basis on which to be critiued and
valued when comparing positions to each other within the Technical family.
These factors were then compared in order to rank the jobs of each category from highest to
lowest. ,i# factors, three containing sub factors, made the process of evaluating the jobs of each
category possible with regards to what is necessary to perform each job. The si# factors reuired
to perform each job within the Technical ,ystem are as follows- general knowledge 6formal
education and computer e#pertise sub factors8, product development skills, communication
6internal and e#ternal sub factors8, decision making 6problem solving and autonomy sub factors8,
technical aptitude, and testing E analysis.
These si# factors were chosen because they describe the most valuable skills reuired to perform
each job assigned to the technical family. The weights were determined to be 19< for general
knowledge, 11< for product development skills, 12< for communication, =?< for decision
making, =2< for technical aptitude, and =2< for testing E analysis. &eighing the factors gives
the positions a hierarchy for how they should be organized in order of importance to the
company objectives and justifies why one position takes precedent and has a higher level of
importance in achieving the companys goals over another.
Te"#n!"a$ Fa"(&r
Fa"(&r ?e!g#( T&(a$ P&!n(
Ceneral Anowledge 19< 922
Droduct 5evelopment ,kills 11< ;;2
Communication 12< ?:2
5ecision 3aking =?< ?22
Technical %ptitude =2< 122
Testing E %nalysis =2< 122
T&(a$ .00@ -,000
!n the same manner as the administrative system, each of the si# factors within the technical
system was then broken into levels which created a hierarchy of reuirements for the respective
factor. These levels assign the amount of points for that particular factor to the job being
evaluated, 6delete7and then assigns points to each level$8 the higher the difficulty, the more points
awarded to the level. )ach position was then awarded points for each factor with respect to the
levels determined for each of the si# factors. The jobs of the system were then ranked according
to the sum of points each position received 6the more points awarded to a job, the higher level of
importance it received within the organization8.
I5)&r(an"e &' Te"#n!"a$ Fa"(&r
The reasoning as to the order of importance for these si# factors deals with the type of work
involved for Technical jobs. &hile decision making, technical aptitude, and testing and analysis
are all very important to the success of performing these jobs, general knowledge, product
development skills, and communication were found to be the most important factors of the si#.
The reason why general knowledge was ranked number one is because the jobs within the
Technical family rely heavily on technical knowledge learned via a schooling, work e#perience,
and computer e#pertise. 3ost of the postitions within this family are responsible for maintaining
computer systems and creating products for the customers that provide a solution. To coincide
with this, product development skills are second most important to this job family because much
of what they do is gather the information collected to determine innovative ways in which
current products can be made more effective for customers and develop new products when the
market demands solutions to problems. !nnovation of products is a key to success of the
company by opening new markets or e#panding markets to generate a larger revenue.
Communication was also deemed as the third most important factor because in order for our
products to meet customer demands, effective communication about the needs of the customers
is essential. !t is also imperative that the jobs within this family communicate amongst each
other to determine what is being done within the department to meet these needs.
5ecision making, technical aptitude, testing and analysis are all important for this department to
run efficiently, however they are not the most important factors in contributing directly to
meeting the companys goals, mission and strategy.
S)e"!'!" &' A%5!n!(ra(!4e J&7 E4a$*a(!&n P$an
% point system has been used because the jobs need to be evaluated based on various pertinent
skills needed to perform the tasks of the job. % total of 1,222 points has been assigned to the
administrative system. The si# factors chosen to evaluate the administrative system jobs were
derived from breaking down each family of jobs to determine what factors are most important to
performing the tasks of the position effectively. These factors are then ranked according to their
value from most important to least important.
These factors were then compared to each other in order to rank the jobs of each category from
highest to lowest. ,i# factors, three containing sub factors, made the process of evaluating the
jobs of each category possible with regards to what is needed to perform each job. The si#
factors deemed necessary to perform each job of the administrative system are as follows-
communication 6internal and e#ternal sub factors8, records and reports, supervisory
reuirements, teamwork, decision making 6problem solving and autonomy sub factors8, and
knowledge 6education and e#perience sub factors8.
These si# factors e#plain what skills each position reuires, justifies why each position should be
paid a particular wage by giving it a monetary value, and determines who is ualified for each of
these positions. These factors were then weighted because each level of the factor has a different
amount of importance to the tasks within this system. The weights were determined to be
19.:;< for communication, 12.9=< for records and reports, =9.?>< for supervision, =;.=2< for
teamwork, =1.>1< for decision making, and ==.9;< for knowledge. &eighing the factors gives
the factors a hierarchy for organization in order of importance to the company. This also justifies
why one position takes precedent and has a higher level of importance in achieving the
companys goals when compared to another.
A%5!n!(ra(!4e Fa"(&r
Fa"(&r ?e!g#( T&(a$ P&!n(
Communication 19.:;< 9=1.>
+ecords and +eports 11.9=< ;=2.1
,upervisory +euirements =9.?>< ?2@.:
Teamwork =;.=2< 1>1.2
/ob Comple#ity =1.>1< 19:.;
Anowledge ==.9;< 1?2.>
T&(a$ .00@ -,000
)ach of the si# factors was then broken into levels which created a hierarchy of difficulty for the
respective factor. These levels assign a measure to the amount of a factor necessary for the job
being evaluated, and then assigns points to each level$ the higher the demand, the more points
awarded to the level. )ach position was then awarded points for each factor with respect to the
levels determined for each of the si# factors. For e#ample- some jobs may reuire high levels of
e#ternal communication with customers and therefore receive the full amount of points for the
factor because it would receive a higher level of the respective factor being evaluated.
3eanwhile, another position may not reuire any communication with customers at all and
receive a fraction of the points for a lower level of e#ternal communication. The jobs of the
system were then ranked according to how many points each position received 6the more points
awarded to a job, the higher level of importance it received within the organization8.
I5)&r(an"e &' A%5!n!(ra(!4e Fa"(&r
The reasoning for the order of importance of these si# factors deals with the type of work
involved for %dministrative jobs. &hile teamwork, decision making, and knowledge are all very
important to the success of performing these jobs, communication, records and reports, and
supervision were found to be the most important factors of the si#. The reason why
communication was ranked number one is because the jobs within the %dministrative family rely
heavily on internal communication with employees to ensure understanding of processes,
procedures and products. They also rely on and e#ternal communication with customers, vendors
and suppliers to ensure proper deliveries, bring in more essential customers, ensure that current
customers are satisfied with the products received, and relay information collected from
customers to the Technical family. This job family is focused more on the people aspect of the
company such as taking care of customers and aligning employees according to the company
strategy.
+ecords and reports was ranked the second most important factor for this job family because
proper and accurate information with regards to products, procedures, statements, etcL is
essential to good internal and e#ternal communication.
!t was also determined that while knowledge 6education and computer e#pertise8 is important to
performing the jobs within the %dministrative family properly, it is not the most essential factor
because the e#pertise needed can be learned via e#perience and factors such as teamwork and
decision making are important to the essential functions of the job such as- prioritizing work and
ensuring a seamless flow of teamwork to get projects finished efficiently.
S*))&r(!ng Fa(Ca(3 O7>e"(!4e
"oth systems support FastCats objectives because they are fair and consistent. 0sing the paired
comparison method for evaluating the hierarchy of the positions gives legitimacy to these
rankings. )ach system compares each job of the respective system to the e#act same factors.
This ultimately determines which positions most effectively fulfill the companys objectives and
add the most value to the company$ therefore legitimizing the hierarchal pay structure 6if a job
adds more value to the company, they should logically be paid more than a position that does not
add as much value to the company8.
ADMINISTRATION
FASTCAT
ADMINISTRATION
O4er4!e+ &' Pr&"e%*re
*ver the past several weeks, compensation specialists at FastCat have been working on
designing a new job evaluation system to revamp the compensation structure. %ll aspects of the
organization have been taken into consideration including the organizations strategy, the
individual job descriptions, and the reuirements of each department. % comple# evaluation
system has been developed and is planning on being implemented in the near future. The new
system that will be put into place will allow employees to review the new breakdowns, ask
pertinent uestions, and if necessary, appeal the pay structure. The system will allow for specific
positions to be updated fairly easily if necessary, and will also allow for the addition of new jobs
or skills as they are created, with only minor changes taken into account. *ver time the
evaluation plan will need to be altered, changed, and adjusted in the internal structure.
U)%a(e Pr&"e%*re
The pay system at FastCat was designed very thoroughly and precise. .owever, because of
economic factors out of FastCats control, such as inflation and cost of living changes, we plan to
re7evaluate the salary structure as a whole on the two year anniversary of the current plans
implementation.
!f a case arises where a single job needs to be re7evaluated, the compensation committee will
gather the necessary materials, such as job description, market findings, and the reasoning for re7
evaluation, and will then conduct a meeting to discuss the need for change and decide upon a
plan of action$ whether or not the pay structure will be altered.
A))ea$ Pr&"e
Day is a very important aspect of an organization and its relation to its employees. !n many
cases, employees feel as if they are performing at a higher level than what they are being paid.
.ere at FastCat, we encourage and welcome our employees to bring issues to our attention
regarding their pay. *nce an employee files an appeal, located in our file database and
accessible to all employees, the compensation committee allows the appellant to review the
groups ratings and the justifications for each rating of the position. The committee then inuires
as to the individuals justification of what they have determined to be a problem. The process
then continues by allowing the committee to hold a meeting without the appellant to allow for a
discussion about the validity of the argument and comparisons to current market research. The
committee will then make their decision and call the appellant into a new meeting to disclose
their decision and allow for uestions.
C&55*n!"a(!&n P$an
The communication plan should be consistent internally and e#ternally throughout FastCat. %s a
company, this is what we strive to achieve. Common to all employees, communication is a
necessary tool for business success in the administration department.
The /ob )valuation system will be implemented ?2 days after it is announced in order to allow
all employees a chance to review, ask uestions, and file any appeals if necessary. The generic
system will be sent out both electronically and in paper format to all employees in its entirety
and each employee will receive a copy of the evaluation conducted for their position so they are
fully aware of the results. The .+ department will distribute the completed copies to every
employee with an appointment card providing them a time to come in and receive the evaluation
breakdown specific to their current position from the .+ department.
"y following these steps, FastCat ensures that employees understand the system as a whole, as
well as individually. %llowing them to ask uestions and review the system will assure the
acceptance of the plan throughout the organization, and will allow for a smooth transition into
the new program.
E1ALUATION
FASTCAT
E1ALUATION PLAN
Eae &' A%5!n!(ra(!&n
Jearly all effective evaluation plans are the most practical and least comple# plan that meets the
organizationHs objectives. The FastCat evaluation plan has been thoroughly designed to support
all organization strategies and goals. !t is important for employees to understand that the
organization must go through several changes and must be able to adapt to changes in the
organization, whether or not they approve of these changes.
Re$!a7!$!(y, C&5)e(!(!4ene an% In(erna$ C&n!(en"y C&5)$!an"e
The FastCat compensation plan is specific to the organization. 3anagers will re7evaluate the
plan at arranged intervals to ensure its continuing effectiveness within the evolving organization
and to maintain fairness. Taking previous information that is still valid which meets the
companys goals and revising them will not only provide ease of gathering information, but will
ensure that they are more specific in detail. This will benefit the company because it will be
continually evaluated to ensure FastCat maintains competitive wages by prioritizing positions
within the company that are most important to achieving the companys objectives, strategy and
goals.
F*(*re E4a$*a(!&n
The evaluation plan derived is valid and reliable. This plan has been designed to e#plain the
reasoning why and how a position was ranked. The evaluation plan is the most important part of
the compensation plan. To ensure the FastCat evaluation is properly carried out in the manner in
which it was intended, there will be an annual assessment. This plan is essential to maintaining
FastCats strategic advantage.
E0HI/ITS
FASTCAT
E0HI/ITS
E0HI/IT DESCRIPTION
A S(ra(eg!" Ma)
/ J&7 E4a$*a(!&n Fa5!$!e
C J&7 De"r!)(!&n '&r Te"#n!"a$ J&7
D J&7 De"r!)(!&n '&r A%5!n!(ra(!4e J&7
E J&7 De"r!)(!&n '&r M!"e$$ane&* J&7
F Fa"(&r C#ar( '&r Te"#n!"a$ J&7
9 Fa"(&r C#ar( '&r A%5!n!(ra(!4e J&7
H Fa"(&r Ue% '&r Te"#n!"a$ J&7
I Fa"(&r Ue% '&r A%5!n!(ra(!4e J&7
J J&7 E4a$*a(!&n F&r5 '&r Te"#n!"a$ J&7
K J&7 E4a$*a(!&n F&r5 '&r A%5!n!(ra(!4e J&7
L J&7 Ra(!ng '&r Te"#n!"a$ J&7
M J&7 Ra(!ng '&r A%5!n!(ra(!4e J&7
N S*55ary &' J&7 Ra(!ng ;Te"#n!"a$ an% A%5!n!(ra(!4e<
O Te"#n!"a$ J&7 S(r*"(*re
P A%5!n!(ra(!4e J&7 S(r*"(*re
= De"!!&n &n P$a"e5en( &' Maage T#era)!( an% 1!*a$ De!gner
FASTCAT
STRATE9IC MAP
FASTCAT
STRATE9IC MAP
!mportance
. - 6 4 5 5imension
O7>e"(!4e
,upport business strategy
+edirect and reenergize employees
%ttract highly ualified employees
3inimize fi#ed costs
Cet closer to customers
Dromote innovation
A$!gn5en(
,upport career growth
*ffer fle#ible products
*rganizational ,treamline
C&5)e(!(!4e P&!(!&n
)uitable pay rates
Fle#ible benefits and performance based incentives
Per'&r5an"e
3erit ,ystems
,hare team ,uccess
EDe"*(!&n
&orking together to meet or e#ceed our customers e#pectations
*pen communications
Form partnerships among customers and all employees
M
M
M
M
M
M
NNNNNNNNNNNNNNNNNNNNNNN

M
M
M
NNNNNNNNNNNNNNNNNNNNNNN

M
M
NNNNNNNNNNNNNNNNNNNNNNN

M
M
NNNNNNNNNNNNNNNNNNNNNNN

M
M
M
JO/ E1ALUATION
TECHNICAL JO/
FAMIL2
FASTCAT
TECHNICAL JO/ FAMIL2
,enior Fellow
Droject 3anager
,oftware 0ser !nterface %rchitect
,oftware !nterface 5esigner
,oftware 5evelopment )ngineer
,enior Technician
0sability )ngineer
Technical %nalyst "
Technical %nalyst %
Technician
JO/ E1ALUATION
ADMINISTRATI1E JO/
FAMIL2
FASTCAT
ADMINISTRATI1E JO/ FAMIL2
4isionary Champion
"usiness %ccount Geader
Technical 3arketing Consultant
Field 3arketing +epresentative
"usiness ,olutions Consultant
3arketing ,upport
*ffice Geader
)#ecutive ,taff %ssistant
%dministrative %ssistant !
5ata Drocessor
%dministrative %ssistant !!
*ffice %ide
JO/ E1ALUATION
MISCELLANEOUS JO/
FAMIL2
FASTCAT
OTHER POSITIONS
3assage Therapist
4isual 5esigner
JO/ DESCRIPTIONS FOR
TECHNICAL JO/S
FASTCAT

SENIOR FELLO?
Re)&n!7!$!(!e
Dlan and conduct research and development projects of major significance, which are
highly difficult and comple# in nature, that reuire e#pert application of advanced
knowledge$ consult with and provide guidance to departments and senior management on
comple# technical issues$ set strategy for technical development$ originate and apply new
and uniue engineering methods and procedures.
+eview engineers work and evaluate and coachBdevelop them
*versee project managers and serve as resource as needed
Drovide core competency in product development with special emphasis on e7business
and developing the product
+elease design into commercialization
=*a$!'!"a(!&n
3sBDh5 in computer science, business, or related field
*ver > years e#perience in all phases of software development, including leading and
coaching others
3ust have successfully demonstrated cross functional team leadership and have 9O years
supervisory e#perience of technical personnel.
C&5)e(en"!e
3ust be cognizant of multiple perspectives and approaches across all engineering
projects.
Facilitate interaction and e#change among project managers.
&ork effectively with engineering professionals to ensure the highest uality and
reliability of design
5evelop strategic product plan
,upport marketing and sales efforts through technical support, publishing articles,
presentations, key customer visits, and developing key data.
,erve as recognized e#pert within the technical community.
%ble to develop and utilize glove network of professionals to assess technical
developments
5emonstrated leadership competencies in a highly technical team
GeaderBlearner
*ften contributes to developments in specialty areas.
,erves as behavioral model for engineering group

PROJECT MANA9ER
Re)&n!7!$!(!e
,upervise software developers$ 3anage client implementations within established
schedule and budget
3anage client relations with assigned clients
3anage relations with team engineers so that all team members contribute to the product
3aintain responsibility for all project communications
&ork closely with marketing group to understand client needs
3anage the overall technical development within a project
=*a$!'!"a(!&n
"achelors degree in Computer ,cience, "usiness or related field
3inimum of five years related work e#perience with at least one year in management
)#perience establishing methodologies and processes
)#perience implementing projects and leading a team of people
&ell7develooped skills in 3icrosoft Transaction ,erver 63T,8$ ,3G$ %ctive ,erver
Dages 6%,D8$ Gotus Jotes$ )+D 6*racle, ,%D, Deople,oft, etc.8
C&5)e(en"!e
+esolves issues and break down barriers to effective product implementation
%ctively support participation by all team members$ clarify roles within the team
5evelop, recognize, and promote innovative software solutions among team
)licit the contribution and professional development of all members of team
SOFT?ARE USER INTERFACE ARCHITECT
Re)&n!7!$!(!e
The engineering face of the company. +esponsible for recommending new directions to
top engineering leadership. The technical lead on large, comple# product
implementations for new or e#isting clients. +esearch and create the blueprint for the
implementation and determine how it will interface with the clients e#isting applications$
drive innovation by looking beyond customers articulated needs$ design the system and
incorporate t into the clients environment$ implement end7to7end architecture of the
system$ ensure that an implementation is built properly and will function to specifications
at completion of the implementation. Derform advanced system development, including
designing, coding, and testing custom developments as necessary
,upervise software developers as necessary
Drovide guidance to rest of technical team
Foster technical and other skill development among engineering staff
=*a$!'!"a(!&n
3icrosoft Transaction ,erver 63T,8
P3G
%ctive ,erver Dages 6%,D8
Gotus Jotes
)+D 6*racle, ,%D, Deople,oft, )tc.8
3inimum of ; years e#perience as a developer or technical lead on software
implementation project
)#perience working with e7commerce
3inimum of 1 years e#perience with at least 92< of the following technologies-
&indows 5evelopment 6*bject *riented %nalysis and 5esign8
!ntegration utilizing a component7based architecture
"asic .T3GB.T3G ,criptingB5ynamic .T3G
/ava ,criptingB4" ,cripting
COO
C*3
5C*3
C*"+%
+5" concepts, logical and physical data modeling I *racleB3, ,QGBothers
,ystem integration 6can be )+D or similar8
Cood understanding of middleware
)#perience designing user interfaces
92< travel to client sites.
C&5)e(en"!e
Droblem solving skills I applying technology to solve problems
5evelopmental skills I able to guideBsupportBdevelop other members of the creative team
Creativity I ability to conceive and deliver innovative designs
&riting and documentation skills I e#perienced at documenting comple# issues
SOFT?ARE USER INTERFACE ARCHITECT ;"&n(!n*e%<
,trong, relevant technical knowledge of !nternetB!ntranet technologies, clientBserver,
object oriented programming
)#cellent communication skills, with ability to lead client meetings and presentations
Consulting e#perience
Droactive, self motivated, and able to work effectively with little supervision
%ble to communicate technical information to the client, system integrator, and project
manager
%ble to build consensus around chosen design
%bility to work well on a creative team in a highly collaborative environment
3ust be on top of trends and able to keep the company ahead of the curb in software
directions

SOFT?ARE INTERFACE DESI9NER
Re)&n!7!$!(!e
Focus on content development, usability, and interaction design on multiple,
simultaneous projects. 4isualize projects from viewpoint of end user. 5esign
specifications for and perform programming and testing activities on a new or e#isting
large client implementation$ participate in design meetings for related projects as
reuested$ develop estimates for identified tasks$ perform development activities per
estimates 6can include coding or scripting8$ perform unit testing on developed code.
ReB*!re5en(
"achelors degree in Computer ,cience or related field$ at least two years programming
e#perience in **%5 and at least one year of significant user e#perience. !ntegrations
,kills I Component7"ased %rchitecture$ e#perience with %ctive ,erver Dages 6%,D8$
"asic .T3GB.T3G ,cripting$ 5ynamic .T3G$ /ava ,cripting B 4" ,cripting$
+elational 5atabase, !ncluding 5atabase 5esignB%nalysis 6*racleB3, ,QGB*thers8$ CO
O$ C*3$ 3icrosoft Transaction ,ervers 63T,8$ P3G
C&5)e(en"!e
0nderstand the entire development process, including specifications, documentation and
uality assurance
Cood technical knowledge in software development methodologies, design, and
implementation
Cood research, analytical, and design skills
3ust have solid practices for unit testing and documentation of developed code
Cood communication and interpersonal skills
Droactive self7motivator who can work effectively with little supervision
Communicate effectively with other software developers and architects
%ble to help achieve their uality and schedule goals.

SOFT?ARE DE1ELOPMENT EN9INEER
Re)&n!7!$!(!e
3anage the 0ni# buildBintegration applications and scripts across all departments and
locations for at least one of the main industries targeted by FastCat- health care,
insurance, transportation
ReB*!re5en(
"achelors degree in computer science or related field
,ystem administration e#perience. Anowledge of C4,, Derl, 3ake, ,hellscripts, ,olaris,
Ginu#
C&5)e(en"!e
)#cellent communication skills.
3eticulous about details.
Communicate with developers in various locations regarding the build process.
Create build scripts.
Facilitate the prompt and comprehensive sharing of information across developers.

SENIOR TECHNICIAN
Re)&n!7!$!(!e
+esponsible for complete product performance evaluation through destructive testing$
&ork closely with software engineers to obtain feedback and offer input to engineering
and marketing teams.
Create and revise written procedures to accompany each test methodBtest applications.
!dentify, communicate and provide possible solutions to uality related issues. 3aintain
organized archive of competitive test results with full traceability to test methods.
Train and supervise others on procedures and test methods.
%ssist engineers with prioritizing and scheduling work.
=*a$!'!"a(!&ns
%ssociates degree in computer science$
% minimum of ; years in software development and testing,
,trong background in statistics and mathematical modeling
&ell7developed skills in 4C, .T3-B5.T3GBP3G, %ctive ,erver Dages, %5*B*G)7
5", !!G 63icrosoft !nternet !nformation ,erver8, %ctive PBC*3B5C*3, /ava$ %ctive
,erver Dages 6%,D8$ Gotus Jotes$ )+D 6*racle, ,%D, Deople ,oft, etc.8
Familiar with COO programming language.
Droficient in the following testing tools- 4isual Test, ,Q%, ,ilk Derformer
Droficient working with the following databases- ,QG *racle, 3, %ccess
C&5)e(en"!e
Cood prioritization skills,
%ble to accomplish multiple assignments simultaneously.
Cood organizational, written, and communication skills.
%ttention to detail$
%ble to create a culture of empowerment that promotes teamwork
%ble to recognize and reinforce contribution of members of product evaluation team
%ble to stay current with new software developments and e7commerce applications
%ble to effectively direct the work of others and ensure accountability of all testing
certification

USA/ILIT2 EN9INEER
Re)&n!7!$!(!e
Collect customer information in one of the main industries targeted by FastCat$ use
customer information to provide input into design of features that will enhance usability
of applications$ test, debut and fi# data
ReB*!re5en(
".,. 5egree in Computer ,cience or related field
%bility to work in a technical environment
Familiarity with one FastCats targeted industry segments
%bility to translate customer input into improved solutions for common tasks
C&5)e(en"!e
Drovide accurate information promptly
Communicate with team members and clients$ support team decisions
Communicate with customers to gather information and fully understand nature of
reuests

TECHNICAL ANAL2ST /
Re)&n!7!$!(!e
Test company products using various testing strategies such as regression testing,
compatibility testing, functional testing, stress and volume testing, and testing of release
materials, using both manual and automated testing techniues$
5ocument errors found and report on project status$ verify documentation provided by
other team members.
Create and revise written procedures to accompany each test methodBtest applications.
&ork closely with engineers to devise testing strategies and address issues that arise from
testing and special reuests.
=*a$!'!"a(!&n
%ssociates degree in "usiness or Computer ,cience or euivalent e#perience
0nderstanding of one or more of the following testing tools- 4isual Test, ,Q%, ,ilk
Derformer
)#perience working with the following databases- ,QG *racle, 3, %ccess
Familiarity with 4", .T3-B5.T3GBP3G, %ctive ,erver Dages, %5*B*G)75", !!G
63icrosoft !nternet !nformation ,erver8, %ctive PBC*3B5C*3, /ava
C&5)e(en"!e
,trong communication skills
Facilitate team coordination and work effectively as member of team.
%bility to accomplish multiple tasks simultaneously.
%ttention to detail-
%ble to communicate effectively in technical environment
&illing to coach, share e#pertise with other technicians
&illingness to research and develop an understanding of the marketing reuirements for
the product

TECHNICAL ANAL2ST A
Re)&n!7!$!(!e
Test company products using various testing strategies such as regression testing,
compatibility testing, functional testing, and testing of release materials, using both
manual and automated testing techniues$ 5ocument errors found and report on project
status$ %ssist with test environment preparation
=*a$!'!"a(!&n
%ssociates degree in "usiness or Computer ,cience or euivalent e#perience
0nderstanding of one or more of the following testing tools- 4isual Test, ,Q%, ,ilk
Derformer
)#perience working with the following databases- ,QG *racle, 3, %ccess
Familiarity with 4", .T3-B5.T3GBP3G, %ctive ,erver Dages, %5*B*G)75", !!G
63icrosoft !nternet !nformation ,erver8
C&5)e(en"!e
,trong communication skills
Facilitate team coordination and work effectively as member of team.
%bility to accomplish multiple tasks simultaneously.
%ttention to detail-
%ble to communicate effectively in technical environment
&illingness to research and develop an understanding of the marketing reuirements for
the product.

TECHNICIAN
Re)&n!7!$!(!e
Coordinate and maintain the C%+ 6Corrective %ction8 and GTC% 6Gong Term Corrective
%ction8 system$ take responsibility for closing C%+s and GTC%s$ 0nderstand the
products and product design process$ %ssist with testing company product using common
software testing strategies$
Derform general support duties such as data entry, routine coding, and miscellaneous
project work. *ther support duties as assigned.
=*a$!'!"a(!&n
.igh school diploma or euivalent$
Droficient in 3icrosoft DC applications$
,trong basic math and computer skills.
C&5)e(en"!e
Cood prioritization skills$
Cood verbal and written communication skills$
%bility to multitask$
%bility to work well with others as well as independently
%bility to maintain a high level of uality.
&ork effectively as member of a technical team
JO/ DESCRIPTIONS FOR
ADMINISTRATI1E JO/S
FASTCAT

1!!&nary C#a5)!&n
Re)&n!7!$!(!e
+esearch, select, and recommend features and market segments to pursue$ define and
ensure the success of new featuresBfunctions and planning overall segment strategy$
define key customer needs 6ones they know about and ones that have not yet surfaced8$
identify market and technological drivers$ stay current 6and ahead of the crowed8 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
reuirements$ articulate the opportunity for the featuresBfunctions, clarify tradeoffs
between opportunities$ prioritize feature development and provide technological input to
the product roadmap$ provide business and market leadership to the cross7functional 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 e#isting products including competitive analysis and +*! analysis.
ED)er!en"e
"achelors degree in technical area, plus 3"% or euivalent
9O year of related e#perience with previous product management e#perience in a
technical field
C&5)e(en"!e
)stablish, implement, and maintain uality service standards that assure ma#imum
customer satisfaction.
0nderstand of key customer needs and market segments in the e7business arena
Dromote cooperation and team orientation among product managers
3entor development of product manager
Fashion innovative solutions that promote uality thinking across FastCat marketing
*rganized, motivated, self7directed, sound business judgment
%bility to ensure that everyones contribution to the team is fully recognized and utilized

/USINESS ACCOUNT LEADER
Re)&n!7!$!(!e
%ssist manager in producing annual business plans for clients, ensure appropriate
approvals, and review plans with clients.
Cenerate and present professional proposals to new and e#isting customers
)nsure profit margins for all proposals meet targeted margins as established by FastCat
5evelop policies and procedures for handling contract administration and customer
complaints.
Giaison with sales and engineering
5irect all activities related to customer service and field support with installing,
maintaining, and modifying FastCat products.
Gead team of marketing, sales, and engineering personnel.
=*a$!'!"a(!&n
"achelors degree$ minimum of > years of sales e#perience to large corporate clients
C&5)e(en"!e
*utstanding communication and interpersonal skills
Jegotiation and e#ecutive7level selling skills
%nalytical and creative ability
%bility to coordinate resources
3entor business solution consultants$ serve as resource. Dromote the coordination of
efforts among them.

TECHNICAL MARKETIN9 CONSULTANT
Re)&n!7!$!(!e
Cuide product direction and supporting products to FastCat marketing group, customers,
and the industry at large$ develop and deliver technical presentations and product
demonstrations to marketing group, industry analysts, customers and prospects, including
technical training for pre7sales business solution consultants$ develop and implement
FastCat product demonstration strategies$ conduct in7depth analysis on technical
alternatives 6operating systems, hardware platforms, etc.8$ articulate tradeoffs of using
one technology vs. another$ develop technically accurate input for formal market
proposals, +F!s, technical configuration for sales uotes, etc.$ address customers
technical objections$ author white papers, technical articles and documents for journals
and conferences.
ED)er!en"e
% four7year ", degree$ minimum of > years of related e#perience$
)#perience in presenting and writing technical subjects for public audience$
Anowledge of e7commerce applications$ sound product, platform and architecture
knowledge 60ni#, JT, /ava, C*3, ,ecurity, etc.8
C&5)e(en"!e
&ork closely with development and engineers to drive issues to resolution$
%bility to meet deadlines$
Cood written and verbal communication skills$
%bility to communicate comple# technical items to variety of audiences$
Thorough understanding of the role that technology plays in the e7business sales and
marketing arena$
*rganized, motivated, self7directed, in7depth technical skills$
,trong teaming with both marketing and engineering professionals$
0nderstand and support FastCat corporate vision and technical direction

FIELD MARKETIN9 REPRESENTATI1E
Re)&n!7!$!(!e
5evelop a communications strategy for a specific FastCat product and solution to
improve customer awareness and impact sales$ design and conduct market research to
analyze and investigate competitive products and technologies$ participate in preparation
of marketing presentations of new technologies$ communicate with customers regarding
the terms of the contract as necessary.
=*a$!'!"a(!&n
"achelors degree in business7related field.
3inimum of ? years in marketing researchBsupport related work, including product
pricing and competitive analysis
Droficiency with 3, *ffice products.
)#perienceBfamiliarity with one of FastCats targeted industry segments
C&5)e(en"!e
Drovide comprehensive and prompt information for marketing, sales, and engineering
professionals.
&ork with business consultant to assess obligations of proposed contracts.
Familiar with pricing issues and policies.
%nalytical and detail oriented.
4ersatile and capable of rapid plan adjustment.
Droject7oriented
,elf7reliant, able to work independently.
Cood interpersonal skills.
%dept at assimilating and prioritizing demands for information from customs and
marketing professionals
%ctively support marketing team.
/USINESS SOLUTIONS CONSULTANT
Re)&n!7!$!(!e
Derforming technical support activities in support of sales of FastCats product and
services
Derforming product demos
%ssisting account e#ecutives in preparation of proposals
%nswering uestions from the potential customer
%ssisting prospective customers in resolving technical problems by providing liaison
with technical staff
3aintain a technical understanding of FastCat products
+ecognize and promote technical solutions that will be useful to multiple customers.
5irect product positioning and pricing strategies that include competitive analysis and
product life cycle analysis.
=*a$!'!"a(!&n
"achelors degree in "usiness or Computer ,cience
3inimum 9 years e#perience in technical sales support
%pplication software e#perience
,ales process analysis e#perience
3anagement of site survey e#perience
Technology e#perience 63icrosoft platforms and tools, DC sales tools, !nternet8
Comple# configuration e#perience

MARKETIN9 SUPPORT
Re)&n!7!$!(!e
Droduce, distribute, and log product uotations and revisions reuested by field
representatives, customers, and product managers$ enter customer leads into database$
distribute appropriate product information$ assist with tracking data for necessary
leadsBsales forecasting and reporting$ and participate in monthly meetings with marketing
leaders.
=*a$!'!"a(!&n
", degree or eual job7related e#perience$ e#perience with 3icrosoft )#cel and &ord
Drevious sales background or sales7related e#perience helpful
C&5)e(en"!e
%ctively support other members of the marketing team.
Take personal initiative for sharing information among field representatives and
marketing personnel.
5etail orientation

OFFICE LEADER
Re)&n!7!$!(!e
Drovide administrative leadership to ensure all infrastructure processes and practices are
structured to provide optimal operating effectiveness within the department. Gead
development, implementation and monitoring of internal operating procedures. !nitiate
discussions about ways to continually improve the smooth functioning of administrative
activities and manage projects and objectives associated with process improvement.
3ake recommendations regarding new technologies and other methods to improve
operating systems. Conduct monthly detailed review of budget actual vs. plan, noting
e#ceptions, recommending accruals and following up on tracking e#ceptions. Drovide
fiscal year planning in put on capital e#pense items. Crate project codes or department
activities. Communicate with duties for 4ice Dresident such as making travel
arrangements, scheduling meetings, maintaining calendars, completing e#pense reports,
drafting memos, recording and distributing meeting minutes. "ecome knowledgeable
about the work content of the 4D and make daily judgment calls regarding priorities.
&hen reuired, lead meetings with administrative team to generate ideas, e#plain new
processes and procedures and share pertinent information to support the efficient
functioning of the department. %ct as an information source for all team members.
ReB*!re5en(
%ssociates degree in business administrative studies or related field or five or ore years
administrative support e#perience with thorough knowledge of operations and policies.
C&5)e(en"!e
%bility to recognize the need for and then initiate and lead process improvements.
)#cellent verbal and writing skills as well as interpersonal skills.
+esourcefulness.
Fle#ibilityBability to reprioritize uickly.
Anowledgeable about business priorities, company organization, people, etc.

E0ECUTI1E STAFF ASSISTANT
Re)&n!7!$!(!e
%ssist in development and implementation of internal administrative procedures$ broad
and varied secretarial duties including handling telephone calls, setting up files, making
travel arrangements, scheduling meetings, photocopying documents and distributing mail.
Coordinate documents, memos, correspondence and telephone calls that reuire action
and select from available alternatives to handle routine issues. %s appropriate, e#ecute an
alternative on own initiative or recommend a best alternative. Type and proofread
memos, letters, reports, of a routine nature.
ReB*!re5en(
.igh ,chool diploma or euivalent. Three to five years of secretarial e#perience
including = year administrative e#perience. Type 92 wpm. Three years e#perience with
&indows, including &indows 1222. Two years e#perience with )#cel and DowerDoint
C&5)e(en"!e
0nderstanding of cost center management processes.
)#cellent interpersonal skills.
,trong verbal and written communication skills.
%ccuracy in record keeping and correspondence.
)#ceptional telephone skills including ability to handle several lines simultaneously.
Dlanning and judgment skills.
%bility to work independently and as a team member.
Fle#ibility and adaptability.
ADMINISTRATI1E ASSISTANT I
Re)&n!7!$!(!e
,ecretarial and administrative duties for various departments. Anowledgeable of
corporate policies and practices$ has access to confidential information. &ork reuires
some analysis and use of initiative and independent judgment. 3ay make high level
contacts for a sensitive, comple# and sometimes confidential nature both inside and
outside of company. Drovide assistance and back7up responsibilities to )#ecutive
%ssistant to the C)*. 3ay also arrange and coordinate business travel$ screen telephone
calls and incoming mail$ perform word processing duties$ collaborate with various staff
and departments n preparing special projects.
ReB*!re5en(
3inimum of .igh ,chool diploma, plus several years technical training$ two to four
years in administrativeBe#ecutive secretarial position in corporate setting$ proficient in
using the internet and with 3, *ffice products, including &ord, )#cel and DowerDoint.
C&5)e(en"!e
"road knowledge of administrative practices and procedures$ knowledge of international
protocol.
Cood communication and interpersonal skills.
5etail oriented and able to handle confidential information.
5ependable and dedicated.

DATA PROCESSOR
Re)&n!7!$!(!e
3aintain data integrity in the .uman +esourcesBDayroll database. )nter andBor update
data in the payroll database, including but not limited to- change of address, phone
number, department, location, name, &7; deductions or salary$ retroactive pay$ leave of
absence$ new hire$ and termination$ process special reuests$ serve as a point of contact
for supervisor and employee uestions concerning payroll$ process direct deposit forms$
other duties as assigned.
ReB*!re5en(
.igh school diploma or euivalent$ one year e#perience in office setting. )#tensive
familiarity with 3icrosoft &ord and )#cel$ strong mathematics skills.
C&5)e(en"!e
,olicit input from other FastCat employees to ensure accuracy of information and smooth
gathering of information.
)nsure timely and accurate processing of information.
ADMINISTRATI1E ASSISTANT II
Re)&n!7!$!(!e
%ssist in the management of records and correspondence, improve systems when
necessary$ respond to reuests for information, maintain office supplies$ miscellaneous
office tasks as assigned.
ReB*!re5en(
,i# or more years of administrative level e#perience$ DC proficiency in 3, &ord, )#cel,
DowerDoint and electronic calendaring.
C&5)e(en"!e
!ndependent self7starter with the ability to handle confidential information and perform
high uality work.
%pproaches the work associated with the position professionally, is capable of juggling
and prioritizing multiple assignments, and will communicate clearly and regularly with
staff$ strong budget and developmentBanalysis and e#pense tracking skills$ fle#ibility and
commitment.

OFFICE AIDE
Re)&n!7!$!(!e
Drovide word processing, fa#ing, copying, filing and other clerical support duties$
coordinate repair and maintenance of fa#, copier, printer and other office euipment$
procure office supplies in a timely and cost7effective manner$ complete projects and tasks
in an aggressive manner consistent with corporate objectives$ keep supervisor informed
of changes in work schedule andBor workload$ support company goals and objectives,
policies and procedures$ work all reuired overtime$ other duties as assigned.
ReB*!re5en(
.igh school diploma or euivalent$ able to type 92 w.p.m.
C&5)e(en"!e
&illingness to take personal initiative in soliciting work assignments
&illing to contribute as active member of office support team.
JO/ DESCRIPTIONS FOR
OTHER JO/S
FASTCAT

MASSA9E THERAPIST
Re)&n!7!$!(!e
Drovide massages to employees by appointment as their schedules permit.
=*a$!'!"a(!&n
3ust be certified by the Jational Certification "oard for Therapeutic 3assage and
"odywork. 3ust possess e#tensive knowledge of muscles and any other relevant
medical terminology.
*ne to two years e#perience as licensed professional massage therapist.

1ISUAL DESI9NER
Re)&n!7!$!(!e
5efine and implement a unified design vision for interface and &eb technologies$
produce a variety of design solutions that are consistent with the aesthetic uality,
functionality, interface and layout, visualBgraphic standards, and look and feel of the
FastCat brand. !nteract directly with marketing and engineering to achieve buy7in of
design vision in order to produce and deliver leading7edge visual and interactive learning
elements according to the appropriate reuirements 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.
=*a$!'!"a(!&n
)#perience in interactive media design and production$ navigation design, information
design and delivery, interface design.
)#perience in 3acromedia Flash development
)#perience in .T3G, 5.T3G, P3G, 4+3G, 4isual "asic, /avascript, /ava, 4" and
4" script, COO coding or server7side technologies like ,D, /,D, and the integration of
design projects with the &eb environment
)#perience with high7end animation packages like %lias &avefront, 3aya, ,tudio 3a#,
Gightwave
Fluency with a combination of tools, including Dhotoshop, 5reamweaver, Flash, 5irector,
!llustrator or Freehand, %fter )ffects, Quark, 5ebabelizer, Fireworks, and 3icrosoft &ord
Droficient with business applications such as 3, *ffice.
C&5)e(en"!e
"eing passionate about marrying high technology with fine art
3aintaining professionalism throughout all aspects of the job
)ffectively manage multiple projects under tight deadlines with changing priorities.
&ork well on a creative team in a highly collaborative environment
%bility to work on a team with highly developed professionals in a fast7paced
environment
%bility to focus and listen
%bility to negotiate and be diplomatic
,trong communication and presentation skills
FACTOR CHART FOR
TECHNICAL FACTORS
FASTCAT
TECHNICAL FACTORS
Fa"(&r ?e!g#( T&(a$ P&!n(
Ceneral Anowledge 19< 922
Droduct 5evelopment ,kills 11< ;;2
Communication 12< ?:2
5ecision 3aking =?< ?22
Technical %ptitude =2< 122
Testing E %nalysis =2< 122
T&(a$ .00@ -,000
FACTOR CHART FOR
ADMINISTRATI1E JO/S
FASTCAT
ADMINISTRATI1E FACTORS
Fa"(&r ?e!g#( T&(a$ P&!n(
Communication 19.:;< 9=1.>
+ecords and +eports 11.9=< ;=2.1
,upervisory +euirements =9.?>< ?2@.:
Teamwork =;.=2< 1>1.2
/ob Comple#ity =1.>1< 19:.;
Anowledge ==.9;< 1?2.>
T&(a$ .00@ -,000
FACTORS USED TO
E1ALUATE TECHNICAL
JO/S
FASTCAT
TECHNICAL
9enera$ Kn&+$e%ge - The level of formal education and relevant work experience that are
necessary to perform the job at satisfactory level. The level of computer knowledge or expertise
in programming and use to successfully perform the responsibilities the job requires. ;500<
A. F&r5a$ E%*"a(!&n an% ?&r: ED)er!en"e E This factor measures the minimum amount
of formal education andBor relevant work e#perience needed to successfully perform the
basic functions and responsibilities of the position. This factor also measures the level of
e#pertise in using computer programs and programming necessary to successfully
perform the basic functions and responsibilities of the position This factors also
measures the level of formal education reuired andBor minimum amount of relevant
work e#perience reuired to perform the duties and responsibilities assigned to a position.
;600<
L.C Dosition reuires a .igh ,chool 5iploma or C.).5. and at least si# months to
one year of relevant work e#perience. ;60<
L-C Dosition reuires an %ssociates degree in a related field and one to three years of
relevant work e#perience. ;F4<
L6C Dosition reuires a "achelors 5egree in Computer ,cience or a related field and
one to three years of relevant work e#perience. ;.6F<
L4C Dosition reuires a "achelors 5egree in Computer ,cience or a related field and
five or more years of relevant work e#perience. 6.G-<
L5C Dosition reuires a 3asters 5egree or higher in a related filed and one to five
years of relevant work e#perience. ;-46<
L6C Dosition reuires a 3asters 5egree or higher in a related field and five or more
years of relevant work e#perience. ;600<

B. C&5)*(er ED)er(!e - 3easures e#tent of knowledge of software programs reuired to
perform the duties and responsibilities of the position$ potential software programs
include such programs as- 3, DC applications$ 4isual Test$ ,Q%$ ,ilk Derformer$ ,QG$
*racle$ 3, %ccess$ 4", .T3-B5.T3GBP3G$ %ctive ,erver pages 6%,D8$ %5*B*G)7
5"$ !!G 63icrosoft !nternet !nformation ,erver8$ %ctive PBC*3B5C*3$ /ava$ Gotus
Jotes$ )+D 6*racle, ,%D, Deople ,oft8$ COO$ C4,$ Derl$ 3ake$ ,olaris$ Ginu#$
Component7"ased %rchitecture$ "asic .T3GB.T3G ,cripting$ 5ynamic .T3G$ /ava
,criptingB4" ,cripting$ +elational 5atabase$ C*3$ 3icrosoft Transaction ,ervers
63T,8$ P3G$ &indows 5evelopment 6*bject *riented %nalysis and 5esign8$ C*"+%$
+5" concepts, logical and physical data mode modeling$ 3iddleware$ macromedia
Flash$ 5.T3G$ 4+3G$ /,D$ 3aya$ ,tudio 3a#$ Dhotoshop$ 5reamweaver$ Flash$
5irector$ !llustrator or Freehand$ %fter )ffects$ Quark$ and, Fireworks. ;-00<
L.C Dosition reuires proficiency in using basic software programs such as 3icrosoft
&ord, 3icrosoft )#cel, DowerDoint, &indows, and to send and receive e7mail.
;.0<
L-C Dosition reuires proficiency in one to four of the above computer programs, as
well as the basic software programs listed in Gevel *ne. ;58.5<
L6C Dosition reuires proficiency in five to ten of the above computer programs, as
well as the basic software program listed in Gevel *ne. ;.05<
L4C Dosition reuires proficiency in at least eleven up to fourteen of the programs
listed above, as well as the basic software programs listed in Gevel *ne. ;.5-.5<
L5C Dosition reuires knowledge of at least fifteen or more of the programs listed
above, as well as the basic software programs listed in Gevel *ne. ;-00<


9enera$ Kn&+$e%ge - 500 T&(a$ P&!n(



E%*"a(!&nH
ED)er!en"e
ED)er!en"e
P&!n(
C&5)*(er
ED)er(!e
ED)er(!e
P&!n(

. ?2 . =2
- >; - 9@.9
6 =?> 6 =29
4 =F1 4 =91.9
5 1;: 5 122
6 ?22



C&5)*(er ED)er(!e


E
%
*
"
a
(
!
&
n
H

E
D
)
e
r
!
e
n
"
e
. - 6 4 5
. ;2 >@.9 =?9 =>1.9 1?2
- F; =;=.9 =>F 1?:.9 1>;
6 =;> =F9.9 1;? 1F2.9 ??>
4 121 1;F.9 1F@ ?;;.9 ?F1
5 19: ?2?.9 ?9= ?F>.9 ;;:
6 ?=2 ?9@.9 ;29 ;91.9 922

Product Development and Innovation - easures the positions contribution to the creation of
new products! methods! ideas as well as the ability to modify current products to meet and
exceed the customers and organi"ations needs. ;440<

L.C The position makes little to no contribution to new product development, ideas,
methods, processes, or procedure development. !nvolvement may be limited to
reading and summarizing customer and internal constituencies feedback on
products. ;44<
L-C Dosition makes indirect contributions to the design or introduction of new
products, ideas, and methods. Dosition plays a supporting role in the research
and development of new products or services, gathering information used in
research analysis before market introductions and to assist adaptation of current
product or services. Jo reuirement e#ists for the position to generate new
product ideas. %dvice is given to other positions that innovate. Dosition is
primarily involved in gathering information used in research analysis. ;.86<
L6C +euires generating new ideas and having active participation in the inventions
of new products and services. Dosition makes important recommendations for
improvements andBor finding solutions to problems or errors after the market
introduction. ;60F<
L4C The position has a direct and primary role in coordinating and coordinating or
managing the development andBor creation of new products, euipment, the
implementation of software, search for and use of cost7cutting methods,
implementing new procedures to satisfy internal and e#ternal customers, or
finding solutions to problems, andBor errors prior to and after market
introduction. This position is responsible for understanding the entire
development process, including specifications, documentation and uality
assurance. ;440<

Communication - #actor measures the nature and scope of the written! verbal! and$or graphic
communication used! within and outside the organi"ation! to successfully complete the assigned
duties of the position. ;660<

%. In(erna$ 7 3easures the nature and scope of the written, verbal, andBor graphic
communication reuired within the organization to successfully perform the essential
functionsBduties assigned to the position. ;.F0<
L.C Dosition reuires minimal oral, written, andBor graphic communication$ position
duties primarily involve delivering and filing information within own
department. ;G<
L-C Dosition reuires directed oral, written, andBor graphic communication$ nature of
communication is primarily limited to transmitting routine information or
describing andBor e#plaining simple or routine processes. ;66<
L6C Dosition reuires regular oral, written, andBor graphic communication within own
department and across other departments$ position provides detailed
e#planations of projects, assignments, problems and solutions to others as
necessary, uses oral, written, andBor graphic communications to describe,
e#plain, and advise others regarding daily tasks. ;.-6<
L4C Dosition reuires interaction with all levels within the organization, uses oral,
written, andBor graphic communication to describe, e#plain, persuade, and
negotiate$ position reuires relaying the meaning of new ideas, products,
policies, and procedures that may affect multiple or all areas of the internal
operations of the organization. ;.F0<
". ED(erna$ 7 Factor measures the nature and scope of the written, verbal, andBor graphic
communication reuired outside the organization to successfully perform the essential
functions of the position. ;.F0<

L.C Dosition reuires little to no contact with the e#ternal environment.
Communication is limited to greeting outside parties, conveying messages, and
redirecting andBor transmitting callsBuestions from outside contacts. ;G<
L-C Dosition reuires routine and infreuent communication with the e#ternal
environment$ communication is focused principally on routine matters andBor
dealing with lower7level customer service uestions or complaints using mostly
standardized protocols$ transfers higher level inuiries to appropriate personnel
within the organization. ;66<
L6C Dosition reuires regular contact with outside contacts in order to develop
processes that will allow the company to meet demands of customers and
competition in areas such as sales, marketing, product research, and product
development. Communication activities include gathering information and
assisting customers with higher7level technical problems, higher7level customer
service issues. ;.-6<
L4C Dosition reuires high7level communication with the e#ternal environment, to
include company contacts or professionals, the position is ultimately responsible
for organizing and supervising e#ternal communication activities that will
directly result in the accomplishment of organizational goals and objectives$
responsibilities include high7level negotiations, presentations, and networking
with e#ternal constituencies. ;.F0<


C&55*n!"a(!&n - 660 T&(a$ P&!n(


In(erna$
ED)er!en"e
P&!n(
ED(erna$
ED)er!en"e
P&!n(

. F . F
- :: - ::
6 =1? 6 =1?
4 =>2 4 =>2



ED(erna$


I
n
(
e
r
n
a
$
. - 6 4
. => @9 =?1 =>F
- @9 =?1 =>F 1;:
6 =?1 =>F 1;: ?2?
4 =>F 1;: ?2? ?:2

De"!!&n Ma:!ng - This position measures the mental requirements including decision making
and the demands on the position to analy"e and arrange information! recogni"e problems! and
devise correct solutions to the problems. Also measured is the level of independence! flexibility
from supervisory review to complete tasks. ;600<
%. Pr&7$e5 S&$4!ng 7 This sub7factor measures the level and freuency of demands on a
position to analyze and organize information, recognize problems, and devise correct
solutions to the problems. ;.F0<
L.C Dosition reuires little or no judgment, assignments are routine and prescribed$
there are specific rules and procedures in place for most or all position tasks and
responsibilities. ;G<
L-- Dosition applies judgment to follow work methods and procedures andBor
interpret work policies andBor analysis in carrying out work assignments$ work
assignments can be more comple# but repetitive and interrelated$ problem
solving is limited to choosing between a set of prescribed methods. Droblem
solving encompasses a single discipline. ;66<
L6C Dosition applies judgment andBor research analysis to determine work
approaches and to recommend courses of action where current methods or
procedures must be modified in order to analyze and solve problems$ work
assignments are varied and potentially encompass more than a single discipline.
Consults with supervisor as needed. ;.-0<
L4- Dosition applies judgment to create, formulate, and evaluate operating policies,
objectives, and systems in analyzing and solving problems$ reuires
development of courses of action where no prior precedent e#ists and
knowledge of more than a single discipline is often reuired$ also reuires
advanced knowledge of problem solving skills. ;.F0<
". A*(&n&5y I This sub7factor measures the level of independence, fle#ibility, and
freedom to complete work assignments and alter work methods and procedures of its own
and other positions without approval from a manager. ;.-0<
L.- Dosition receives regular supervision and work direction$ little to no latitude is
given to alter work methods$ for the most part must follow preset rules or
procedures for completing the reuired tasks and responsibilities. ;6<
L-- Dosition reuires regular supervision and direction$ has limited latitude and is
allowed to select between preset rules, procedures, or work methods for
completing duties, but is not given the freedom to alter$ encouraged to refer
uestionable cases to supervisor. ;64.5<
L6- 3ajority of tasks do not have direct internal supervision$ makes suggestions for
improving work methods and procedures for the organization, but is not able to
implement without approval$ moderate latitude to accomplish work goals and
objectives$ within reasonable limits capable of altering own work methods or
procedures. Dosition will consult a supervisor with any uestions or before
significant modifications of work procedures and processes are made. ;66<
L4- Dosition reuires no direct supervision and has e#tensive latitude to develop and
accomplish essential job responsibilities and to use work methods and
procedures of their choice. Dosition has some ability to develop or influence
departmental objectives and commit organizational resources. This position can
modify the goals, objectives, responsibilities, methods or procedures of a
limited number of other positions. ;G..5<
L5- Dosition performs under own supervision$ may alter mostBall of the
organizational work methods or procedures for a wide range of positions across
departments, change organizational vision and objectives, and can contract and
commit significant resources on behalf of the organization. ;.-0<


De"!!&n Ma:!ng - 600 T&(a$ P&!n(



Pr&7$e5
S&$4!ng
ED)er!en"e
P&!n(
A*(&n&5y
ED)er(!e
P&!n(

. F . :
- :: - ?;.9
6 =12 6 :?
4 =>2 4 F=.9
5 =12



A*(&n&5y


P
r
&
7
$
e
5

S
&
$
4
!
n
g
. - 6 4 5
. =9 ;?.9 @1 =22.9 =1F
- @1 =22.9 =1F =9@.9 =>:
6 =1: =9;.9 =>? 1==.9 1;2
4 =>: 1=;.9 1;? 1@=.9 ?22



Te"#n!"a$ A)(!(*%e E easures the extent to which a position requires specific technical
knowledge of processes! theory! methods! procedures and systems needed$required to
successfully complete all duties and responsibilities of the position. ;-00<

L.C Dosition reuires little or no basic understanding of technical knowledge
of processes, theory, methods, procedures, and systems in order to
successfully perform the basic functions of the job. ;0<
L-C Dosition reuires the application of basic knowledge regarding scientific,
engineering, mathematical, andBor designing principles in order to
successfully perform the basic functions of the job such as research,
analysis, and troubleshooting. ;50<
L6C Dosition reuires the use of in7depth knowledge and application of
technical processes, theory, methods, procedures, and systems in order to
perform assigned tasks such as research, analysis, and troubleshooting.
Dosition is e#pected to understand and be able to e#plain the principles
and attributes of advanced processes and techniues. ;.00<
L4C Dosition reuires providing leadership to technical positions and reuires
e#pert knowledge of in7depth knowledge and application of advanced
knowledge of technical fields, engineering methods, mathematical,
statistical, programming processes, theories, methods and in order to
successfully perform reuired tasks and responsibilities of the position.
%pplication of knowledge is freuent, in7depth, and of a comprehensive
6big picture perspective8 to perform primary activities of product and
systems development and design. ;.50<
L5C Dosition reuires e#tensive knowledge of company testing procedures.
Dosition develops and initiates the methods and procedures for
inspection, testing and evaluation and coordinates the work of other
positions to carry out testing procedures. The position is responsible for
implementing decisions and recommendations. ;-00<
Testing and Analysis - This factor measures the position%s level of involvement in research
testing and analysis of new and redesigned products to meet the needs of current and potential
customers and the overall corporate goal of continuous improvement. Testing strategies include
but are not limited to regression testing! compatibility testing! functional testing! and testing and
release materials! using both manual and automated testing techniques. ;-00<
L.C Dosition makes little to no contribution to testing and analyzing products and
euipment. ;-0<
L-C Dosition makes a modest indirect contribution to testing and research by
assisting in routine testing and research. The position reuires the ability to
follow basic testing outlines or procedures. Dosition does not need to analyze or
make recommendations based on the test results. ;80<
L6C The position must have an understanding of testing results and be able to
organize and transfer the results. The position does not necessarily need to have
the ability to interpret or make recommendations on the test results. ;.40<
L4C The position performs tests using various strategies, consults with engineers, and
aids in special testing reuests. Dosition reuires e#tensive knowledge of
products design features and potential limits. The position reuires the
knowledge and skills to analyze testing results and make recommendations.
;-00<
FACTORS USED TO
E1ALUATE
ADMINISTRATI1E JO/S
FASTCAT
ADMINISTRATI1E
Communication - easures the nature and type of the graphic! written! and$or verbal
communication within the organi"ation as well as with suppliers! potential future employees!
competitors! government representatives! customers! and other external constituencies needed to
inform! describe! explain! and$or negotiate to complete essential job responsibilities. ;5.-.F0<
A. In(erna$ 7 3easures the nature and freuency of written, verbal andBor graphic
communication reuired to successfully perform the essential duties within the
organization. ;-56.40<
L.C Dosition reuires minimal oral, written, andBor graphic communication, duties
primarily involve delivering and filing information within own department.
;.-.F-<
L-C Dosition reuires directed oral, written, andBor graphic communication$ nature of
communication is primarily limited to transmitting routine information,
describing andBor e#plaining simple or routine processes, or dealing with low7
level procurement uestions. ;G4.0.<
L6C Dosition reuires regular verbal, written, andBor graphical communication within
own department and across other departments to describe, e#plain, and advise
others regarding daily tasks. Dosition provides detailed e#planations of projects,
assignments, problems and solutions to others as necessary. ;.85.-0<
L4C Dosition reuires interaction with all levels within the organization, uses oral,
written, andBor graphic communication to describe, e#plain, persuade, and
negotiate$ position reuires relaying the meaning of new ideas, products,
policies, and procedures that may affect multiple or all areas of the internal
operations of the organization. ;-56.40<
B. ED(erna$ 7 3easures the scope of written, graphic, and verbal communication needed
with applicants, customers, vendors, the government, and industry leaders. ;-56.40<
L.C This position reuires very little communication with e#ternal sources. This
means that communication is limited to relaying and getting messages to the
other departments and greeting calls or uestions. ;.-.F-<
L-C This position reuires limited or routine communication with e#ternal customers
for them to perform the necessary job reuirements. This might include
arranging business travel, dealing with low level customer services issues or
complaints. ;G4.0.<
L6C This position reuires more freuent communication with e#ternal
customersBcontacts in order to develop perspective process and products that
allows the company to achieve their goals. This position might include areas
such as sales, research and development and marketing. ;.85.-0<
L4C This position reuires a very high level of written, oral, and graphic
communication. &ithin this position one might deliver and come up with
presentations or demonstrate things to clients. They must organize and
supervise e#ternal communication activities that will result in accomplishing
what the company needs to get done to access their goals. ;-56.40<


C&55*n!"a(!&n - -56.40 P&!n(



In(erna$
ED)er!en"e
P&!n(
ED(erna$
ED)er!en"e
P&!n(

. =1.>1 . =1.>1
- F;.2= - F;.2=
6 =@9.12 6 =@9.12
4 19:.;2 4 19:.;2




ED(erna$


I
n
(
e
r
n
a
$
. - 6 4
. 19.:; =2:.>? =>>.21 1:F.11
- =2:.>? =>>.21 1:F.1= ?92.;=
6 =>>.21 1:F.1= ?92.;2 ;?=.:2
4 1:F.11 ?92.;= ;?=.: 9=1.>2

Records and Reports - #actor measures the responsibility for creating and updating accurate
and reliable records! reports! plans! and other important documents. &ncluded in this factor is
the extent that others rely on these reports and records! the level of positions that utili"e the
reports and records! and the potential consequences to the organi"ation for any errors or
omissions present in the reports! plans! or records. ;4.0.-0<
L.C Dosition has responsibility for planningBmaintaining of a few low7level records,
plans, reports, projects, and documents. )rrors made can be easily detected and
corrected without substantial effort or effect. ;4..0-<
L-C Dosition has responsibility for the preparationBmaintenance of several records,
records, reports, projects, or documents. )rrors made would result in minor
confusion, delay, andBor possible monetary loss, generally at the departmental
level. ;.66.6-<
L6C Dosition has responsibility for the planning, preparation, andBor maintenance of a
variety of records and reports that others use to base decisions$ errors would
result in noticeable confusion, delay andBor monetary loss, usually on a
departmental level. ;--5.6.<
L4C Dosition has responsibility for planning, preparation andBor maintenance of a
variety of reports, plans, or organizational documents. These reports are used
by other employees to make decisions that affect a number or all departments in
the company. )rrors in these reports, plans, records, andBor organizational
documents would result in noticeable confusion, damage to one or more
departments or divisions reputation, andBor noticeable monetary loss at the
organizational level or significant monetary loss at a departmentalBdivisional
level. ;6.8.G.<
L5C Dosition has the responsibility for the preparation andBor maintenance of a
variety of records, plans, reports and organizational documents which are used
by others throughout the company for decision making. )rrors in the records,
plans, reports, and other important organizational documents would create
obvious confusion and significant damage to the organizations reputation
andBor significant monetary loss at an organizational level. ;4.0.-0<
Supervisory Requirements - This factor measures the position%s responsibility to direct! guide!
monitor! explain! prioriti"e! and appraise other employees to complete assigned tasks. ;608.60<
L.C Dosition e#ercises no supervisory responsibilities over other positions or co7
workers. ;0.00<
L-C Dosition occasionally guides and leads others, but does not determine work
assignments, priorities, and methods to be used, nor appraises work group
members. ;60.86<
L6C Dosition engaged in functional supervision$ delegating tasks and duties to
subordinates, setting work team goals, acting as an information source,
determining methods, procedures, or materials to be used and evaluates
performance of team members. ;.-6.04<
L4C Dosition reuires functional supervisory responsibility and is held accountable
for performance, uantity and uality of work, costs, methods, and discipline of
several work groups or a department. Dosition reuires appraisal or formal
review of team leadersBsupervisors performance. ;-.5.6-<
L5C Dosition supervises and directs the work of multiple departments or a division.
+ecommends or approves personnel actions that have an effect on the
companys organizational objectives. ,upervises and evaluates departmentBunit
heads. 6608.60<
Teamwork - easures the extent the position must work with others to ensure synergistic
completion of tasks! projects! and$or product$process development. Also includes group
activities necessary for the achievement of departmental or organi"ational objectives. ;-F-.00<
L.C Dosition works primarily alone in order to complete tasks and assignments and
does not depend on others. Dosition has no role in team activities and others on
the team do not depend on feedback from the position. &ork output from the
position could be used by groups to complete their assignments. ;.4..0<
L-C Dosition reuires individual work, but also contributes to a team$ provides
support in completing tasks, but is not an integral part of the team or group$
completion of projects are done individually e#cept in very rare circumstances
and has no defined role in a team or group. ;.06.40<
L6C Dosition reuires an integral role in teamwork including providing feedback,
maintaining team goals, and communication. Dosition contribute to the team by
giving input and guidance by introducing new ideas, brainstorming, providing
feedback, support, and collaborating with various staff and departments.
;.G-.80<
L4C Dosition has active teamwork responsibilities which includes development and
organizing team members by providing coaching, training, counseling,
facilitating team development, conflict resolution, and may be held responsible
for final team performance. ;-F-.00<
Jo Comple!ity ' This factor measures the need for the position to analy"e problems and come
up with solutions to those problems and the degree of freedom! flexibility! latitude and
independence given to the position. ;-56.40<

%. Pr&7$e5 S&$4!ng I This sub7factor measures the need of the position to analyze
problems, organize information, identify key factors, determine the primary causes and
come up with creative solutions to the problem. ;.56.F4<
L.C Dosition reuires little or no judgment, assignments are routine and specific rules
and procedures are detailed for most all responsibilities of the position. ;8.6G<
L-C Dosition applies judgment to follow and interpret work methods, policies, andBor
procedures necessary to the responsibilities of the position. Droblem solving is
limited to choosing the solution from a set of prescribed methods. ,upervisor
approval may be necessary before making decisions that alter said methods.
Droblem solving usually encompasses only a single discipline. ;56.4.<
L6C Dosition applies judgment andBor research analysis to determine work
approaches and to recommend courses of action where current methods or
procedures must be modified in order to analyze and solve problems$ work
assignments are varied and potentially encompass more than a single discipline.
Consults with supervisor as needed. ;.05..-<
L4C Dosition applies judgment to create, formulate, and evaluate operating policies,
objectives, and systems in analyzing and solving problems$ reuires
development of courses of action where no prior precedent e#ists and
knowledge of more than a single discipline is often reuired$ also reuires
advanced knowledge of problem solving skills. ;.56.F4<
". A*(&n&5y I This sub7factor measures the degree of freedom, fle#ibility, latitude and
independence given to the position. Derforms activities and tasks without prior approval
and to work under ones own supervision. ;.0-.56<
L.C Dosition receives regular supervision and work direction$ little to no latitude is
given to alter work methods$ for the most part must follow preset rules or
procedures for completing the reuired tasks and responsibilities. ;5..6<
L-C Dosition reuires regular supervision and direction$ has limited latitude and is
allowed to select between preset rules, procedures, or work methods for
completing duties, but is not given the freedom to alter$ encouraged to refer
uestionable cases to supervisor. ;-G.4G<
L6C 3ajority of tasks do not have direct internal supervision$ makes suggestions for
improving work methods and procedures for the organization, but is not able to
implement without approval$ moderate latitude to accomplish work goals and
objectives$ within reasonable limits capable of altering own work methods or
procedures. Dosition will consult a supervisor with any uestions or before
significant modifications of work procedures and processes are made. ;56.F4<
L4C Dosition does not reuire direct supervision. Dosition can make suggestions on
how to improve current work methods and procedures but cannot approve these
changes. Dosition has the capability to alter ones own methods and procedures
as well as those of other positions within their department. ;8F.-0<
L5C Dosition performs under ones own supervision. Dosition has the capability to
alter methods and procedures for their department and the organization as a
whole, alter organizational focus and contract and assign resources within the
organization without prior approval. ;.0-.56<


J&7 C&5)$eD!(y - -56.40 P&!n(



Pr&7$e5
S&$4!ng
ED)er!en"e
P&!n(
A*(&n&5y
ED)er!en"e
P&!n(

. @.:F . 9.=?
- 9:.;= - 1F.;F
6 =29.=1 6 9?.>;
4 =9?.>; 4 @>.12
5 =21.9:



A*(&n&5y


P
r
&
7
$
e
5

S
&
$
4
!
n
g
. - 6 4 5
. =1.>1 ?@.=> :=.9? >9.>F ==2.19
- :=.9; >9.F2 ==2.19 =?;.:= =9>.F@
6 ==2.19 =?;.:= =9>.F: =>?.?1 12@.:>
4 =9>.F@ =>?.?? 12@.:> 1?1.2; 19:.;2

"nowledge ' easures the level of formal education and$or relevant work experience and the
computer knowledge necessary to be successful within the position! complete all the tasks and
perform all the responsibilities required for the position. ;-60.F0<
%. E%*"a(!&n an% ED)er!en"e I This sub7factor measures the amount of formal education
andBor relevant work e#perience reuired to be successful in the position. ;.-6.G4<
L.C Dosition reuires a .igh ,choolBC.).5. andBor si# months up to one year of
previous related work e#perience. ;6.65<
L-C Dosition reuires an %ssociates 5egree in a related field andBor one to three
years related work e#perience. ;60.48<
L6C Dosition reuires a "achelors 5egree in a related field and one to five years
related work e#perience. ;54.5G<
L4C Dosition reuires a "achelors 5egree in a related field and five or more years of
related work e#perience. ;8F.8.<
L5C Dosition reuires a 3asters 5egree or higher in a related field and one to five
years related work e#perience. ;.0-.F-<
L6C Dosition reuires a 3asters 5egree or higher in a related field and five or more
years related work e#perience. ;.-6.G4<
". C&5)*(er ED)er(!e I This sub7factor measures the e#tent of computer knowledge or
e#pertise the position reuires in order to perform the essential duties and functions of the
position. ;.06.F6<
L.C Dosition reuires computer use that is routine and repetitive such as data entry or
correspondence preparation$ reuires minimum knowledge of word processing
skills and supportive software programs. ;5..G<
L-C Dosition reuires knowledge of 3icrosoft *ffice &ord, %ccess, )#cel, and
DowerDoint programs, as well as all competencies from Gevel =$ position
reuires the use of computer skills that are necessary for data entry,
correspondence, or creation of documents and presentations. ;6F.0F<
L6C Dosition reuires ability to input, retrieve, and display information in multiple
software systems$ proficient use of 3, platforms and tools as well as the
internet is reuired$ a comprehensive understanding and troubleshooting of
product software for demonstration of FastCat software at customer
installations, if necessary, as well as all competencies from Gevel 1. ;80.G8<
L4C Dosition reuires skills to include platform and architectural knowledge 6i.e.
0J!P, JT, /%4%, C*3, ,ecurity, etc8 with e#tensive background of e7
commerce or other specialized software packages, an up7to7date understanding
of computer software programs undergoing %lpha and "eta testing must be
maintained, as well as all competencies from Gevel ?. ;.06.F6<


Kn&+$e%ge - -60.F0 P&!n(


E%*"a(!&nHED)er!en"e
ED)er!en"e
P&!n(
C&5)*(er
ED)er(!e
ED)er(!e
P&!n(

. :.?9 . 9.=F
- ?2.;@ - ?>.2>
6 9;.9F 6 @2.F@
4 @>.@= 4 =2?.>:
5 =21.>1
6 =1:.F;



C&5)*(er ED)er(!e


E
%
*
"
a
(
!
&
n
H

E
D
)
e
r
!
e
n
"
e
. - 6 4
. ==.9; ;;.;? @@.?1 ==2.1=
- ?9.:: :>.99 =2=.;; =?;.??
6 9F.@> F1.:@ =19.9: =9>.;9
4 >?.F2 ==:.@F =;F.:> =>1.9@
5 =2>.2= =;2.F =@?.@F 12:.:>
6 =?1.=? =:9.21 =F@.F= 1?2.>2

JO/ E1ALUATION FORM
FOR TECHICAL JO/S
FASTCAT
SEE TECHNICAL JO/
E1ALUATION FORM
JO/ E1ALUATION FORM
FOR ADMINISTRATI1E
JO/S
FASTCAT
SEE ADMINISTRATI1E
JO/ E1ALUATION FORM
JO/ RATIN9S FOR
TECHNICAL JO/S
FASTCAT
SEE TECHNICAL JO/
RATIN9S
JO/ RATIN9S FOR
ADMINISTRATI1E JO/S
FASTCAT
SEE ADMINISTRATI1E
JO/ RATIN9S
SUMMAR2 OF RATIN9S
TECHNICAL JO/S
FASTCAT
SUMMAR2 OF JO/ RATIN9S FOR TECHNICAL
JO/S
J&7 T!($e
9
e
n
e
r
a
$
K
n
&
+
$
e
%
g
e
P
r
&
%
*
"
(
D
e
4
e
$
&
)
5
e
n
(
H
I
n
n
&
4
a
(
!
&
n
C
&
5
5
*
n
!
"
a
(
!
&
n
D
e
"
!

!
&
n
M
a
:
!
n
g
T
e
"
#
n
!
"
a
$
A
)
(
!
(
*
%
e
T
e

(
!
n
g

a
n
%
A
n
a
$
y

T
&
(
a
$

P
&
!
n
(

Sen!&r Fe$$&+
922 ;;2 ?:2 1@=.9 122 =;2 .G...5
Pr&>e"( Manager ?F>.9 ?2> 1;: 1@=.9 =92 =;2 .5.4.0
S&'(+are Uer In(er'a"e Ar"#!(e"( ??> ;;2 =>F 1==.9 =92 =;2 .46F.5
S&'(+are In(er'a"e De!gner ?;;.9 ;;2 @9 =1F =22 122 .-FF.5
S&'(+are De4e$&)5en( Eng!neer 1;? ?2> @9 1==.9 =22 =;2 .088.5
Sen!&r Te"#n!"!an 1?:.9 =@: @9 =>? =92 122 .0-0.5
Ua7!$!(y Eng!neer =F9.9 =@: =?1 =22.9 92 @2 8-4
Te"#n!"a$ Ana$y( / =>F ;; @9 =22.9 92 122 65F.5
Te"#n!"a$ Ana$y( A =>F ;; @9 ;?.9 92 122 60..5
Te"#n!"!an >@.9 ;; => ;?.9 92 @2 6.6
SUMMAR2 OF RATIN9S
ADMINISTRATI1E JO/S
FASTCAT
SUMMAR2 OF JO/ RATIN9S FOR
ADMINISTRATI1E JO/S
J&7 T!($e
C
&
5
5
*
n
!
"
a
(
!
&
n
R
e
"
&
r
%

a
n
%
R
e
)
&
r
(

S
*
)
e
r
4
!

&
r
y
R
e
B
*
!
r
e
5
e
n
(

T
e
a
5
+
&
r
:
J
&
7

C
&
5
)
$
e
D
!
(
y
K
n
&
+
$
e
%
g
e
T
&
(
a
$

P
&
!
n
(

1!!&nary C#a5)!&n
9=1.>2 119.:= ?2@.:2 1>1.22 19:.;2 =?1.=? .8.6.54
/*!ne A""&*n( Lea%er 9=1.>2 119.:= 1=9.?1 1>1.22 1?1.2; =;F.:> .6.8.45
Te"#n!"a$ Mar:e(!ng C&n*$(an( 9=1.>2 ?=@.F= ?2.@: 1>1.22 1?1.2; =>1.9@ .55F.0F
F!e$% Mar:e(!ng Re)reen(a(!4e 9=1.>2 ;=2.12 2.22 =2?.;2 =>?.?1 ==:.@F .6-6.5.
/*!ne S&$*(!&n C&n*$(an( ?92.;2 119.:= 2.22 =2?.;2 =9>.F: =;F.:> GFF.05
Mar:e(!ng S*))&r( 1:F.1= 119.:= 2.22 =F1.@2 >9.F2 =;F.:> G-6..0
O''!"e Lea%er 1:F.11 119.:= ?2.@: =F1.@2 ==2.19 ?9.:: F64.-0
EDe"*(!4e S(a'' A!(an( =>>.21 =??.?1 ?2.@: =2?.;2 :=.9; :>.99 5F5.5G
A%5!n!(ra(!4e A!(an( I =>>.21 ;=.21 2.22 =2?.;2 >9.F2 :>.99 4F6.FG
Da(a Pr&"e&r =>>.21 ;=.21 2.22 =2?.;2 :=.9? :>.99 46-.5-
A%5!n!(ra(!4e A!(an( II =>>.21 ;=.21 2.22 =2?.;2 ?@.=> :>.99 46F..8
O''!"e A!%e 19.:; ;=.21 2.22 =;.=2 =1.>1 ==.9; .05..-
TECHNICAL INTERNAL
JO/ STRUCTURE
FASTCAT
INTERNAL JO/ STRUCTURE FOR TECHINCAL
JO/S
Ran:!ng J&7 T!($e P&!n(
=
1
?
;
9
:
@
>
F
=2
,enior Fellow
Droject 3anager
,oftware 0ser !nterface %rchitect
,oftware !nterface 5esigner
,oftware 5evelopment )ngineer
,enior Technician
0sability )ngineer
Technical %nalyst "
Technical %nalyst %
Technician
=F==.9
=9=;.2
=;:>.9
=1>>.9
=2@@.9
=212.9
@1;
:9>.9
:2=.9
?=?
ADMINISTRATI1E
INTERNAL JO/
STRUCTURE
FASTCAT
INTERNAL JO/ STRUCTURE FOR
ADMINISTRATI1E JO/S
Ran:!ng J&7 T!($e P&!n(
=
1
?
;
9
:
@
>
F
=2
==
=1
4isionary Champion
"usiness %ccount Geader
Technical 3arketing Consultant
Field 3arketing +epresentative
"usiness ,olutions Consultant
3arketing ,upport
*ffice Geader
)#ecutive ,taff %ssistant
%dministrative %ssistant !
5ata Drocessor
%dministrative %ssistant !!
*ffice %ide
=@=:.9;
=:=@.;9
=99>.2>
=?1:.9=
F>>.29
F1?.=2
>:;.12
9>F.F9
;>:.>F
;:1.91
;?>.=@
=29.=1
DECISION ON
PLACEMENT OF
MASSA9E THERAPIST
AND 1ISUAL DESI9NER
POSITIONS
FASTCAT
JO/ PLACEMENT FOR MASSA9E THERAPIST
AND 1ISUAL DESI9N
The compensation committee for FastCat has established a job hierarchy that rewards the
behaviors and duties of each position accurately. Two positions however, reuire special
consideration as to their placement within FastCats technical and administrative job families.
The positions are 3assage Therapist and 4isual 5esigner. These positions were evaluated on
whether or not it would be in the best interest of the organization to keep the positions in7house
or to outsource them. 0pon review of the job descriptions, the committee has decided that it
would be imperfect to categorize either of these positions into either job family and it has been
determined that they will not reposition either of these jobs at this time.
)ach position contributes to the mission of FastCat in indirect ways and has their own
value system. The 4isual 5esigner position reuires some technical and computer e#pertise
however it should not be considered a technical job as it cooperates with marketing and sales
regularly as well. This position will be kept in7house. This year, the position will be given cost of
living adjustments, while the committee obtains market research to redesign the pay structure for
the ne#t compensation evaluation. The 3assage Therapist does not adeuately fit into either job
family as well, yet adds value through comfort and rela#ation of the employees and the work
environment. The possibility of outsourcing was discussed however it was ultimately decided to
keep this position in7house as well. They will receive cost of living adjustments, while market
research is conducted for the ne#t pay evaluation. +esearch for both positions will be conducted
in the industry and in the geographic region, and be discussed and re7evaluated by the committee
to determine the pay structure in the beginning of the ne#t evaluation.