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Volume 6, Number 2__________________________________________________
February/March 1987
Confidentiality
And
Competition
Policy
Outlines
Proper Use Of Computer Resources
Results
Of
Health Study In Semiconductor Fabrication At Hudson
Digital
Establishes
Company Identity Committee
Changes
In
Service Recognition Award Program
Nipon
Telephone
And Telegraph Becomes Corporate Account
'Security'
Magazine
Names Ray Humphrey 'Executive Of The Year'
Update
On
U.S. Job Evaluation/Classification Project
Recent press coverage has prompted the
Executive Committee to emphasize the critical importance of
confidentiality and information security.
"Competitors and the financial analysts and
consultants they rely on are continuously monitoring Digital to
learn of new products, sales and marketÂing strategies, and
potential customer opportunities," notes Jim Osterhoff, vice
president, Finance. "Competitors vigorously pursue this effort as
they try to beat Digital in the marketplace and gain advantage
where a weakness may exist. They obtain confidential and sensitive
business information, sometimes unwittingly and other times by
design, from Field offices, emÂployees or sources close to the
company."
"With the increasing level of competition for
orders and marketshare in our industry, we all must be alert and
vigilant in protecting confidential busiÂness information,"
observes Jack Shields, senior vice president. "Business conditions
(measured by order rates), specific product and market strength or
weakness, and information about shipments are important targets of
such intelligence-gathering efforts. This type of information
divulged carelessly at the branch or district level, or by a
marketer or engineer or any other employee, is just as useful as
if obtained from the corporate level."
Digital encourages the free and open exchange
of ideas. However, substantial problems can arise from premature
disclosure of information to people outside the company. For
example:
o Confidential information can be used by
outsiders to make decisions on buying or selling the company’s
stock. This can lead to the direct liability of the employee who
disclosed the information.
o Competitors who gain access to confidential
information can use it to their own advantage.
o Careful plans intended to maximize market
impact can be seriously disrupted by premature disclosure.
o The company may be forced to react to leaked
information rather than benefiting from well-planned marketing
strategies.
o Agreements with customers and vendors, which
by their terms require keeping information in confidence, can be
threatened by leaks, resulting in loss of confidence and breached
agreements.
Managers should review Corporate Policy
Memorandum 75-2 with their organizaÂtions. This policy deals with
confidentiality and emphasizes two guidelines:
o Avoid loose discussion of company business in
social settings or public locations, such as restaurants and
airlines.
o Do not discuss company business with
stockbrokers, financial analysts, news reporters or any other
person in a position to influence the investing public.
They should also review Policy 6.28 in
Personnel Policies and Procedures: "Requests for information about
the company and its employees received from newspapers,
television, radio, industry publications, magazines and local
community officials must be directed to Corporate Public
Relations."
"Implicit in this policy is the further
requirement that no communication be initiated with the media by
Digital employees except by the Public Relations staff responsible
for doing so," adds Win Hindle, senior vice president, Corporate
Operations. "Our Public Relations professionals are trained in
dealing with the media and are responsible for keeping track of
media calls and responding to them.
"There are appropriate channels for disclosing
official corporate informaÂtion, and specific individuals are
authorized to speak on behalf of the company. It is important that
we all work towards heightened awareness and avoid inadvertent
disclosure of sensitive information," concludes Win.
A new systems policy, "Proper Use of Digital
Computers, Systems and NetÂworks," has been instituted to guide
all employees in the appropriate use of Digital's computer
resources. It emphasizes that the efficient, cost-effecÂtive use
of these resources is vital to Digital's success, and explains
that it is the responsibility of all employees to ensure that
computers, systems, and networks are used properly.
This policy, which is effective immediately,
encourages the use of systems to help employees work more
effectively, to foster appropriate open and efficient
communications, and to perpetuate the use of computers in day-to-
day activities. However, systems may not be used to gain
unauthorized access to internal or external computer systems or
accounts, or to interfere with Digital's business activities. In
addition, systems may not be used for personal purposes that are
contrary to company philosophy or policy, or for individual
financial gain.
John Murphy, Corporate Employee Relations
Programs manager, says that improper systems use includes
transmitting offensive, harassing and/or devaluing statements,
developing and transmitting inappropriate graphics, or
transmitting sexual or ethnic slurs or jokes. "In addition,
systems cannot be used to solicit other employees, develop chain
letters, communicate matters of private conviction or philosophy,
permit unauthorized access, and so on," he says.
According to the policy, Information Systems
managers must ensure that the computers, systems and networks that
they manage are clearly operating in support of company business
activities. Information Systems managers are responsible for
immediately investigating and reporting any incident of misuse by
an employee to the employee's manager.
Mike Carter, manager of Corporate Data and
Information Security, says, "Managers should periodically remind
employees about the proper use of company computer resources. In
cases where there is suspicion of improper use, managers should
discuss the problem with the employee in question and, if
appropriate, involve Corporate Security." Where improper use has
been clearly established, Mike explains that the employee should
be dealt with in accordance with the Corrective Action and
Disciplinary Policy (6.21).
"Employees are expected to use
company-sponsored computer resources in accordance with this
policy and to support company business activities," says Mike.
"All potential misuse of the network and the computers should be
reported to the appropriate Information Systems manager and/or
supervisor."
For more information, refer to the Personnel
Policies and Procedures Manual: Policy 6.03, Harassment Policy;
Policy 6.06, Conflict of Interest; Policy 6.21, Corrective Action
and Discipline; Policy 6.24, Employee ResponsibilÂity; and Policy
6.18, Employee Privacy.
To focus its efforts and increase market share
in the MIS, transaction processing, financial, and
telecommunications environments, Digital recently announced the
following organizational changes in Product Marketing.
Consultant
and Information Systems Marketing
Rose Ann Giordano has joined the Field
Marketing organization as vice president, Consultant and
Information Systems Marketing, reporting to Bob Hughes, vice
president, Service Industry Marketing. In this position, Rose Ann
will manage Digital's worldwide marketing and sales activities to
the "Big Eight" accounting consulting firms such as Coopers &
Lybrand and Touche Ross, as well as to selected key consultants.
She will continue to work with Sales and Industry Marketing to
convert a large number of MIS customers and chief information
officers to Digital's style of computing. In this capacÂity, Rose
Ann will report to Chick Shue, vice president, U.S. Sales.
Rose Ann has been vice president, Information
Systems Business Group (ISBG) for the past two-and-a-half years.
Since joining Digital in 1979, she has served as Technical Group
marketing manager and Large Computer Group manÂager. She was named
a vice president in 1984.
Corporate
Systems Group
Bill Steul is heading a new Product Marketing
group, the Corporate Systems Group, reporting to Peter Smith, vice
president, Product Marketing. The new group will focus on
corporate computing strategies and develop the product application
strategies, systems and programs for Financial Services
AppliÂcations, MIS Production Systems, and Telecommunication
Applications. The System Marketing and Marketing Programs groups
from ISBG will report to Bill.
The activities of the new Corporate Systems
group will be closely aligned and integrated with those of the
Financial Services and Telecommunications Industry groups, as well
as with the marketing activities of the On Line Transaction
Processing Business group.
Bill was Product Marketing manager for the
Engineering Systems Group for the past two-and-a-half years. His
background also includes more than 20 years' experience in senior
financial and MIS management positions. Bill has been with Digital
for 14 years.
Engineering
Systems Group (ESG)
Don McInnis has been named ESG Product
Marketing manager, reporting to Peter Smith. Don comes to Product
Marketing from the Advanced VAX Engineering Group in Littleton. He
has managed the VAX 8800, 8700, 8550, and 8500 program for the
past six years, which included responsibility for engiÂneering,
manufacturing, customer service and product marketing. Don also
was the product manager for the VAX-11/750. He has been with
Digital since 1977.
In addition to managing the ongoing work of
ESG, Don will help to establish a strong emphasis on Systems
Engineering within ESG as a model for Product Marketing and the
corporation.
On Line
Transaction Processing (OLTP)
Digital has also formalized the role of the On
Line Transaction Processing Business group. The group, which
reports to Bob Glorioso, who is also its acting manager, is
responsible for the OLTP strategy and for developing systems
development, marketing and service plans.
OLTP is one of the fastest-growing markets in
the industry. In an OLTP system, a user enters the data, and the
system updates the database and responds to the user immediately.
Common applications include automatic teller machines and airline
reservation systems.
In response to employee questions, Digital
engaged the University of MassaÂchusetts' School of Public Health
to perform an independent health study at the Hudson semiconductor
manufacturing facility. The researchers interviewed 744 employees
and 121 spouses of employees regarding a wide range of health
conditions, including lung disease, kidney disease, headaches,
nausea, sore throat, miscarriages and birth defects. They also
asked about non-occupa- tional risk factors that might affect
health, such as age, educational level, smoking, alcohol and
caffeine consumption, medication and prior reproductive history.
The study found that wafer manufacturing
employees were about two times more likely to have a miscarriage
than those employees who did not work in wafer manufacturing.
Other findings included an elevated incidence of self-reportÂed
headaches, nausea, sore throat, rashes and arthritis, and a
reduced incidence of back problems.
The study found that over the course of five
years, there had been 12 miscarriages in a total of 34 pregnancies
among women in the wafer manufacÂturing area. This represents a
miscarriage rate of 35.3%. In the control group, which consisted
of employees in non-manufacturing areas at Hudson, there had been
71 miscarriages in 398 pregnancies, for a rate of 18%. (In the
general population, a rate of about 20% is expected).
There were no other significant differences
between the fabrication employÂees and the control group for the
wide range of other health conditions included in the study. And
wives of male employees did not have any increase in the
percentage of miscarriages.
The study suggests there is an association
between persons who work in chip manufacturing and an increased
incidence of miscarriage. Although the sample of pregnant wafer
manufacturing workers was small, the results were statisÂtically
significant.
Further research, with larger numbers of wafer
manufacturing workers than those available at Digital, is needed
to evaluate these results; and, if confirmed, to identify a
possible cause for the increased incidence of miscarriage. Based
on these findings, and at Digital’s prompting, the Semiconductor
Industry Association is considering conducting a broad health
study across a number of companies in the industry. And Digital is
initiatÂing follow-on studies with universities to help identify
any potential causes.
Digital strongly encourages that pregnant women
do not work in the wafer fabrication areas in Digital
semiconductor manufacturing for the duration of their pregnancy.
And, in fact, all pregnant women have chosen to leave that area.
Digital is finding alternate work for them while they are
pregnant, after which they may return, if they wish. Women of
childbearing age also have the opportunity to leave the area and
work elsewhere in the company, with no effect on their employment
status and career opportunities within the company.
For employee convenience and to help diagnose
pregnancies as soon as possiÂble, Digital Health Services will
arrange for confidential outside pregnancy testing for
semiconductor fabrication and semiconductor fabrication support
employees at their request and at company expense.
Some people think that you should look at
quality on an affordability basis. They think that quality is
costly and wonder if you can afford it. My view is that quality
improvements and cost savings go hand in hand.
"I also believe that the dedication to quality
begins at the top, and that, to an important degree, it's a frame
of mind. An organization will usually watch the actions of
management very carefully. If they see management acting in a way
they believe reflects strong drive toward quality improveÂment,
that attitude permeates throughout the organization relatively
quickly," adds Jim.
Frank McCabe, manager, Corporate Quality
explains that, "Everyone in the company is responsible for quality
-- for working collaboratively with colleagues throughout the
company, for developing quality strategies in each function and
for approaching business from the customer perspective.
"Prevention is a key focus of the
quality/customer satisfaction program. We should look at problems,
identify the root cause of these problems and put processes in
place to ensure these problems do not occur again.
"Our goal is to achieve sustained industry
leadership in all dimensions of our business -- in terms of the
reliability of our products from the comÂponent to the system to
the network level, in terms of our predictability in introducing
new products to the market and meeting our delivery commitments to
customers, in terms of our business practices and transactions so
that it becomes easy for customers to do business with Digital.
"We want to build partnership relationships
with customers and become their trusted consultants as well as the
industry vendor of choice.
"With the Finance organization, we've
identified a cost-savings opportunity of about $1 billion a year.
The objective is to reduce the excess costs associated with
factors such as scrap and rework, return authorizations, field
change orders and warranty and to invest in education, process
control, quality improvement programs and other preventive
actions.
"Digital has always been a quality-oriented
company. The difference now is we will become a quality-driven
company. Customers tell us we're leaders in our products, our
architecture, our operating systems and our networking. Our goal
now is to gain and to hold the leadership position in all the
dimensions of how we do business with customers.
"It is a winning strategy. We gain in
marketshare and in customer satisÂfaction. We also significantly
reduce our business cost structure, allowing us the opportunity to
make investments in areas important to our customers in the future
— in products, in solutions and in the internal processes of the
company. It is ultimately a win-win solution."
To learn more about
how these managers view quality, the videotape "DigiÂtal's
Commitment to Quality" can be ordered directly from Media
CommunicaÂtions in Merrimack. A facilitator’s guide is included
with each order. Send your request to HYSTER::LECLERC or LORI
LECLERC @MKO (DECMAIL). Include your name, badge #, cost center,
phone #, location, group name. Indicate order quantity and video
standard (i.e.
3/4" Umatic, 1/2" VHS or 1/2" Beta. Outside the US,
indicate PAL or SECAM).
A committee has been created to establish
graphics standards in order to provide a more consistent and
representative visual identity for the comÂpany. These standards
are expected to maximize Digital's ability to sell products,
particularly in new markets where Digital is relatively unknown.
"The mixed images people have of Digital are
partially due to the fact that, to date, we have presented
ourselves in an uncoordinated, fragmented manner. The work of this
new Company Identity Committee (CIC) will help operating groups
present a single visual image of Digital to all of our
constituents, such as our employees, customers, arid
stockholders," explains John Sims, vice president, Personnel and
Administration, and chairman of the CIC, which is a sub-committee
of the Executive Committee.
"We want people to see Digital as an excellent
company; one whose products, people and services are all
outstanding. We want people to associate exÂcellence with every
visual element related to the company. This includes our marketing
and advertising campaigns, our customer publications, our
packagÂing, our technical documentation, the signs on our
buildings and our fleet identification.
"A coordinated company image and identity
program can make us more proÂductive. It will have a positive
influence on the bottom line because it will open doors for our
sales people, and it will focus the internal efforts designed to
make us look as well as operate as 'one company'," concludes John.
All appearances of the company name, logo,
products and literature will be affected by the identity program.
In order to make certain that the approÂpriate Digital employees
are involved in the design and support the impleÂmentation of
specific graphics standards, various "work groups" have been
formed. Each is chaired by a member of the Company Identity
Committee.
Comments and concerns about the graphics
standards should be referred to one of the following committee
members:
o Pete Zotto and Ed Kamins from the MARCOM
team, responsible for literature, fleet advertising, advertising,
Public Relations, events and exhibits, audio visual standards,
publications/periodicals, direct marketing, and sales
communications;
o Paul Benigni from Product Design, responsible
for fleet identification, product packaging and product
recognition;
o Peter Phillips of Corporate Design,
responsible for the use of the company logo, typography, and
stationery system;
o Pat Cataldo from Educational Services,
responsible for technical documentÂation (hardware and software),
and Educational Services;
o Doug Hammond from RECO, responsible for
facility signs;
o Jerry Witmore from Marketing, responsible for
naming products;
o Marietta Ethier from Law, responsible for
trademarks;
o Anne Kreidler from Personnel, responsible for
employee/ internal communications; and
o Brian Coll from GIA, and David Cooper from
Europe, representing these major geographies.
DECWORLD '87 will be held in Boston, Mass.,
September 8-18.
"We’ve lengthened the event to two weeks to
accommodate more visitors, especially from targeted prospects,"
explains Dallas Kirk, DECWORLD '87 program manager. "We're
planning to increase overall attendance by at least 50% and
executive-level attendance by 100%.
"The primary objective of DECWORLD '87 is to
educate and influence senior executives who make enterprise-level
decisions. We will demonstrate that Digital can help executives
integrate their enterprises in order to gain a competitive edge in
their industries.
"We've designed DECWORLD '87 to support the
total sales cycle -- from analysis of business needs to
applications to corporate-wide computing solutions. Sales people
will be able to select the sessions that provide the most
educational impact for each customer.
Application solutions, products, and
services—from both Digital and ComÂplementary Solution
Organizations—will be presented within an industrial business
problem framework. Over the next few months, representatives from
all groups will be working together to develop the marketing
content for each targeted industry.
To increase local recognition of employees, a
number of changes have been made in Digital's Service Recognition
program, which honors employees for their length of service to the
company. In particular, a framed, personÂalized service
recognition certificate has been added, with the expectation that
the employee's manager will give this certificate to the employee
at a small local celebration on or about the employee's
anniversary date. Such local presentations will not replace the
luncheons and dinners that are held to recognize employees after
every five years of continuous service.
Gift selections have changed, and employees
will soon order their gifts from the vendor, who will mail the
selections directly to employees' homes so they will receive them
on or about their anniversary. Because of this change, employees
who will celebrate a service anniversary this year should make
sure their correct name and current address are on file in
Personnel.
To avoid overlapping the new program with the
old one, employees whose anniversaries fall in January, February
and March of this year will receive their gifts after their
anniversary date. From April on, employees will
Nipon Telephone and Telegraph (NTT) has been
approved as a Corporate Account -- the first Corporate Account
headquartered in Japan, signaling the beginÂning of new expansion
of the Corporate Account program into strategic multi-national
corporations based in the GIA Regions.
NTT is the largest telecommunications carrier
in the world, and has been a Digital customer for over 15 years.
It already has offices in 9 different countries including the
United States, and it has created a new company called NTT
International, which will be seeking opportunities to market
communications systems and services on a worldwide basis.
The company provides a wide variety of
telecommunications services throughÂout Japan including telephone,
telegraph, telex, facsimile, videotex, data communication, and
data processing. With nine laboratories of its own, NTT is heavily
involved in telecommunications research and development. In
particular, it has state-of the-art electronics technology in VLSI
optical fiber cable, digital switching systems and satellite
communications.
Previously government owned, NTT became a
private company on April 1, 1985.
Ray Humphrey, director of Corporate Security,
has been named "Executive of the Year" by Security magazine,
honoring him for his leadership in the security field.
Ray is co-founder and president of the
International Security Management Association (ISMA), which,
according to the magazine, "has become the premier roundtable for
security managers of the nation's largest corporÂations. His
programs... at Digital and previously at Xerox, have been praised
as industry models."
The magazine also cited Ray for emphasizing the
"partnership" between security and other corporate functions. "If
security is viewed as something separate and distinct from the
corporate environment, then security may not be doing an effective
job," Ray says.
Ray joined Digital in 1984. He previously
served as director of industrial defense for the United States,
and had consulted for corporations in 67 countries around the
world.
Henry Crouse, vice president and group
manager, has returned to the U.S. from his assignment as vice
president, Manufacturing--Europe. In a new position, Henry will
develop strategic relationships with organizations outside of
Digital, adding technology and products to the company's
capabilÂities. He will report to Jack Smith, senior vice
president, Engineering, Manufacturing, and Product Marketing.
Henry joined Digital in 1959 as assistant to the president. Since
then, he has held a wide range of manageÂment and purchasing
management positions within the company.
Gary Eichhorn has been named group
manager for the Laboratory Data Products (LDP) and Artificial
Intelligence (Al) Marketing groups, reporting to Peter Smith, vice
president, Product Marketing. Gary joined Digital 12 years ago as
an LDP Sales specialist. He has worked in technical sales, sales
manageÂment, and corporate marketing. Most recently he served as
Marketing Programs manager for Product Marketing.
Jeff Lane has joined Digital as a member
of the technical staff, managing the software effort for the
Workstation Systems Engineering group in Palo Alto, Calif. He
reports to Steve Bourne, manager of the group, and is responsible
for graphics software development. Before joining Digital, Jeff
was manager of Advanced Product Development, Electro-Mechanical
Division, Daisy Systems Corp., and was responsible for the
specification and impleÂmentation of high-performance graphics and
vector processing. Prior to that, he served as chief scientist at
Vulcan Software, and was responsible for the specification and
implementation of an advanced solid modeling system.
Jeff also served as senior engineer for the
Boeing Co., where as project leader, he was responsible for
developing graphics and solid modeling algorithms. While at
Boeing, he developed a generalized modeling procedure for the
interactive design of surfaces and solids. These techniques were
subsequently used by Boeing, the University of Utah, Evans &
Sutherland, and Structural Dynamics Research Corp, for various
graphics projects. His article, "Scanline Methods for Displaying
Parametrically Defined Surfaces" (1980), is now recognized as the
definitive model for scanline surface display techniques.
Steve Wentzell has been named Human
Resource manager for Channels Marketing, reporting to Dick Walsh,
Personnel manager, Field Operations, and Jack MacKeen, vice
president, Channels Marketing. Steve joined Digital in 1973 as the
Compensation and Benefits manager for Manufacturing. He has served
as group Personnel manager for the Corporate Materials, Corporate
Distribution and Corporate Purchasing, and also as Personnel
manager for Large Scale Integration (LSI) and the Hudson, Mass.,
site. Most recently he was a consultant in the Organization
Consulting Group.
With the help of 2000 U.S. Digital employees
and their managers, the Job Evaluation/Classification (JEC)
Project recently completed a major part of its evaluation phase.
Chartered by the U.S. Compensation/Benefits
Committee (USCBC) and the Personnel Management Committee (PMC),
JEC's objective is to ensure that Digital maintains a consistent,
credible and responsive method of evaluating jobs based on content
and responsibilities.
Through internal and market comparisons of
jobs, JEC will create a system of evaluating Wage Class 4 jobs in
the U.S. The project will provide a job framework that will make
it easier for managers to appropriately classify and compensate
employees. Also, by helping employees and managers understand the
similarities of work content among organizations, JEC will
facilitate the movement of employees across Digital functions.
The first phase of JEC began this past fall
when 2000 employees from 300 "benchmark" jobs completed a
preliminary job evaluation questionnaire. With the assistance of
Personnel organizations, these employees were selected because
their jobs typified the work for a particular job code and they
had been in the position for at least one year, which ensures job
familiarity. These benchmark jobs represented a cross section of
Digital positions that can be matched with similar jobs
externally. With the support of their managers, employees provided
detailed information about their jobs.
According to JEC Project Leader, Rick Carwile,
"We are extremely pleased by the quality participation from
employees and managers. We received more than a 90% return rate on
the questionnaires; and our employees did an excellent job in
providing us with a thorough picture of their job functions. The •
questionnaires were lengthy, but necessary to ensure that we
captured all the required details."
Compiled and processed by Personnel, the data
was distributed to teams of senior line managers, representing all
Digital functions. Participating in 19 evaluation committees,
these managers compared jobs within the same job family for each
of their functions. They based their comparisons on the following
five job-related factors: participation in decision-making, effect
on financial results, management or influence of people,
problem-solving complexity, and qualifications required.
"The process of evaluating the jobs was
extensive," notes Ilene Jacobs, vice president/treasurer and
chairperson of the Finance Evaluation Committee. "Prior to our
two-day meeting we reviewed the questionnaires at length. We then
spent considerable time together discussing the jobs to make sure
that all committee members understood every job. JEC is a complex
and time consuming project, but we can already see that it is a
necessary undertaking for Digital. Most importantly, it has
required the commitment of all line organizations. It simply
couldn't be done any other way."
"The JEC project has given us a unique
opportunity to closely examine current job functions as well as
significant work differences and similarÂities," adds Bill Ferry,
U.S. Software Services manager and chairperson of the SWS
Evaluation Committee. "We are very pleased with the results so
far.
The process was thorough and well documented,
and we look forward to the next step of the project -- integrating
our data with that from other Digital organizations."
During the rest of Q3, the 19 evaluation
committees will merge their results to build consistent
job-related standards across the U.S. The process will include a
series of meetings between chairpersons and their committees to
reach a consensus across all functions. This work will lead to the
estabÂlishment of job hierarchies and salary ranges, and a new way
of evaluating work and classifying individuals into jobs.
Then the implementation process begins. First,
based on this evaluation methodology, a new multiple-choice,
job-profile questionnaire will be administered to a large number
of the remaining U.S. Wage Class 4 employees in QI of FY88. In
late spring/early summer, Personnel and managers will be trained
to administer the survey. Personnel will provide their functional
organizations with technical support, guidelines and tools for
communicating with employees.
"Managers will remain the key source of
information for their employees. We urge them to keep their people
well informed before and during implementaÂtion of the survey,"
states John Sims, vice president, Personnel and AdminÂistration.
"We are reviewing job titles, job codes, job families and salary
structures. At this point we do not know all the final results of
the project; however, we want to set expectations today that there
will be some changes in these areas. By staying informed about
JEC's purpose and process, we expect that U.S. employees and
managers will find it easier to understand and assimilate changes
as they occur."
John continues, "Since managers and supervisors
will be responsible for administering the program on an ongoing
basis, they are extensively involved in the development process.
They will also be furnished with newly created tools to assure
correct classification of employees into appropriate jobs. With
management's participation, we can be sure that Digital's pay
program continues to be competitive and equitable."