Duplox Copiers Canada Limited Essay

Duplox Copiers Canada Limited is experiencing several severe issues that ar poignant the profit king of the firm. The main issues at DCCL ar employee turnover is increasing, employee morale is low, and customer satisfaction has dropped while customer complaints fool step-upd, and ultimately the biggest issue is tax and profits swallow both decreased. From analyzing DCCL, it was determined that several strategic issues, including the authorized reward and compensation system, atomic number 18 having negative effects on employees, attention, and the institution as a whole.The first major(ip) issue that DCCL is facing is an increase in employee turnover, particularly with the toxic shock syndromes. Turnover rates atomic number 18 heights and DCCL is finding it difficult to keep their toxic shocks in particular. This, in turn, is affecting the connections ability to train and fool toxic shock syndromes gain a necessitate level of experience. The success of Duplox depen ds highly on the motivation and quality of take form that the toxic shocks do. Because the toxic shocks be the face of the society and involved in both the install of equipment as easily as the function up equipment, it is imperative that customers have peachy experiences with the toxic shocks. This is currently non occurring for as displayed in several instances. To begin, the toxic shock syndromes atomic number 18 experiencing a decline inattitudes toward both their pass water and the compe really. A nonher major issue reachd to the TSSs is that they have the appearance _or_ semblance to be struggling the most with maintaining a positive morale. TSSs have little to no familiarity or ability to sacrifice any decisions on their own ein truththing is monitored and controlled by their supervisors. This is creating tension as they be being told what to do, level when company standards, such(prenominal)(prenominal) as safety, are non being met.When the machines are in stalled but do not meet safety standards, the equipment is suffering and is leading to to a greater extent(prenominal) than overlookd keep and profit calls. Customers are dissatisfied with having unreli adequate machines and the downtime associated with waiting for the TSSs to come across their wait on calls and this is causing an increase in complaints. Due to the fact that the TSSs are constantly the mavins who are dealing with customers face to face, they are taking the majority of the complaints and are being blamed for the constant need of maintenance on equipment. This is one major reason why the TSSs are dealing with low morale. However, the TSSs are not at fault in terms of installations that are not encounter safety standards this issue is originating with the gross revenue good deal.The gross revenue people have a salary that only contributes to 50 % of their income, while the other 50 % is access from how deputation of gross revenue. This is leading to the s ales people forcing the closure of sales and not informing clients of safety standards that need to be changed prior to an installation. Compensation for TSSs is also a factor that has start out an issue for the organization. TSSs are being given bonuses bumd on their fruitivity and their expense standards. Being given bonuses base on how effectual they are being in terms of their expense budget does not come along directly relatable to their strain. Therefore, this is also causing tension and frustration for the TSSs. rating of their carry outance needs to be objective and relatable to what they are doing out in the field in terms of installations and usefulness calls. Most of these issues butt joint be related to the managerial flare that is being conducted at DCCL. There is very little opportunity for employees to be able to strain their own decisions. The expression is set up in a classical managerial direction which is very controlling. Many of the issues the org anization is experiencing can be attributed to the style of management which is not facilitating a healthy hunt down environment for employees.Section BWe feel that the structure of the company is fine, but feel that the solutions lay in redefining the transmission line descriptions and also reworking the compensation strategy to better reflect the goals of the company and how they expect to be successful. However, eliminating the FSM correct volition occur, because it creates many redundancies in how the TSSs operate. Changing the compensation strategy of the sales reps is of the utmost importance, because as it stands, they are just pushing as many new installations as possible, since they are rewarded per number of installation. This means that some of the installations are occurring in places that do not conform to company standards on space, ventilation, and wiring. This is causing more and more partitionings, which in turn leads to many more service calls for the TSSs. An other major issue that needs to change is the managerial style. Currently, DCCL is in operation(p) in a classical managerial style.This has caused problems from poor communication, lack of motivation, low line satisfaction, and change magnitude employee turnover rates. In coif for DCCL to change their managerial style, they need to re-evaluate which style would work best. We believe that DCCL get out excel with a shift to a human relations managerial style this leave acknowledge for more autonomy and individual responsibility from employees, while still allowing managers to retain a level of control. Currently, managers are having to make every decisions and also supervise employees, such as the TSSs, to an extreme degree. In order to have managers ingest a new managerial style focused more on human relations, a company meeting must be held.In this meeting, the issues that have come from the current managerial style would be adumbrate and this would be followed by a pro lay for change. With a new managerial style, employees such as the TSSs may become more motivated as they testament have more responsibility and autonomy to operate on their own. In order to allow the TSSs to operate more efficiently and with more autonomy, eliminating the fructify of FSM seems the best choice. The FSM oft just acts as a middleman, whether it be relaying on the message to order a part, or relaying on information from the bringing up/Support Specialist. As a result, job descriptions for Training/Support Specialist and also emergence military service Manager willing be redesigned. Both revisions are as belowTraining/Support SpecialistUnder the direction of the theatre director of Technical Training and Support, develops and conducts technical training programs for Technical Support Specialists for a given Model series. Provides direct support to Technical Service Specialists via yell or email to deal with complex problems for this clay sculpture series. Assis ts Sales Training Specialists in the Marketing Department with preparation of training materials and programs for sales representatives. part Service ManagerUnder the general supervision of the Regional Service Manager, manages the installation and servicing of company products at that branch. Supervises field service managers and run acrosss that budgeted service revenue and cost targets are achieved for the branch. Monitors TSS expense reports to ensure efficient activate and repair costs. Evaluates current policies, procedures, and practices for achieving regional objectives and implements improved policies, procedures, and practices. Responsible for selection, training, evaluation, coaching, promotion, transfer, or discharge of field service managers, technical service specialists, and service clerks. Supervises service clerks and, in conjunction with the Manager of Branch Inventories, the Branch Inventory Clerk. In conjunction with the Branch Sales Manager, oversees the admin istration of the branch.The TSSs are another point of concern, as many of the issues that are plaguing DCCL originate from these employees. However, it is not the fault of the TSSs, but rather the structural system, combined with the job description and tasks given to the TSSs. Having little to no ability to make their own decisions, the TSSs have experienced a encumbrance in staying motivated. Constant need to report to their supervisors makes it difficult for work to tend easily. Customers also focus their frustrations towards the TSSs, as they are the ones who the customers see on a consistent basis. When new parts are needed to be ordered, the TSSs must inform their supervisor so that they can order a new part, rather than just being able to place the order for the part themselves. The job description of the TSSs will be revised as followsTSS 1TSS 1 will perform routine product installations and product servicing for all products at bottom the Model series (1000, 2000, 3000, or 4000). Assists TSS 2 and 3 in complex product installations, breakdowns and overhauls. Orders new parts for installations when necessary directly from the main warehouse. Effectively manage expenses projecting repairs and travel in harmony with company policies.TSS 2TSS 2 will perform complex product installations, repair of product breakdowns and malfunctions, and adjustment problems for all products in their model series (1000, 2000, 3000, or 4000). Supervises and trains TSS 1 in these functions and performs the sign on-the-job training for TSS 1 as required. Assists TSS 3 in major malfunctions and with major product overhauls. Effectively manage expenses regarding repairs and travel in accordance with company policies.TSS 3TSS 3 will perform complex product installations, repair of major product breakdowns and malfunctions, adjustment of complex quality problems, and complex overhauls for all products in their model series (1000, 2000, 3000, or 4000). Supervises and trains TSS 2 in these functions. With collaboration from the eye socket Services Manager, may assist sales representatives in identification of the technical configuration of equipment that best suits customer needs. Effectively manage expenses regarding repairs and travel in accordance with company policies.Section CIn order to poster for different coveted doingss for different positions, it is necessary to group different jobs in job families. When grouping the jobs, we assessed job descriptions to group jobs that have similar descriptions and tasks, require similar knowledge, and are at similar levels in the company.The following class outlines the Compensation Strategy Formulation Process. For each step in the parade (required doings, part of compensation, compensation mix, and compensation level) we will outline how it will relate to each job family. Define the required BehaviourThe number one behavior that will help DCCL is task behavior, which is when employees perform the tasks that have been charge to them. One of the mainissues now is the disconnect betwixt the sales people and the TSSs. The sales people leave out important information, such as how crucial ventilation is to the machine, and as a result, the TSSs are slammed with preventable service calls. The failure and breakdown rate caused by customers not being informed about what may be required to have the machine fit in their office. As a result, the breakdown and failure rate is higher than it should be, and is giving a bad write up to the company. So by having more task behavior, the theories and rules, such as TSSs refusing to do installs that do not meet specifications, or sales reps telling customers what alterations are necessary to have their machine perform optimally, even if it is a costly alteration. Compensation strategy will also ascertain a change in the Directors and managers behaviour.By changing their behaviour to citizen behaviour, more cooperation will occur between the m and those working beneath them. Facilitating communication between positions will help DCCL become more productive. One way this will occur is that managers will work with the TSSs, rather than commanding them on what they need to do. This will allow for opportunity to talk with one another on a more equal level and allow the TSSs to voice concerns and buy the farm any ideas that they may have. Facilitators in the organization need to have social station behaviour and the compensation strategy will reflect this. Membership behaviour leads an employee to have a commitment to the organization allowing them to grow and prosper within that company. Having employees with membership behaviour also helps reduce turnover rates.Define the role of CompensationThe role of compensation for DCCL will be to encourage employees to breathe with the company, thus lowering the turnover. DCCL needs a compensation strategy that encourages employees to reside with the company, as turnover rates hav e been rising. It is expensive to replace employees, particularly ones that require a great deal of training, like the TSSs. all facilitators as well need to be able to remain with the company, and may look for higher compensation. The employees, who have the ability to be trained and are haved with little required skill, can allow an organization to fix a lower compensation.However, the required behaviour of a certain position can affect the level of compensation that an employee may be quest, asmotivational factors vary dependent on position. The salespeople are currently motived by a large compensation strategy that pays 50% of the salary and the domiciliate is commissioned based. This is proving to be detri moral to the organization and must be alter so that these employees rely less on pure number of sales, this in turn allow them to make the proper sales to customers with environments that meet company specifications.Determine the compensation mixAs behaviours and com pensation are identified, a compensation mix of components will determine how effective the organization will be in eliciting behaviours in the most effective and efficient way. For the directors and managers, they will be compensated primarily on base pay. Performance pay will come from how well they are managing those beneath them, but will make up a smaller portion of their overall salary. The creative activity for their base pay will be based on job evaluation as they are ones who have to ensure the organization is operating in an efficient manner. Director and managers will have the opportunity to regain benefits such as having a profit sharing incentive. Managers and other employees that are motivated by membership behaviour will have this filling to have a share of the organization as their membership behaviour promotes commitment to the organization. The sales department are given a base pay based on job evaluation.Since their duty is to increase sales for the organizatio n, those who sell more should receive pay based on their mental process. Also, their commission for each sale should be less than what it currently is as it is proving to be a point of concern as they are selling without regard to whether the sale is being done correctly. Any performance pay should be linked as a group because this will eliminate any sort of unhealthy competition and promote the sales team to work together and accomplish sales. Facilitator and Tech are all based on pay for knowledge. Their base pay will be compensated based on their expanse of knowledge and their ability to diagnose problems that others are uneffective to do. As mentioned, these employees need to have membership behaviour because it is difficult to hire a specialist with the required knowledge. The longer they are with the organization, the more worth(predicate) they become because they spend time l viewing and gaining experience. This allows them to have individual performance pay.Determine the compensation levelLagging, leading, or matching the securities industriousness is the experience step in determining compensation levels. For each job position there can be variation in terms of whether that position will lead, lag, or match the market. The directors and managers will be compensated at a level that is slightly above the market. In order to captivate adequate and successful managers, offering above the market may get in those who feel they have an benefit in terms of their qualifications and are seeking something that compensates above average. Although it may cost the company more money, having a qualified and successful manager can improve an organizations productivity which can be priceless.The sales department will match the market at base pay, but they will have the opportunity to earn group performance pay that would be higher than the market. As for the Facilitators and Techs, they will be compensated above the market. Since the market that DCCL is oper ating in is very competitive, it is important to attract qualified and effective Facilitators to give the organization an advantage over enemys. By having a compensation level that pays above the market, Facilitators will want to work for DCCL and remain with DCCL, which helps in promoting the required membership behaviour.From analyzing DCCL, we have concluded that the directors, managers, and the sales department all fall under the job evaluation system. For directors, there are a few compensable factors education, experience, knowledge, mental effort, decision making, consequences of mistakes, supervisory responsibility, and employee relations. For education, a degree and personal credit line with a strong suit of leadership and management or equivalent is desired as well as four years experience in a managerial or director role. They must have adequate knowledge of the industry from a previous position within the company or competitor is desired. The ability to make difficult decisions and not get stressed from the mental effort required. Able to handle the consequences and fix any mistakes made from a poor decision. Lastly, able to relate to employees while maintaining adequate supervisory responsibilities to ensure productivity, efficiency, and any safety issues as well.Managers have similar compensable factors to that of directors. These factors are as follows education, experience, mental effort, decision making, supervisory responsibility, employee relations, and knowledge. For education, a degree and business with a specialization of leadership and management or equivalent is desired as well as two years experience in a managerial or director role. Education must be a postsecondary degree with a specialization in management or human relations. Experience of two years in a managerial context is required as well. The ability to make decisions is essential and to make them with confidence. Must be able to manage and supervise employees with respect t o forgather cooperation and productivity.Salespeople also fall under the job evaluation plan and their compensable factors are human relations, friendliness, trustworthiness, interpersonal skills, communication skills, education, experience, and contact withcustomers and clients. Salespeople must have postsecondary education along with two years experience in sales of some sort. Being able to relate to customers and clients while maintaining a friendly outlook and to be seen as trustworthy is essential. Also, must have the ability to communicate fluently and clearly as well as have knowledge of a second language is desired.