FastCat Phase 1
Designing an Internal Structure
Lindsey Davis
Brandon Willem
Ivy Vo
Kyle Bartholomew
Mariah Alber
MNGT 433.101
Professor Howard
1
Table of Contents
EXECUTIVE SUMMARY……………………………….………………………….…3
INTRODUCTION……………………………………………………………………....4
OBJECTIVES AND STRATEGY RECOMMENDATIONS……………….……….5
JOB BASED PLAN/MANUAL ………………………………………………..………..
COMPENSABLE FACTORS AND WEIGHTS…….………………………….6
EXPLANATION OF COMPENSABLE FACTORS….………………………..9
JOB EVALUATION CHARTS………………………………………………..13
APPEALS PROCESS………………………………………………………….21
RATIONALE…............................................................................................................24
2
Executive Summary
The following report includes information on how FastCat can become more
successful as a company. We have included information on how FastCat can improve
their internal structure in order to improve its overall performance. We have developed a
compensation package that will elaborate why different jobs are compensated different
amounts. This new, clear understanding of compensation will help keep employees
satisfied and improve customer satisfaction and company performance. We have decided
to develop a single plan, loosely tailored, job based structure that is designed to increase
employee awareness regarding their compensation and benefits. In order for FastCat to
reach their fullest potential we broke down the jobs into four categories which include
Administrative, Marketing, Technical, and Support. This will promote internal alignment,
fairness, and help motivate employees toward FastCat’s objectives.
3
Introduction
FastCat is a software engineering company that serves small to medium sized
medical companies. The objective of its software products is to streamline the flow of
information, improve data reports, and ensure quality treatment for their clients’
customers. FastCat is a smaller company competing with larger companies such as IBM,
Oracle, and SAP, and their focus is on providing health providers and their patients with
web and mobile software and services. However, unlike their competitors, they do not
excel at offering services such as technical training. This has caused financial pressure
for the company, and as a result their compensation structure needs to be redesigned to be
more flexible and to comply with emerging EMR technology standards. Our consulting
firm has been recruited to develop a compensation system that is designed to increase
employee awareness, promote internal alignment and fairness, and motivate employees
toward the company’s objectives. We believe that an open and fair compensation system
will help reverse the growth in turnover and lack of commitment that FastCat has been
facing.
4
Objective and Strategy Recommendations
Objectives

Attraction and retention of skilled and motivated employees

Alignment of pay policy with FastCat’s overall strategic goals

Clear communication of pay policy to employees

Encouragement of individual performance

Encouragement of group/team performance

Promotion of three-pronged growth strategy to enhance revenue
-Penetrating deeper into the current client base with new products
-Expand the base to new categories of participants in health care
-Expand into new geographic markets
Administrative
Marketing
Technical
Support
Administrative Aide Marketing Services
Representative
Graphics Designer
Administrative
Assistant
Marketing Support
Implementation
Consultant
Senior Quality
Assurance
Technician
Quality Assurance
Analyst
Administrative
Leader
Senior Fellow
Visionary Champion Software Developer
Client Account
Leader 415
Software Solutions
Consultant
Project Leader 445
Software User
Interface Architect
425
Technician
Project Support
Assistant 315
Usability Engineer
Travel Coordinator
User Interface
Designer
5
Quality Assurance
Analyst A
Green Guru
Training Assistant
Compensable Factors
Degree
1
2
3
4
5
Technical Experience
Description of Characteristics
1 year or less of related experience. Little to
no experience with Microsoft.
1-2 years’ experience required and must
have a basic understanding of MS.
3 years of work experience required. Must
be capable of using Microsoft Office.
Some prior knowledge in Photoshop.
4 years of related work experience.
Proficient skills required for Microsoft
Office programs. Must have prior
knowledge of Photoshop and Illustrator and
HTML/CSS.
5+ years of work experience. Must have
strong understanding and proficient skills in
Microsoft Office programs. Also needs
proficient skills in Photoshop, Illustrator
and a strong understanding of HTML and
CSS.
Education
Degree
1
2
3
4
5
Description of Characteristics
High School Diploma or equivalent
Specialized technical training or
certification or Associates Degree
Bachelor’s Degree
Master’s Degree
PHD
Team Work
Degree
1
2
3
4
5
Description of Characteristics
Job conducted on individual basis and little
to no team collaboration
Occasionally participates with others on
designated projects
Often involved in team projects along with
individual tasks
Regularly involved in medium scale team
projects
Is regularly involved with large scale team
projects and works with complex objectives
6
Degree
1
2
3
4
5
Degree
1
2
3
4
5
Communication
Description of Characteristics
Capable of writing, speaking, and
understanding English at basic level
Capable of writing, speaking, and
understanding English at a high level. Little
to no punctuation errors.
Proficient skills with English language.
Uses proper grammar and punctuation.
Proficient skills with English language and
basic knowledge in an additional language
Proficient skills with the English language
and able to speak more than one language
fluently
Supervisory Responsibilities
Description of Characteristics
No supervisory responsibilities
Supervises section within a department, no
HR functions, and communicates with
supervisors about operational issues
Assistant manager, supervises more than
one section within a department,
communicates with department manager
about HR issues such as performance
evaluations and disciplinary actions
Department manager, responsible for one
department, has HR responsibilities
including performance evaluations and
disciplinary actions
Manager of more than one department,
manages staff through department
managers, has HR responsibilities including
hiring, firing, and discipline.
7
Degree
1
2
3
4
5
Degree
1
2
3
4
5
Creativity and Ingenuity
Description of Characteristics
Seldom contributes to the improvement of
company processes, systems, and programs
Frequently contributes to the improvement
of company processes, systems, and
programs
Actively participates in the development of
new strategies, processes, systems, and
programs to improve high quality solutions
and overall success of the company
Regularly participates in the development
of innovative software solutions and
communicates those solutions to other
organizational department staff
Regularly required to create and develop
new strategies, processes, systems and
programs including the development of
innovative high quality solutions to increase
the overall growth and success of the
company; communicates ideas and plans to
other organizational departments staff
Problem Solving
Description of Characteristics
Rarely deals with problems not covered in
the organization’s policies and performs
basic data analysis
Frequently confronted with issues outside
normal job routine and basic independent
decision making
Employee decisions are guided by
standardized data and establishes company
policies
Capable of making decisions that need
review during the final stage, regularly
analyzes and solves non-routine problems
and evaluates data as part of job
responsibilities
Capable of independently making final
decisions and regularly develops policies
8
Explanation of Compensable Factors
To aid our team in the evaluation process for each of FastCat’s twenty four
available positions, we have developed rating scales based on seven compensable factors
that we believe serve as the best indicators of occupational alignment with FastCat’s
strategy and company-wide goals. In other words, the higher an individual job rates in
accordance with each of these seven factors, the more crucial it is in the pursuit of
fulfillment of FastCat’s overall goals – and the level of compensation for each position is
designated accordingly. The compensable factors that we have chosen are technical
experience, education, team work, communication, supervisory responsibilities, creativity
and ingenuity, and problem solving.
One of the most critical components involved in determining a job’s worth in
light of FastCat’s mission statement and objectives is the level of technical
experience/expertise that the position calls for. Accordingly, we’ve assigned this
compensable factor a hefty weight of twenty percent. With new competition for the firm
emerging constantly, FastCat needs to build itself at least partially around jobs that carry
the company forward in terms of technical innovation. While our first metric is entitled
“technical experience,” we designed it to take into account not only the required prior
experience level, but also to factor in the key technical skills that the job demands – such
as those involved with the use of widely used programs like Microsoft Office, Photoshop,
and HTML. Assessing these types of minimum skill prerequisites provides a good idea of
the level of technical responsibility associated with the job.
The second metric our team deemed worthy as a compensable factor was the level
of education that a particular job demands. We assigned a less significant weight to this
9
category (five percent), as we felt that real world technical experience should take
priority over educational benchmarks – which, unless involving studies of a very specific
nature, are often ambiguous in relation to actual job performance. Clearly, however, a lot
of the skills learned and individual disciplines honed in school are to some degree
applicable to successful performance in professional positions. Our use of education as a
compensable factor is also justifiable when one looks at the larger picture. By linking
educational level to compensation, FastCat communicates to current employees and jobseekers that it places value on the pursuit of educational goals (and by extension, those
related to personal growth).
The next compensable factor listed – team work – was defined by our team as the
frequency with which a person employed in a particular position works with others to
achieve the objectives associated with successful performance in that position. The more
frequent the collaboration with others, and the more complex the projects being dealt
with, the higher the rating will be for this category. The spectrum, then, ranges from one
(describing jobs that require little to no interpersonal collaboration) to five (describing
positions that are in large part built on complex, multi-person relationships and tasks that
are equally complex in nature). One of FastCat’s overarching compensation objectives is
the encouragement of group/team performance, and as such, we determined that
teamwork should hold at least a moderate amount of weight in determining levels of
compensation.
Equally as important as teamwork (ten percent weight) in the context of FastCat’s
future success are employee communication skills. In fact, the ability to communicate
well with co-workers and the many external stakeholders that FastCat does business with
10
on a day-to-day basis is a fundamental necessity. Successes rooted in any of the other
compensable factors will only be permitted to flourish when there is an underlying
structure based around employees that know how to communicate with others – and feel
relatively uninhibited in doing so. But because it’s such a basic business need, our team
decided it was best not to assign too much weight to this category. We don’t want
FastCat employees feeling entitled to an entire paycheck simply because they speak and
write well. If FastCat hires someone, it’s assumed that – to a degree – they already
possess these basic communication skills. It’s a key component of FastCat’s continued
success, but not everything.
Supervisory responsibilities were determined by our team to hold a considerable
amount of weight in defining a job’s worth (fifteen percent). It’s only logical that the
more responsibility attached to a set of job duties, the higher the reward that comes with
performance of that work should be. Moreover, those positions that give their incumbent
supervisory privileges over other employees are, by their very nature, critical to FastCat’s
well-being. If the company doesn’t take proper care in communicating their worth and
filling them with incumbents of adequate quality, a damaging ripple effect could make its
way quickly through the company, potentially affecting many aspects of operation.
FastCat wants to emphasize the fact that its leaders are valued. Those leaders will,
through some method or another, communicate and reinforce FastCat’s mission and goals
as a company, and are therefore critical to its success.
Creativity and ingenuity should be among the most highly valued commodities
for FastCat right now. With competition strengthening and becoming more and more
innovative, the company should make jobs that call for creativity and innovation its focal
11
points. The measure we designed here (with weight of twenty percent) relates not only to
purely technical ingenuity (though that is of the utmost importance), but also to the
contributions a position makes to the company in the form of new process, strategies,
systems, and quality solutions. In today’s turbulent business environment, FastCat is
looking to stay ahead of the game. Those that aren’t ahead of the curve risk falling behind
very quickly.
Last but certainly not least, problem solving skills are an essential part of
assessing job worth under our team’s new compensation philosophy. Though rather
difficult to assess quantitatively and objectively, FastCat needs to demonstrate the value
it places on the rigors of critical thought. Many of the company’s positions demand
quality decisions be made in timely and efficient manner. Often, optimal decision-making
comes as a result of out-of-the-box thinking. Our team assigned a weight of twenty
percent to the category of problem solving.
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Job Evaluation Charts
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Administrative Aide
Degree (1-5)
Weight
1
20%
Total
20
1
1
2
1
1
5%
10%
10%
15%
20%
5
10
20
15
20
1
20%
20
110
Administrative Assistant II
Degree (1-5)
Weight
2
20%
Total
40
1
2
3
2
2
5%
10%
10%
15%
20%
5
20
30
30
40
2
20%
40
205
Administrative Leader
Degree (1-5)
Weight
2
20%
Total
40
2
4
3
4
5
5%
10%
10%
15%
20%
10
40
30
60
100
4
20%
80
360
13
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Client Account Leader
Degree (1-5)
Weight
4
20%
Total
80
3
5
3
4
4
5%
10%
10%
15%
20%
15
50
30
60
80
5
20%
100
415
Graphics Designer
Degree (1-5)
Weight
5
20%
Total
100
3
3
3
1
5
5%
10%
10%
15%
20%
15
30
30
15
100
4
20%
80
370
Degree (1-5)
2
Weight
20%
Total
40
3
4
3
2
3
5%
10%
10%
15%
20%
15
40
30
30
60
3
20%
60
275
Green Guru
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
14
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Implementation Consultant
Degree (1-5)
Weight
3
20%
Total
60
3
5
3
1
4
5%
10%
10%
15%
20%
15
50
30
15
80
4
20%
80
330
Marketing Services Representative
Degree (1-5)
Weight
3
20%
Total
60
3
5
3
1
3
5%
10%
10%
15%
20%
15
50
30
15
60
4
20%
80
310
Marketing Support
Degree (1-5)
Weight
2
20%
Total
40
3
3
3
1
1
5%
10%
10%
15%
20%
15
30
30
15
20
1
20%
20
170
15
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Project Leader
Degree (1-5)
Weight
5
20%
Total
100
4
5
3
3
5
5%
10%
10%
15%
20%
20
50
30
45
100
5
20%
100
445
Project Support Assistant
Degree (1-5)
Weight
4
20%
Total
80
4
4
3
3
2
5%
10%
10%
15%
20%
20
40
30
45
40
3
20%
60
315
Quality Assurance Analyst
Degree (1-5)
Weight
1
20%
Total
20
2
2
3
1
1
5%
10%
10%
15%
20%
10
20
30
15
20
1
20%
20
135
16
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Quality Assurance Analyst A
Degree (1-5)
Weight
3
20%
Total
60
2
2
3
2
2
5%
10%
10%
15%
20%
10
20
30
30
40
1
20%
20
210
Senior Fellow
Degree (1-5)
Weight
5
20%
Total
100
5
5
3
4
5
5%
10%
10%
15%
20%
25
50
30
60
100
3
20%
60
425
Senior Quality Assurance Technician
Degree (1-5)
Weight
5
20%
Total
100
2
4
3
2
3
5%
10%
10%
15%
20%
10
40
30
30
60
2
20%
40
310
17
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Software Developer
Degree (1-5)
Weight
4
20%
Total
80
3
4
3
1
4
5%
10%
10%
15%
20%
15
40
30
15
80
2
20%
40
300
Software Solutions Consultant
Degree (1-5)
Weight
5
20%
Total
100
4
3
4
3
2
5%
10%
10%
15%
20%
20
30
40
45
40
4
20%
80
355
Software User Interface Architect
Degree (1-5)
Weight
5
20%
Total
100
5
4
4
4
3
5%
10%
10%
15%
20%
25
40
40
60
60
5
20%
100
425
18
Technician
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Degree (1-5)
3
Weight
20%
Total
60
3
4
4
1
1
5%
10%
10%
15%
20%
15
40
40
15
20
2
20%
40
230
Training Assistant
Degree (1-5)
Weight
2
20%
Total
40
3
4
3
2
2
5%
10%
10%
15%
20%
15
40
30
30
40
1
20%
20
215
Travel Coordinator
Degree (1-5)
Weight
1
20%
Total
20
1
3
2
2
2
5%
10%
10%
15%
20%
5
30
20
30
40
1
20%
20
165
19
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Factor
Technical
Experience
Education
Team Work
Communication
Supervisory
Creativity &
Ingenuity
Problem Solving
Usability Engineer
Degree (1-5)
Weight
3
20%
Total
60
3
4
2
2
2
5%
10%
10%
15%
20%
15
40
20
30
40
1
20%
20
225
User Interface Designer
Degree (1-5)
Weight
2
20%
Total
20
3
4
4
2
4
5%
10%
10%
15%
20%
15
40
40
30
80
2
20%
40
285
Visionary Champion
Degree (1-5)
Weight
5
20%
Total
100
4
5
3
4
3
5%
10%
10%
15%
20%
20
50
30
60
60
3
20%
60
210
20
Appeals Process
Fast Cat’s appeal process has been designed to provide fair and immediate resolution in
the area of compensation. In the event that an employee has any questions or concerns
regarding their compensation, the following steps should be taken:
1) A written appeal must be submitted to the employee’s direct supervisor. The
appeal must include the employee’s name and identification number, the date that
the appeal was submitted, the nature of the issue, and either a request for more
information or a requested solution. The supervisor is required to provide a
written response within five business days.
2) If the employee is not satisfied with their supervisor’s first response, or does not
receive an initial response, they may request a face to face meeting. The meeting
request must include the employee’s name and identification number, and a range
of potential meeting dates. The supervisor is required to respond to the meeting
request within two business days, and must schedule the meeting within two
weeks from when the request was submitted (barring extenuating circumstances
such as sickness or vacation).
a. It is the responsibility of the supervisor to ensure that the meeting is
documented properly. This can be done through audio/video recording or
through a third party witness and recorder.
21
3) Should the employee still be dissatisfied with their compensation following the
meeting with the supervisor, or if the supervisor does not respond to their request
for a meeting, the employee should submit a written appeal to the human
resources department. The written appeal must include the employee’s name and
identification number, the date of the appeal, the nature of the issue, and proof of
an attempted resolution with the employee’s direct supervisor. A compensation
specialist within the human resources department will respond with either a
written response or a request for a face to face meeting, and must respond within
five business days.
a. If a meeting is requested, the compensation specialist will prepare by
reviewing the compensation manual and ensuring that one is available
during the meeting. The meeting must occur within two weeks of receipt
of the written appeal, and it is the responsibility of the compensation
specialist to ensure that the meeting is documented properly. This can be
done through audio/video recording or through a third party witness and
recorder.
4) If the employee is still not satisfied with the compensation specialist’s decision,
the last step is to submit a written appeal to the vice president for human
resources. The appeal should include the same information as in step three. The
vice president will meet with the employee, the employee’s supervisor, and the
22
compensation specialist who reviewed the appeal. The vice president will then
render the final decision, after which no appeals may be made.
Please remember all information shared during this appeal process must remain
confidential, and that nobody, regardless of their level within the company, is permitted
to engage in retaliation of any form against an employee who files an appeal.
23
Rationale
Job-Based Plan
We chose a job-based plan to compensate the employees of FastCat. The company’s
revenue is generated based on the performance of its employees on the job, so the best
way to compensate its employees is based on the requirements of their job.
Risks of a Job-Based Plan
While our job-based plan encourages a sense of being paid for performance, there is a
potential for bureaucracy and inflexibility when it comes to actually implementing the
plan. Our plan includes an appeals process that mitigates some of these risks. A detailed
rational of the appeals process is included in this report.
Compensable Factors
The objectives outlined in our “Objective and Strategy Recommendations” section are
based upon paying employees based on achievement of FastCat’s overall strategic goals
while emphasizing both individual and team performance. The compensable factors we
chose align well with these objectives. We chose compensable factors that emphasize
Technical Experience, Creativity & Ingenuity, and Problem Solving as most significant.
Giving these three factors the most weight in determining compensation, and
communicating this pay policy to employees, shows employees that they will be paid
based on their achievement.
Single Plan
A single plan, as we have created, aligns best with our objective recommendations. One
of our objectives is “Clear communication of pay policy to employees”. By having a
single plan for all employees, everyone will be clear about how they are compensated and
24
there will be no confusion because the compensation of all employees will have the same
weight system. This helps promote the company objective of “internal fairness” as the
company is paying for performance standards that are measured equally. Also, our plan
focuses on the talents of the company’s engineers and therefore our compensable factors
weigh technical expertise and critical thinking the highest in comparison to other factors.
Engineers, compared to other employees, utilize these skills the most. Therefore, this plan
makes logical sense.
Risks of a Single Plan
Our single plan might not sufficiently evaluate all of the specific jobs and makes it harder
to compare pay rates in the market because it groups together all jobs from different job
families. Our “Job Evaluation Charts” show how the pay of each job is determined using
the same criteria and weights. While these weights work for FastCat, and the company’s
focus on engineers, the weights are not what would determine the pay of the same jobs in
other companies in the industry.
Pay Model
As explained above, our plan promotes “internal fairness” within the company as all
performance standards are measured equally. As seen in the “Job Evaluation Charts”
section of this report, the highest paid employees are not only the Software Consultants
and Architects, which are engineering-focused jobs, but also Senior Fellows, whose job is
administrative. Therefore, while our plan focuses on engineering it is not unfair towards
other types of jobs.
25
Appeals Process
We included an appeals process in our plan that stresses individual and team
performance. If an employee feels there is a discrepancy between what they are being
paid and what they should be paid based on their performance, they have a set process of
appeals they can go through. This process allows supervisors two chances to solve an
issue with an employee and if there is still an issue a compensation specialist is called in.
By bypassing the employee’s direct supervisor if the problem is not solved, our plan
helps fulfill the company objective of attracting and retaining skilled and motivated
employees: The employees know that there is a fair and impartial say in their
compensation and will be motivated to work harder knowing their performance will
recognized and rewarded.
Influencing Employee Attitudes
One issue at FastCat, according to the survey on employee engagement, is that employees
are not as engaged as the owners of the company would like. The “sense of commitment”
by FastCat employees is lower than the national average (50% of total employees
compared to 60%). Our compensation plan encourages a sense of commitment to the
company by clearly communicating to employees exactly how they will be paid for their
performance and the pay is fairly distributed to all employees. This plan encourages trust
and a sense of security, both of which promote a stronger commitment to the company.
Loosely Tailored Structure
Relating to employee commitment, loosely tailored compensation structures force
employees to complete tasks that are not always specified in their job description. These
structures increase uncertainty about what is expected, promoting challenges faced by
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employees. Compensation is not only based on the dollar amount paid, but also the
intangible reward of challenging work (along with other intangibles). Comments on the
employee engagement survey stated that employees welcome change and want to know
how they can help the company. As the employees will face more challenges with our
plan, they will feel more internally rewarded through facing these challenges. With this
higher level of compensation (both tangible and intangible), employee commitment will
increase significantly.
Risks of a Loosely Tailored Structure
The loosely tailored structure of our compensation plan risks separating what employees
are doing on the job from their job description. Our compensation plan is heavily
weighted towards the critical thinking skills of “Creativity & Ingenuity” and “Problem
Solving” along with “Technical Expertise” and encourages both individual and team
performance. Though employees will be given more challenging work based on this
compensation plan, they will not always be performing tasks outlined in the description
of their job. Employees may face a job that does not align with their expectations.
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