Video Chat with Marylee Luther

Traci: Hello, this is Traci Goldeman with Atwood and Allen Consulting. I wanted to
take a minute to talk with you about your business. Just so youre aware, I will be
recording our communications over the next several weeks, including this video
chat, and placing them in your file for my employees to use as a reference. Having
said that, lets get started. Why dont you tell me a bit about you and your
business?
Marylee: Hi, Traci. My name is Marylee Luther and I am the HR Director at Clapton
Commercial Construction. Were expanding our business to another state, and wed
like your help getting our human resources department ready for the move.
Traci: And what location are you looking at?
Marylee: We plan to expand into Arizona.
Traci: What is your current location?
Marylee: Were currently located in Detroit, Michigan.
Traci: OK, and how many employees do you have?
Marylee: We have 650 employees, and we plan on adding 20% in the new state.
Traci: All right, well keep that in mind. Now, the first thing Id like to do is to address
employment laws, so we can make sure youre on the right track. Ill have my
employees work on identifying applicable laws as well as the consequences of
noncompliance with those laws, then well give you some recommendations on how
to be compliant. Once we have that, well work on some other HR issues for you.
Will that work?
Marylee: That sounds great, Traci! Thanks so much for your help, and Ill look for
that information from you.
Traci: OK, thank you for your time, and I will be in touch with you soon. Dont
hesitate to contact me if anything changes, or if you have any questions. Bye.

JOB ANALYSIS

The analysis method that will be used is the questionnaire given to all the
sales team employees along with interviews. The questionnaire will be webbased and have a separate section for anonymous comments. This will allow
an opportunity to get to know the mindsets and feelings of the employees
that are a part of the original company as well as get to know the people that
are new to the organization. According to Cascio (2005), the questionnaire
can help avoid lost work time, allow for surveying across geographical
locations and cross cultural barriers while the interview can provide
information about standard as well as nonstandard and mental work (p.
167). Because the employee is reporting on themselves, they are able to
give information that is not typically seen through regular observation and
unavailable from any other source.

JOB DESCRIPTION

The general purpose of the sales department under general supervision will
be performing a wide variety of complex and highly responsible professional
duties. The sales department will provide knowledgeable information to our
customers and vendors. An incumbent is expected to provide customer
responsive, cost effective and high quality purchasing services for
customers, consistent with applicable legal requirements. Examples of
essential duties, responsibilities and skills describe the general nature and
level of work performed by incumbents assigned to this classification.
However, any one position may not perform all duties listed. Incumbents will
receive, review and process purchase orders generating orders either by
hard copy or through the companys electronic requisition system. All orders
will be verified for compliance with pertinent laws, regulations and codes and
company policies and standards. Review information to ensure it is complete,
accurate and order parameters are clear and understood. Receives and
reviews orders to be sent for payment; determines whether products have
been received and paid for through the automated tracking system.

The main job tasks of the sales team members will be to:

present and sell company products to current and potential clients as

individual products and service packages

prepare action plans, presentations, proposals and sales contracts

develop and maintain sales materials and current product knowledge

establish and maintain sales materials and potential client

relationships

prepare a variety of status reports, including activity, closings, followup, and adherence to goals

other duties as assigned

WORKFORCE PLANNING
The overall mission is to be first to introduce all-inclusive full service
solutions package, domestically and worldwide.

SELECTION METHOD

The selection method falls in line with the companys globalization mission.
The plan aims to hire a very diverse staff that can meet the demands of the
team. Marketing methods included employee referrals and outside
advertising. Our internal methods included personality and integrity tests,
employment interviews, personality and projector measures, and the
situational judgment test. Each of these test are used to test the natural
reactions, character traits, motivation, and abilities of candidates.
As a part of the interview process, all employees/ interviewees will be ranked
from 1-9 on their ability to answer the questions listed below. If there are two
or more employees with similar scores, a tie breaking sales pitch shall be
required. The sales pitch will be geared towards a medical facility looking for
the latest in cleaning technology that is compliant with all standards,
regulations and laws. The better sales pitch which will be measured with the
criteria of self-confidence, communication, risk-taking, and appeal. These
questions were adapted from Office of Human Resources, Assistant Secretary
for Management and Budget. US Department of Health and Human Services.

Interview Question: What image do you have of our company and this
industry?
Answer Guide: Should have done a thorough job of research on our industry
and company
Should have a positive view of our company however if there the view is
negative; should have a suggestion for improvement.

Interview Question: What kind of goals motivate you the best?

Answer Guide: Should be enthusiastic about setting goals

Interview Question: What was your most significant professional

accomplishment? Tell me about it in detail.
Answer Guide: Should provide enough information to demonstrate how their
accomplishment can easily be repeated and applied to the sales position.

Interview Question: Tell me about a sales experience that demonstrates your

work ethic.
Answer Guide: Should be able to provide both a positive and a negative
experience and if negative how they turned it into a positive one.

Interview Question: How do you generate leads?

Answer Guide: Should be able to provide at least three.

Interview Question: How do you deal with difficult buyers? How do you
handle price objections?
Answer Guide: Should be able to describe selling on the value and not solely
on the price.

Interview Question: What is your sales closing method?

Answer Guide: Should be able to describe three different closing techniques
that they will be ready to use prior to meeting with a prospective client.

Interview Question: As you may be aware of our merger and our new
direction in sales and service, what steps have you taken to prepare for this
change?
Answer Guide: Should mention how the change in the direction of the
company will also change their goals and methods of accomplishing those
goals.

Interview Question: How would you rate yourself as a salesperson on a scale

from 1 to 10? Answer Guide: A very low rating suggests poor self-belief. Too
high of a rating may suggest a level of arrogance that may be resistant to
suggestions of improvement. However, if they can explain why they deserve
a high rating then they may just be confident and aware of their selling skills.

______

Compensation and Benefits Strategies Recommendations

Team D
HRM/531
November 24, 2014

Marylee Luther, HR Director at Clapton Commercial Construction, has asked

Team D for recommendations for pay and benefits strategies for their
companys expansion into Arizona. In this paper Team D will conduct a

market evaluation on total compensation, recommend a compensation

structure, recommend a position in the market, create a total compensation
and benefits strategy, consider the use of performance incentives and merit
pay, and identify laws related to the benefits and pay program.
Market Evaluation on Total Compensation
Team D found three companies working in the Arizona market that will help
us provide Clapton Commercial Construction good comparable data on total
compensation. These companies are Turner Construction, Weitz and Ames
Construction. We found that all three of these companies offered similar
benefits, including medical, dental, vision and life insurances, along with
short-term disability and retirement plans.
When it comes to compensation, Turner Construction states this about their
approach: While it's only one piece of Turner's total employment package,
we know that competitive compensation is important. We measure our
compensation against industry and geographic benchmarks. And we strive to
offer our employees something extra. (Turner Construction, 2014) Weitz
shares that they provide: Total cash compensation and benefits comparable
to market. A level of accountability that recognizes performance and nonperformance, and then rewards accordingly. (Weitz, 2014) And, Ames
Construction says: Our wage and salary structure is one of the most
competitive within the construction industry. Advancement to positions of
greater responsibility and increased pay are based on each individual's
performance. (Ames Construction, 2014)
Recommended Compensation Structure and Position in the Market
Based upon our market evaluation of total compensation in the Arizona
market, we recommend that to be successful Clapton Commercial
Construction should compensation their employees at approximately the
75th percentile of each specific job. We normally recommend that
companies offer compensation at approximately the 50th percentile of each
specific job. However, we are recommending a higher percentile for Clapton
Commercial Construction to be successful in a new market and territory. This
75th percentile of compensation positions Clapton Commercial Construction
to immediately be seen as one of the top employers in the construction
industry right from the start. We do realize that starting wages at the 75th
percentile means that they will need to continue to stay at or near this level,
we think this move is worth it to attract the best job talent in Arizona and to
be successful in all of your construction projects.

Total Compensation and Benefits Strategy

Based on Team Ds market evaluation on total compensation, we recommend
that Clapton Commercial Construction come to the Arizona market paying at
the 75th percentile for each job opening, but also providing the following
specific benefits:
* Medical (including prescription coverage)
* Dental
* Vision
* Health-club Reimbursement
* Flexible Spending Accounts
* Life Insurance
* Accidental Death & Dismemberment (AD&D)
* Short Term Disability
* Long Term Disability
* 401(k) Plan
* Educational Assistance
* Holidays and Paid Time Off
* Employee Referral Bonus

Performance Incentives and Merit Pay

After much evaluation, going green is what most businesses are moving
toward to remain sustainable and meet customer needs. It is generally
accepted that environmental consciousness is now changing to
environmental proactiveness as organizations are discovering that it makes
good commercial sense (Emmett & Sood, 2010, p. xi). The following
statement is the suggested market position statement to use: For
businesses who want to build commercial properties, Clapton Commercial
Construction Company can meet your needs in a Green way. We value our
customers and the earth by using green products. We keep your costs low by

providing multi-skilled employees who perform time efficient and quality

work, while producing as little waste a possible.
Incentives are a crucial part of keeping staff engaged and morale high. Pay
for performance and merit pay can be used together to provide an incentive
to workers. In terms of expansion, Clapton Commercial Construction may
want to hold off on annual merit pay until the success of the business has
been determined in the new state. Base pay along with bonuses for
outstanding performance goals being met may be used instead.
In using goal-based incentives, the goals to reach the bonus have to be very
clear. Also, the goals must be capable of being obtained. A suggestion would
be to make these Team Goals, with the intent to foster teamwork. An
example goal could be saving the company money by producing less waste
in supplies and overtime compared to the company's previous year, with a
specific percentage or dollar amount stated.
Other incentives that can be used are the opportunity to learn new skills.
This incentive would be more of an individual based reward system. This
reward would provide little expense to the company. According to McFIllen &
Maloney (1998), many construction workers listed having the opportunity to
develop new skills and to be provided training was an incentive to do a good
job.
Laws Related to the Benefits and Compensation Program
The State of Michigan and Arizona both are mandated to follow federal laws
pertaining to hiring of employees. Arizona has a few laws, detailed below
from lawforchange.org, that employers must follow regardless of how many
employees they have:
* Employers are required to pay a minimum of $7.65 an hour and 1.5 more
for every hour worked past 40 hours in a single work week.
* Employers are to pay employees at least 2 times a month and no more
than 16 days between pay days, business who are based outside the state
may pay exempt employees 1 time a month.
* Employers are required to withhold federal/state taxes and social security
taxes from employee's wages.
* Regardless of number of employees employer will provide workers
compensation insurance for all employees.

* Employees are allowed to take off work to vote if there are less than
three hours between when polls open and the employers shift starts.
* Employers are not mandated to pay wages when employee is on jury
duty but state laws make it mandatory to give employee leave
The state of Michigan laws, detailed below from lawforchange.org, include:
* Required to pay employees a minimum wage of $7.40 an hour and 1.5 for
every worked past 40 hours in a single work week
* Employers are required to withhold federal/state/ social security taxes
from an employee's wages
* Employers are required to provide worker compensation insurance if the
employ 3 or more workers
* Employers must contribute to an unemployment compensation fund
* Voluntary benefits given to employees to attract and retain most qualified
workers
* Retirement plans- if given they must follow federal law called the
employee retirement income security act
* Vacation pay
* Bonuses
The federal government also has a few laws that all employers regardless of
business size must follow. The Fair Labor Standards Act requires that all
employers pay a minimum wage of at least $ 7.25. Employers that are based
in a state that requires employers to pay a different amount will pay the
higher of the two wages. The Occupational Safety and Health Act are a set of
laws that employers must follow in order to keep the work place safe for a
employees. If an employer decides to ignore safety laws set by the
Occupational Safety and Health act he or she could punished greatly by any
infraction that are found out. A business that has 50 or more employees are
required to allow employees to take up to 12 weeks off of work under the
Family and Medical Leave Act. This unpaid leave from work is only required
for those employees who have situations that meet the requirements of this
law. An employer is not obligated to pay employees who are on leave under
the Family and Medical Leave Act but are required to hold the job for the

employee. These are a few of the major laws that employers must follow of
else the business owner could be punished to the full extent of the law.
Conclusion
Team D is confident that these compensation and benefits strategy
recommendations will be benefits to Marylee Luther, HR Director at Clapton
Commercial Construction. We look forward to following up with Marylee in
the coming weeks and months to hear how these recommendations are
playing out for her companys expansion into Arizona.
References
Arizona Compensation and Benefits. (2014, January 1). Retrieved November
21, 2014, from http://www.lawforchange.org/NewsBot.asp?
MODE=VIEW&ID=1770
Ames Construction. (November, 2014). Benefits package. Retrieved from
http://www.amesconstruction.com/benefit-package.cfm
Emmett, S., & Sood, Vivek. (2010). Green Supply Chains: An Action
Manifesto. : John Wiley &
Sons Ltd.
McFillen, J., & Maloney, W. (1998, March). New Answers and New Questions in
Construction
Worker Motivation. Construction Management and
Economics, 6(36), 35-45.
Michigan Compensation and Benefits. (2014, January 1). Retrieved November
21, 2014, from http://www.lawforchange.org/NewsBot.asp?
MODE=VIEW&ID=2623
Turner Construction. (November, 2014). Benefits, Compensation and
Rewards. Retrieved from http://www.turnerconstruction.com/careers/life-atturner/benefits
Weitz. (November, 2014). Benefits and Rewards. Retrieved from
http://www.weitz.com/careers/training-technology/
Summary of the Major Laws of the Department of Labor. (2014, January 1).
Retrieved November 23, 2014, from
http://www.dol.gov/opa/aboutdol/lawsprog.htm

---------Professional Development Plan

Kisha L. Dixon
LDR/531
10/27/2014
Dr.Olivia Herriford

The goal of this paper is to develop a professional development plan

that will address the characteristics of Learning Team C including the team
member designated as a manager. If the plan is effective it can be used to
determine the needs of the learning team. The plan can also be used to
assess their, skills, strengths, areas needing improvement, and the resources
needed to help them reach their career goals. For my learning team we used
the DISC Platinum Rule Assessment. In the following paragraphs I will
discuss their results and what I can do as a leader to ensure that my team
can reach their goals.
During the first week of organizational leadership class all of the
members of Learning Team C completed the DISC Platinum Rule
Assessment. The DISC Platinum Rule Assessment is a behavioral style
assessment that breaks down the individuals predominant behavior styles;
dominance, interactive, steadiness, and cautious. There are also sixteen
sub-styles that further define the area of the predominant style. Learning
Team C is comprised of a total of five members which none of the members
have the interactive style.
Cautious Style
Krishna Dasika and James Olden are predominantly categorized as
cautious in style. Their tendencies include: being tense with themselves and
others when under pressure, having a natural curiosity about people, being
concerned about what people think, feel, and expect, having strong
attachments to their personal interests, underestimating the time required to
complete tasks, being intuitive and observant about situations and people,
associating their self-worth with their work, and being intrigued by concepts,
ideas, and processes. Krishna sub-style is the master-minder. The masterminder is motivated in increasing opportunities for unique and significant

personal accomplishments. They prefer to choose their own goals and work
independently and have little interest in dealing with implementing details.
Krishna can work on being more accepting of others ideas and behaviors of
others, recognizing that her way is not the only way to achieve quality
results. Krishna can also be more effective in the company if she can take
time to negotiate and clarify time frames with co-workers to avoid missing
deadlines in her to keep her on track. Whereas, James sub-style is the
assessor. The assessor is good at accomplishing goals with excellence. They
also tend to have a strong opinion about people and groups with whom they
do not identify or agree with. James can work on interacting informally with
his supervisors and co-workers so that he will be able to understand them
better and understand work related issues the company may be facing.
James can also improve on standing up to people he may have
disagreements with and openly resolve and differences to continue to be
effective at work.
Steadiness Style
Erin Frazier was the only predominant member categorized as
steadiness style. This style is slower-paced and relationship focused.
Steadiness style people also are open and direct, relatively unassertive,
warm and reliable. They are sometimes seen by others as compliant, soft
hearted and acquiescent. They tend to be good, active listeners. As a result,
they have strong networks of people who are willing to be mutually
supportive. Erin can benefit on being open to try new ways of doing things
and recognize that there is always more than one way to accomplish a task.
Erin need to step outside the box and ask for help when needed and
delegate task when needed and try not to take on the world. Erin sub-style
is a go-getter. The go-getter is indirect by nature, but they can be very
direct in situations that are task focused. The go-getter has the ability to
think through a project which makes them a good short term planner and
able to complete projects successfully. With Erin being a go-getter she can
continue to more effective at the workplace by voicing her thoughts and
opinions and stand up to people that she has disagreements with and openly
work to resolve all differences.
Dominance Style
Kristen Pike and I both shared the predominant style of dominance.
Based on dominance style our motivation is accomplishing bigger and better
goals according to internal timetable. The dominance style prefers to be

involved in choosing activities from start to finish, and they resist people who
are obstacles to their achievements. Dominance tendencies include:
disliking being told what to do, or when or how to do something, being
reluctant to change what they think or how they feel, depending on plan of
action and follow-up routines, and becoming tenacious and focused when
under pressure. In order for both of us to be effective in the workplace we
need to accept others ideas and behavior of others, recognizing that our way
is not the only way to complete a task. In order for me to be an effective
leader in the workplace I have to recognize and acknowledge the feeling of
others and remember that people are human and they might not be able to
check their feelings and personal problems at the door when they arrive at
work. According to Drath and Palus (1994) leadership is the process of
making sense of what people are doing together so that people will
understand and be committed ( p. 4). I also need to improve on
recognizing my employees and rewarding them for the work they do and for
being a part of the company. Richard and Engle (1986) explains that
leadership is about articulating visions, embodying values, and creating the
environment within which things can be accomplished ( p. 206). I have to
make sure that I do not lose sight of my values and work on creating a
successful environment that will be conducive for everyone. Kristen and I
also share the same sub-style called producer. The producers are very
motivated in accomplishing bigger and better goals according to an internal
timetable. They prefer to be involved in activities from start to finish.
Conclusion
All of the members of Team C are very intelligent and we all represent
learning styles that helps us to be able to work together and lead in all areas
of development to get the job done. It is great to know that we have our
cautious style members who will always be accurate, dependable, organized,
and follow through on all projects. Our steadiness member will stick to the
task and get the job done no matter how long it takes. Lastly the dominance
style members will work with all of the other members to get the job done
and exhibit great leadership and decision making abilities. Even though we
all have different behavior styles we have many similarities with one being
motivation. We are all motivated to work together and learn from one
another to get the job done.

Reference
Drath, W. H., & Palus, C. J. (1994). Making common sense: Leadership as
meaning-making in a
community of practice. Greensboro, NC: Center for Creative
Leadership.
Richards, D., & Engle, S. (1986). After the vision: Suggestions to corporate
visionaries and
vision champions. In J. D. Adams (Ed.), Transforming 468- 469
leadership. Alexandria,
VA: Miles River Press, pp. 199214.

Employment Law Compliance Plan

Ted R Harris
HRM/531 - Human Capital Management
March 20, 2014
Natalie Howard

Memorandum
To: Traci Goldman, Manager
Atwood and Allen Consulting

From: Ted R. Harris

Date: March 20, 2014

Subject: Employment Law Compliance Plan Clapton Commercial

Construction

Ms. Goldman,

Per your instruction, I have prepared an employment compliance plan for a

Ms. Marylee Luther. Ms. Luther is the Director of Human Resources for
Clapton Commercial Construction Clapton Commercial Construction is
currently located in Detroit, Michigan but hopes to expand to Arizona. They
currently employ 650 employees and hope to add 20% more in their new
location.
This memorandum will first give an explanation of several employment laws.
It will then go into how these laws are enforced and consequences for nocompliance with the employment. The following laws outlined in this
memorandum are the Title VII of the Civil Rights Act of 1964, Equal Pay Act of
1963, the Immigration Reform and Control Act of 1986, The Americans with
Disabilities Act of 1990, and the Family and Medical Leave Act of 1993.

Title VII of the Civil Rights Act of 1964

Title VII of the Civil Rights Act of 1964 prohibits discrimination on the
basis of race, color, religion, sex or national origin in all aspects of
employment (Cascio, 99). Any employer, either public or private, with 15 or
more employees must abide by this law. These laws are enforced by the
Equal Employment Opportunity and the courts. Title VII has the broadest
remedies. Noncompliance with Title VII can ask for compensatory damages
for pain and suffering as well as punitive damages. If back pay is awarded,
the plaintiff can ask for as much as two years prior to filing of the charge.

The Equal Pay Act of 1963

The Equal Pay Act of 1963 requires that men and women working for
the same establishment be paid the same rate of pay for work that is
substantially equal in skill, effort, or responsibility, and working conditions
(Cascio, 98). This law is enforced by the Equal Employment Opportunity
Commission and the court system. Remedies include raising the rate of pay
of the lower paid employees as well as back pay.

The Immigration Reform and Control Act of 1986

The Immigration Reform and Control Act of 1986 states that employers
cannot hire or continue the employment of individuals who are not legally
authorized to work in the United States. In addition, employers must verify
the identity and work authorized of every new employee. Lastly employers
with 4 to 14 employees as well as employers with 15 or more employees
cannot discriminate on the basis of citizenship or national origin if the
employee can legally work in the country (Cascio, 104). If an employer fails
to comply with the verification provision, fines can range from $100-$1,100
for each employee who has not been verified. Employers can also face
criminal sanctions for showing a pattern of noncompliance. Lastly, employers
who have federal contracts could also lose those contracts.

The Americans with Disabilities Act of 1990

The Americans with Disabilities Act of 1990 prohibits an employer from

discriminating against an employee who can perform essential functions of
the job but have either a physical or mental disability (Cascio, 106). The
Equal Employment Opportunity Commission enforces this act. In the case of
intentional discrimination employees with disabilities can be awarded
compensatory and punitive damages.

The Family and Medical Leave Act of 1993

The Family and Medical Leave Act of 1993 provides private-sector

employees with up to 12 weeks of unpaid leave each year for birth,
adoption, or foster care of a child within 12 months of the childs arrival. In
addition the Family and Medical Leave Act covers care for a spouse, parent,
or child with a serious health condition as well as the employees own health
condition if it prevents the employee from working. The employer must
continue to provide the employee with their health insurance benefits as well
as give them their previous job back or give them a comparable position
(Cascio, 107-108). This act is enforced by the U.S. Department of Labor

If you have any questions please feel free to contact me.

Ted R. Harris

Reference:

Cascio, W.F. (2013). Managing Human Resources: Productivity, Quality of

Work Life, Profits (9th ed.) Boston, MA: McGraw-Hill/Irwin