Job Families

Upper-level
Customer Service Clerical Management
Management

Director of Human
Branch Inventory Clerk Accountant (Finance
Sales Representatives Resources (Human
(Inventory Management and Administration
(Marketing Department) Resources
Department) Department)
Department)

Technical Service Advertising and

Caretaker (Finance and Director of Marketing
Specialist I – Model Product Promotion
Administration (Marketing
1000 Series (Technical Specialist (Marketing
Department) Department)
Services Department) Department)

Technical Service
Compensation Clerk Branch Sales Manager Director of Technical
Specialist I – Model
(Human Resources (Marketing Services (Technical
2000 Series (Technical
Department) Department) Services Department)
Services Department)

Director of Technical
Technical Service
Inventory Clerk Branch Service Training and Support
Specialist I – Model
(Inventory Management Manager (Technical (Technical Training
3000 Series (Technical
Department) Services Department) and Support
Services Department)
Department)
Technical Service Compensation
Sales Training
Specialist I – Model Secretary (all Manager (Human
Specialist (Marketing
4000 Series (Technical departments) Resources
Department)
Services Department) Department)

Technical Service Training/Support

Compensation Officer
Specialist II – Model Specialist (Technical
(Human Resources
1000 Series (Technical Training and Support
Department)
Services Department) Department)

Technical Service
Field Service Manager
Specialist II – Model
(Technical Services
2000 Series (Technical
Department)
Services Department)
Technical Service Manager of Branch
Specialist II – Model Inventories (Inventory
3000 Series (Technical Management
Services Department) Department)
Technical Service
Regional Sales
Specialist II – Model
Manager (Marketing
4000 Series (Technical
Department)
Services Department)
 Technical Service
Specialist III – Model
1000 Series (Technical
Services Department)
Technical Service
Specialist III – Model
2000 Series (Technical
Services Department)
Technical Service
Specialist III – Model
3000 Series (Technical
Services Department)
Technical Service
Specialist III – Model
4000 Series (Technical
Services Department)

The compensation mix strategy that we did for Duplox is a comprehensive approach that is designed to
align with the job evaluation pay structure. Ours is rooted in the principle of fairness, ensuring that the
compensation provided to employees is corresponding with the complexity and responsibilities of their
roles. This alignment is achieved by correlating the compensation mix with job evaluation points, thus
fostering a sense of equity within the organization.
Transparency is one of the cornerstones of this strategy. Each pay grade within the structure has clearly
defined minimum, midpoint, and maximum salary values. This level of transparency provides
predictability in compensation, enabling employees to understand the factors determining their
compensation. This understanding foster trust and satisfaction among employees, contributing to a
positive work environment.
This compensation mix strategy also serves as a motivational tool. It provides clear pathways for
progression, visible in the form of higher pay grades associated with increased job evaluation points. This
visibility motivates employees to enhance their skills and take on additional responsibilities, contributing
to increased productivity and organizational growth.
Market competitiveness is a critical aspect of the compensation mix strategy. By aligning the pay
structure with market trends, Duplox ensures its competitiveness in attracting and retaining top-tier talent.
The flexibility within each pay grade allows the organization to recognize individual performance while
maintaining overall fairness. This balance between individual recognition and fairness is crucial in
maintaining employee satisfaction.
Lastly, this compensation mix strategy promotes internal equity. It ensures that employees in similar
roles, with comparable job evaluation points, receive similar compensation. This approach is pivotal in
fostering a harmonious workplace environment, as it maintains a sense of fairness among employees.
The table Screen 9 provides a detailed breakdown of the compensation mix for various job titles, further
illustrating the strategic approach to employee compensation at Duplox. This comprehensive approach
ensures that the organization can maintain a competitive edge while fostering a positive and equitable
work environment.
Establishing Entry-Level and Top-Level
Total Compensation Amounts
In this section, we will use the high-low method to establish the entry-level and top-level total
compensation amounts in our skill grid and for pricing our skill blocks. This method is a cost
estimation technique used to determine fixed and variable costs and is applicable in our case for
determining compensation amounts.
We have used the same market data included in the simulation. Also, we used the same market
sample of companies that we selected earlier for our job evaluation analysis. However, we have
not used the same benchmark jobs that we used for job evaluation.
Benchmarks
Benchmark Jobs Comparator Jobs Key Points of Comparison
Technical Service Specialist I Technician, Electrical a. Lower level of
– Model 1000 Machinery, Apprentice functioning
b. Performs routine
servicing and
installations
Technical Service Specialist Supervisor, Technical a. Higher level of
III – Model 4000 Services functioning
b. Performs complex
maintenance, services
and repairs.
c. Full range of specified
products

We will need to pick a market comparator job from the compensation data that matches the skills
required at the “top level” of our pay-for-knowledge system (PKS) and one that matches the
“entry level” of our PKS. To actually get the total market compensation for these two market
comparator jobs, the software will require us to enter three jobs. We can pick any other job and
include it, but we will ignore the results for that job.
Once we have the total compensation levels for our high and our low jobs, we will not use Excel
any further for our pay-for-knowledge system. If we are applying a lead or a lag strategy to our
PKS jobs, we will adjust the total compensation for our high-low jobs accordingly. As explained
in Chapter 4, we will calculate the actual dollar amounts (in terms of total compensation) for
each skill block, and put them right on our skill grid.
In this section of our report, we will include a copy of our priced skill grid. Also in this section,
we will include our entry-level compensation and our top-level compensation, including a
breakdown of base pay, performance pay, and indirect pay, based on our compensation strategy
template for our PKS jobs.
This approach ensures that we maintain a competitive edge while fostering a positive and
equitable work environment. It also provides a clear and transparent structure for our employees,
thereby enhancing their understanding and satisfaction with the compensation system. This is
crucial for maintaining high levels of employee morale and productivity, which are key to the
success of Duplox Copiers Canada.