Description
As a newly hired compensation specialist, your first challenge is to design an internally consistent and externally competitive compensation system for CapraTek.
Your manager gives you the following advice: “First, focus on consistency for your system, which will include job analysis and job evaluation. Second, review how to create a competitive package that includes surveying the market.” (You will construct an action plan with recommendations, but you do not actually conduct a survey). “Finally, consider how to design a pay structure and evaluate various approaches, focusing on an overarching strategic approach.”
CapraTek
CapraTek is a virtual technology company. The assessment is based on the CapraTek scenarios.hoose one specific job structure on which to conduct your analysis (administrative, research and development [R & D], sales, marketing, production).
Using CapraTek’s division structure, as well as online research, analyze and create an overview of an internally consistent and externally competitive compensation system for CapraTek. The specific pay structure and benefit structure will be further developed in the next assessments.
The deliverable for this assessment is a 4–5 page proposal of an internally consistent and externally competitive compensation system for CapraTek.
Structure your proposal with the following headings:
Job Analysis and Job Evaluation
Conduct a job analysis and job evaluation for CapraTek to ensure internal consistency.
Analyze jobs and job classifications to understand how they work together and evaluate the impact of job classification systems on compensation.
Strategic Analysis
Conduct a strategic analysis, including internal and external considerations.
Market Compensation Survey Action Plan
Construct an action plan with recommendations for a market compensation survey. (You do not need to conduct a survey.)
Conclusion
Develop an overview of an internally consistent and externally competitive compensation system for CapraTek.
Validate your strategy as to why it is or is not an internally consistent and externally competitive compensation system.
Unformatted Attachment Preview
Introduction
Progress on the new manufacturing facility in Mahomet, Illinois is moving
briskly and the role of human resources is significant. The executive
leadership team is aware that decisions made about staffing and
compensation at the front end have the opportunity to be more strategic than
reactionary. Your overall responsibility is to create a comprehensive
compensation and reward plan for one of the job families found at the
Mahomet plant. In this activity, you will gather information about the key
tactical and strategic issues that should inform a well-designed total
compensation plan.
After completing the activity, you should:
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Be able to identify key issues that will affect a strategic compensation
plan.
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Gather and analyze the basic organizational information necessary to
make decisions and recommendations about a strategic compensation
plan.
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Email and
Documents
Email
Subject: Key Issues and Initial Analysis
From: Evelyn Unger, Senior HR Generalist
Thanks again for volunteering to be part of this project – things are
moving fast and there is a fair bit of information gathering to be done
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before we can even start talking about what kind of a compensation
approach to recommend.
I’d like you talk to some of our internal stakeholders to get a sense of
the key issues we need be aware of. I’ll see who is available to talk with
you this week, but in the meantime, I can put some information on your
network folder so you can get up to speed on the project. You need to
understand the key strategic and tactical issues and how they might
differ from previous staffing decisions we’ve made here at CapraTek.
Thanks again for being part of the team. I’m looking forward to hearing
your ideas.
Evelyn
CapraTek Intranet
Our Vision
CapraTek will provide excellence in everything we do as we define and deliver
technology solutions for tomorrow’s problems.
Our Mission
To measurably contribute to the goals of our customers – both direct
consumers and resellers – by providing extraordinary products at a fair and
competitive price. CapraTek will focus on enhancing the success of its
partners, employees, and investors by enacting the values of teamwork,
respect, accountability, integrity, and innovation.
•
For business customers, we will create value through efficiency,
reliability, and flexibility both in our products and our customer service.
•
For resellers, we will offer unique products that create sales and profit
opportunities, including valuable vendor relationships, sales programs,
access to credit, and training and development.
Our Values
These are the values that should shape every decision made at CapraTek
from the board room to the assembly line.
•
Teamwork: We work together as a unified team to meet our goals.
•
Respect: We strive to bring the highest degree of dignity, equality and
trust to every interaction with our co-workers, our customers, our
shareowners, our manufacturers and our community.
•
Accountability: We take responsibility for our actions, decisions, and
products. We accept our individual, team, and corporate responsibilities
and we meet our commitments.
•
Integrity: We employ the highest ethical standards, demonstrating
honesty and fair-mindedness in all our interactions.
•
Innovation: We consider innovation crucial to our mission and to our
ability to continually live our values. We welcome change and the many
opportunities that change brings.
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Recent News &
Announcements
•
Company Announcement: Alfred!
Limited Only by the Imagination
•
Over the past several months, we’ve achieved tremendous progress
with our smart-home project, including acquisition of the Mahomet
facility, which will be headquarters for manufacture, delivery and support
for the Alfred! system and all associated components. This expansion
will support a 5-year growth plan for our wireless capabilities and will
build on industry-leading delivery and service capabilities.
•
CapraTek is well positioned to enter this new market, particularly in
terms of creating systems that simplify integration by the average
consumer. Our goal is to provide the means for our customers to control
whatever aspect of their environment they want, from home
entertainment systems to specific lighting needs to security, energy use,
and more. The only limitations will be their imaginations… or ours.
•
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Press Release: CapraTek Expands
Manufacturing Operations Into
Illinois
URBANA, IL (January, 2020) — CapraTek today announced it will
expand capabilities for its manufacturing operations with the addition of
a 500,000-square-foot building in Mahomet, Illinois, located in the Lake
of the Woods Industrial Park. The expansion will be accomplished in
phases over the next two years and will include a capital investment of
up to $40 million and the addition of up to 300 new, highly skilled jobs.
The expansion comes on the heels of the company’s recent $70 million
investment to upgrade existing plants in South Carolina and New
Mexico.
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CapraTek is recognized globally for its tower and server systems, highend workstations, storage server systems, motherboards, chassis, and
server components. CapraTek offers its products through value-added
resellers, system integrators, and original equipment manufacturers, as
well as through its direct sales force.
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“Our continued investments in innovation, combined with expanding
wireless technology have fueled the need for more manufacturing space
to meet the increasing demand for our products and services,” said Fred
Barton, CEO of CapraTek. “We are delighted to expand our operations
here in Illinois, which offers a quality workforce, particularly due to the
proximity to Research Park and the University.”
Products
ParaCore+
Manufactured: Spartanburg, SC
CapraTek’s ParaCore+ server family is designed for the most demanding
workloads, such as email, database and virtual environments. With a
sophisticated blend of density, performance, and scalability, ParaCore+
servers deliver cutting edge memory density and performance while
consistently supplying the power to support enterprise level solutions.
The ParaCore+ server line allows data centers to achieve and deliver more
than was ever thought possible. With a memory capacity that set the industry
standard, 24 DIMM capacity, and up to 36 cores, along with scalable I/O
capabilities, the ParaCore+ is the system of choice for meeting the ever
increasing data processing needs of the business community. Powered by
Intel® Xeon® E5-2600 or E5-2600 v2 processors, the ParaCore+ provides the
performance our customers demand while still allowing the flexibility to
address today’s application needs.
CapraTek’s ParaCore+ technology addresses failsafe issues so that our
clients can be confident that their critical virtual environments will be
supported. For customers who are running high-performance computing
(HPC) application clusters, the ParaCore+ delivers superior computational
density and robust processing capability in a sleek half-height form factor.
SwitchBack
Manufactured: Spartanburg, SC
CapraTek’s SwitchBack server solutions are the workhorse of our product line
and for good reason. The SwitchBack offers small to medium businesses the
reliability and flexibility they need to compete with larger enterprise based
companies. With its certified 95% power efficiency, the SwitchBack server
solution offers the best Total Cost of Ownership in Performance-per-Watt/perDollar. The SwitchBack TQF line is the latest addition to CapraTek’s evolving
line of server solutions. The SwitchBack improves cost-effectiveness and
reliability, while the flexibility of its modular design makes it an ideal choice
customers who demand ease of maintenance and configuration.
The SwitchBack is available in a variety of hot-plug system node
configurations, as well as a wide range of memory capacities, hard disk
drives, power supplies, front or rear I/O, PCI and networking options and
more. Its shared cooling architecture, which allows the system to operate in
high-temperature, free-air cooled environments, is a key factor in delivering
substantial cost savings and improved TCO. SwitchBack’s versatility makes it
a winning choice for a wide range of user environments including:
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Data Center
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Cloud Computing
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Research
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File and Storage Server
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General Server
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Enterprise Server
Human Resource Services
One of the main goals of the Human Resources team at CapraTek is to
provide resources that allow employees to focus on and maximize their work
and personal lives. This Service Center provides access to policies, training
and development resources, and select Human Resources programs.
Policies
Whether you have just joined our staff or have been at CapraTek for some
time, we hope that you will find it a place that encourages you to be your best
possible self. We consider CapraTek’s employees to be its most valuable
resources. Our employee handbook has been written to serve as the guide for
the employer/employee relationship.
Training & Development
Your career development is unique to you, and can include:
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Developing new skills
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Becoming more proficient at your current role
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Taking on stretch assignments
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Moving laterally across the organization
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Advancing within your current department
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Shifting to a role outside of your department
Ultimately, your career development is your responsibility. CapraTek
leadership, your supervisors and managers, and human resources
professionals collaborate to support and guide career development activities.
Career development is more likely to happen when there is an overlap
between the needs of the organization and your skills, experiences, interests
and education within the context of industry and economic forces.
Benefits & Compensation
This page is being updated to reflect changes to our benefits and
compensation packages.
Employee Handbook
Policies
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Accommodating Disabilities
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Attendance Guidelines
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CapraTek Communication Policy
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Code of Business Conduct
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Disability Policy for Staff
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Dress Code
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Drug and Alcohol Policy
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FMLA
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Holidays and Holiday Pay
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Identification Badge Policy
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Information Security Policy
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Paid Time Off (PTO)
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Sexual and Other Unlawful Harassment
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Social Media Policy
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Sunnyvale, CA
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Capratek HQ
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CapraTek’s headquarters is located in the heart of Silicon Valley in
Sunnyvale, California. Within the Sunnyvale facility, approximately
6,000 sq. ft. is dedicated laboratory and controlled environmental areas
for research, prototyping, and limited production. This includes areas
designated for incoming component testing and qualification, in-process
production, final product assembly including packaging and labeling,
and testing. The customer service and quality assurance functions are
also located in our headquarters.
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Spartanburg, SC
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Manufacturing Plant
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Download Spartanburg Org Chart
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The company’s first manufacturing facility Spartanburg, South Carolina
now focuses on producing the Switchback and ParaCore+ products.
Employing approximately 300 employees, the Spartanburg plant is ISO
9001 and ISO 13485 certified, as well as being ITAR and FDA
compliant.
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Gilbert, NM
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Manufacturing, Delivery and Support
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The Gilbert plant is responsible for manufacture, delivery, and support
for our Concerta and Interlude server line. The 72,000 square foot
facility houses a state-of-the-art electronics manufacturing operation
and employs over 350 highly skilled workers. The Gilbert plant is ISO
9001, ISO 13485, and ISO 14001 certified as well as being ITAR and
FDA compliant.
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Mahomet, IL
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Manufacturing, Delivery and Support
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CapraTek’s plant in Mahomet is a 500,000-square-foot facility located in
the Lake of the Woods Industrial Park. The facility will be the center of
operations for manufacture, delivery and support for the Alfred! smart
home technology system. When the facility is operational, we anticipate
up to 300 employees will work there.
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MAHOMET, ILLINOIS
FACT SHEET
Timezone: Central Standard Time
Postal Code: 61853
Area Code: 217
Mahomet Median Age: 37.5 years
Illinois Median Age: 38 years
US Median Age: 38.1 years
Mahomet Median Household Income: $97,621
Illinois Median Household Income: $62,992
Mahomet Average Male Salary: $71,579
Mahomet Average Female Salary: $52,403
Mahomet
Illinois
Population in 2018:
8,628
12,741,080
Population in 2017:
8,506
12,786,196
Population in 2016:
8,294
12,826,895
Highest Paid Occupations:
Computer & Math
Physicians & Su
Most Common Occupations:
Health Care
Food Svc.
Mean Travel Time to Work (minutes):
21.7
28.1
Average Range Property Tax:
$3K+
$3K+
Median Value of Owner-Occupied Homes:
$220,900
$195,300
Households:
2.94K
4.81M
Median Household Income:
$97,621
$62,992
Poverty Rate:
4.87%
13.5%
Interviews
Mark Cranston
Plant Manager, Mahomet Facility
Tell me some of the concerns you have regarding staffing the new
facility in Mahomet.
Well, there are two things. One is attracting the best people right from the
start. The prototype has been produced on a small scale by a contract
manufacturing facility, but one of the top priorities for the Mahomet plant is the
need to get full production up as efficiently as possible. I don’t want a lot of
churn or turnover when it comes to getting people in place, trained, and ready
to work.
The second, though, is finding ways to implement some best practices at the
beginning. We all know that there are not enough skilled workers in
manufacturing and I am sick of watching the people we train get picked up by
other companies. We need to figure out what will make the production teams
engaged and happy … and less likely to jump ship.
How will staffing at the new plant be different from staffing at
Spartanburg?
The biggest difference is that I expect a much younger workforce overall. At
the Spartanburg plant, we have a broad mix of ages, but it’s pretty much a bell
curve, with most people – line workers, supervisors, and managers coming
young Boomers or old Gen X ers. Based on what I’ve seen so far, I expect
that at Mahomet we’ll see a mix of Millenials and gen X and very few
boomers. I want to make sure we know what these employees are looking for
in a work environment.
In an ideal world, how would people be rewarded?
Some kind of a pay-for-performance model, but that’s not really my bailiwick.
I’m assuming that whatever HR recommends will have been well thought out.
One thing, not necessarily a compensation issue, is that I want us to offer
employees the opportunity to make their jobs better by giving them an
opportunity to participate in finding solutions. I think if we look at quality of life
issues from the perspective of improving work processes, we’ll have
employees who are engaged and we’ll improve the bottom line at the same
time.
Ashlei Smith
Director of Compensation and Benefits
What are the most important things to keep in mind in designing a
compensation strategy for this division?
I’d say that your team needs to remember that there are a number of things to
think about. You need to think about equity – not just at Mahomet, but for
CapraTek as a whole. You need to consider how the plan will motivate
employees and assist in recruiting the kind of talent the organization needs. At
the same time, you are looking at a big picture, long-term strategy. A total
rewards plan looks at career needs and work-life balance. So you have to be
careful not to get lost in the weeds … it isn’t just about recruiting or just about
retirement or just about career development.
What pitfalls do we need to keep in mind as we start gathering
information
It’s important to remember that Rome wasn’t built in a day. This plant and the
wireless division are new and exciting, but we have to remember that they are
still part of the overall company. We can’t change everything; we can’t offer
every benefit that every employee could want. The plan your team
recommends needs to align to company priorities and the overall strategic
plan. It needs to take the current financial climate into account but you don’t
want to be overly cautious, either. Gather as much information as you can, get
the data to support the recommendations you are making, and then make
your best case for what you think will best position us for success – by
attracting and retaining the people we need to succeed.
Which stakeholders are you particularly concerned about as we begin
this process?
The short answer there would be employees themselves, our own leadership,
and government entities. I’d say a major concern is factoring in potential
changes to our legal requirements. Obamacare is the obvious regulatory
change we need to understand, but also, for instance, how would an increase
to the minimum wage at either the state or federal level affect our
compensation strategy. It’s a complex issue … which is why while a third of
the surveyed leadership wants their rewards package to be a differentiator for
their company, only 10% believe theirs is.
Alex Lopez
Senior Director of Marketing
Can you give me the elevator version of CapraTek’s corporate strategy?
Well, I’d do better speaking to our marketing strategy, which is to enter the
wireless Smart Home market as a leader and an innovator. We intend to
leverage the reputation we’ve built in the server industry as we move into the
future of home electronics. We believe that technology ought to serve not only
the needs people know they have, but also the needs they haven’t yet
considered … and we’re prepared to make that technology available in an
easy to understand and easy to afford package.
How does that fit with CapraTek’s broader corporate strategy?
CapraTek is focused on diversification into the Smart Home wireless market.
Modular components that all work with one central controller – the Alfred!
module. But our move into wireless technology is broader than one product
line … it is, in many ways, going to define this company. Within the next five
years, over half our profits should be from our wireless product lines.
What are the main obstacles you’re facing in implementing that
strategy?
If I had to pick just one, it would be resistance to change. There’s a lot of
entrenchment – pretty close to the top – and getting everyone on board isn’t
easy. One of my biggest concerns is that some of the C-level executives are
unwilling to let go of the past.
The other issue … and it’s not insignificant …is the quality problems we’ve
been having with the server product lines. Quality has been declining over the
last year and that’s starting to show up in customer feedback. I’m very
concerned that our Quality Management team doesn’t understand the ripple
effect these things have and how much we need to leverage quality as the
cornerstone of our brand.
Peter Kennedy
Director of New Product Development
Can you explain the shift in strategy for the Alfred division?
No, because there isn’t a shift in our corporate strategy or our compensation
strategy. Think about our vision statement – “CapraTek will provide excellence
in everything we do as we define and deliver technology solutions for
tomorrow’s problems.” What we need is for the HR strategy – and this is
Kathleen’s department, obviously – to support that vision statement. What will
represent a shift will be the tactical decisions we make in order to achieve
those strategies.
What issues – particular jobs, types of individual we want to recruit, and
so forth – will require a more creative approach to the compensation
system?
There are two areas that come to mind-the fact that we will be drawing heavily
on gen Y … millennials means that we need to know what makes these
workers tick – how do we attract them, particularly at a time when
manufacturers are struggling to fill key positions.
The other thing is that we need to remember that what works in our existing
plants or at corporate, may not work for this plant. Illinois is different than
South Carolina or Arizona. Those plants aren’t located in a college town with
an award-winning research incubator. We’ll have access to the kind of talent
we want, but we need to know how to get them and definitely how to keep
them. I do not want CapraTek to be seen as a springboard to working for
someone else.
Are there any elements of the compensation systems we currently have
in place that you think should or should not be reflected in the plan that
is created for the Alfred division?
I’d like to know that we’ve looked closely at pay differences. There’s a lot of
attention on this area because of that Ledbetter legislation … the Fair Pay Act.
The pay grades you put in place will help to keep us right with the legislation,
but when you’re creating those grades make sure we also build room to
compensate people for bringing particular assets to the team… unique skills,
differences in education or certifications. The main thing is that we don’t
create situations that can grow into roadblocks for employees in a given group
… particularly protected groups.
Stewart Ely
VP of Manufacturing
What are your expectations for the total rewards system that will be put
in place for the Alfred division?
From a business perspective, I expect the compensation package to support
our business goals. There is going to be a lot of attention on the Alfred
division – attention from industry analysts, from the investment community,
from our own leadership and from the rest of the company. Employees who
have helped build CapraTek to where it is today don’t want to feel like
yesterday’s news. So – the compensation package needs to help us bring the
best people on board, but at the same time, we can’t afford for morale on the
server side of the organization to go down. We already have some problems
in terms of quality and engagement … I admit that I worry that the Alfred
division could exacerbate those problems and nothing causes dissent faster
than feelings of inequity in compensation
What is your impression of the compensation strategy already in place
in CapraTek?
It’s my understanding that we’re competitive with the rest of the industry. I
mean, no-one should expect us to be able to compete with Google or Apple or
Microsoft, but I think we’re comparable to other companies of our size. Of
course, we have an inherent disparity in that we’ve kept manufacturing in the
US. A lot of our competitors do their manufacturing overseas. So… in that
regard, while we may not pay the highest salaries, we’ve kept the work here.
That should count for something.
Are there any issues in the manufacturing and production divisions of
CapraTek that you think the right total compensation plan could help the
Alfred division avoid?
Absolutely … the issues we’re seeing are around engagement and quality.
Those are areas we’ve been struggling with in the server divisions and if there
are compensation tactics that can address those problems, we should be
considering them for the company as a whole. So, maybe what we do for
Alfred could be a pilot for the rest of the company.
Darren Stokes
Senior Staff Engineer
Do you expect the R&D function in the Alfred division to require a
different approach to compensation than R&D in the rest of the
company?
Yes and no. The technology and science is different, so recruiting will be
different. We will be looking at a younger talent pool and the things that
motivate them will be different than what motivated the team we’ve built in
California, which is a good 15 years older than the team I anticipate building in
Illinois. Ultimately, though, the team will be functionally very similar…
associate engineers or researchers, researchers, perhaps some role for
internships. Pretty much the same as what we have in California, but with a
different set of knowledge and expertise.
What one thing should we understand about the R&D job structure in
order to create an attractive compensation system?
One thing I hope we can do in Illinois that we haven’t done in California, but
should, is to look at career progression in a more meaningful manner. The
structure we currently have in place assumes that becoming a manager is the
ultimate goal for professionals. In the accounting department, that may be
true, but the characteristics that make someone exceptional in the sciences or
engineering may not make that person a good manager. This means that for
many people, they either allow themselves to be promoted into jobs they are
not well suited for, or they find themselves at a career dead-end. A dual-track
approach that allows a person to either pursue a management track or an
individual contributor track would be extremely meaningful for people in this
area. That the top of the individual contributor career ladder be equivalent to
the manager position would mean that people would have a much more
attractive choice than to either leave or accept stagnation.
In what way could the compensation system for Research and
Development support Alfred’s business needs?
Well, I don’t know if this falls under compensation or not, but the culture
around innovation can make a significant difference to their success. Some of
that comes from leadership – think Apple and Steve Jobs. Some of that comes
from the corporate culture – think Chipotle, Zappos, or Buffer. I think the Alfred
culture – and this isn’t going to just be reflected in the R&D team – has the
potential to be an important part of what we’re offering. People should want to
be a part of what we’re doing… not only because there is money in it for them,
or security, but because what we’re doing is meaningful and cool and they
want to be part of it from the early days. That is something that will motivate
the people we’re looking for in R&D, but I suspect that’s going to be true for
the entire operation.
Email
Subject: Touching Base
From: Evelyn Unger, Senior HR Generalist
I just wanted to touch base to hear what your impressions are on this project. I know
you’ve only just started working on this, but at a high level, what would you say are
the key things you learned today? I’m in meetings for most of the rest of the day, so
just drop me a brief email pulling your thoughts and impressions together. Thanks!
Evelyn
Your Email Response:
Based on the information that I gathered from the interview. We do have some challenges. They
all provided different views and ideas on a total rewards program that will attract the right
candidate for the positions in the R&D Department. Each one of their inputs gives me insight
into developing a rewards program that will be beneficial to the company and future candidates.
Email
Subject: Re: Mahomet Compensation Plan
From: Evelyn Unger, Senior HR Generalist
Thanks for getting back to me so quickly! I’m probably going to want your help
putting together an executive summary of the key issues that will need to be addressed
in the compensation plan. We need to call out the various practical and contextual
issues that we know about at this point, identify key stakeholders… basically, what
we need to be thinking about as we move forward. Anyhow, I’ll get back to you on
that.
Thanks for all the time you’ve put into helping us move forward with this.
Introduction
Having met with some key stakeholders, you should now have a sense of some of the
strategic and tactical decisions that need to be considered as well as the various
contextual influences at play. As you continue gathering information about the
Mahomet plant and the work they will be doing there, you will also need to look
outside CapraTek to ensure the compensation system you help develop will be
externally competitive as well as internally consistent.
After completing the activity, you should:
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Selected a job structure to evaluate in terms of internal and external consistency.
•
Met with the appropriate HR representative to acquire more information about the job
structure.
Email and Documents
Email
Subject: Job Structures and Compensation
From: Evelyn Unger, Senior HR Generalist
Thanks again for the fast turnaround on that executive summary. Your insights were
very helpful. What I’d like you to do next is review the five job structures we’ve
identified in trying to classify the jobs that will be needed at the Mahomet plant. I’d
like you to choose one of these job structures to focus on and ultimately analyze for
internal consistency and external competitiveness. You’ll be able to talk to the HR
analyst who worked on these structures when you’ve made your choice.
Evelyn
CapraTek Intranet
Our Vision
CapraTek will provide excellence in everything we do as we define and deliver
technology solutions for tomorrow’s problems.
Our Mission
To measurably contribute to the goals of our customers – both direct consumers and
resellers – by providing extraordinary products at a fair and competitive price.
CapraTek will focus on enhancing the success of its partners, employees, and
investors by enacting the values of teamwork, respect, accountability, integrity, and
innovation.
•
For business customers, we will create value through efficiency, reliability, and
flexibility both in our products and our customer service.
•
For resellers, we will offer unique products that create sales and profit opportunities,
including valuable vendor relationships, sales programs, access to credit, and training and
development.
Our Values
These are the values that should shape every decision made at CapraTek from the
board room to the assembly line.
•
Teamwork: We work together as a unified team to meet our goals.
•
Respect: We strive to bring the highest degree of dignity, equality and trust to every
interaction with our co-workers, our customers, our shareowners, our manufacturers and
our community.
•
Accountability: We take responsibility for our actions, decisions, and products. We
accept our individual, team, and corporate responsibilities and we meet our commitments.
•
Integrity: We employ the highest ethical standards, demonstrating honesty and fairmindedness in all our interactions.
•
Innovation: We consider innovation crucial to our mission and to our ability to
continually live our values. We welcome change and the many opportunities that change
brings.
Recent News &
Announcements
Company Announcement: Alfred! Limited
Only by the Imagination
Over the past several months, we’ve achieved tremendous progress with our smarthome project, including acquisition of the Mahomet facility, which will be
headquarters for manufacture, delivery and support for the Alfred! system and all
associated components. This expansion will support a 5-year growth plan for our
wireless capabilities and will build on industry-leading delivery and service
capabilities.
CapraTek is well positioned to enter this new market, particularly in terms of creating
systems that simplify integration by the average consumer. Our goal is to provide the
means for our customers to control whatever aspect of their environment they want,
from home entertainment systems to specific lighting needs to security, energy use,
and more. The only limitations will be their imaginations… or ours.
Press Release: CapraTek Expands
Manufacturing Operations Into Illinois
URBANA, IL (January, 2020) — CapraTek today announced it will expand
capabilities for its manufacturing operations with the addition of a 500,000-squarefoot building in Mahomet, Illinois, located in the Lake of the Woods Industrial Park.
The expansion will be accomplished in phases over the next two years and will
include a capital investment of up to $40 million and the addition of up to 300 new,
highly skilled jobs. The expansion comes on the heels of the company’s recent $70
million investment to upgrade existing plants in South Carolina and New Mexico.
CapraTek is recognized globally for its tower and server systems, high-end
workstations, storage server systems, motherboards, chassis, and server components.
CapraTek offers its products through value-added resellers, system integrators, and
original equipment manufacturers, as well as through its direct sales force.
“Our continued investments in innovation, combined with expanding wireless
technology have fueled the need for more manufacturing space to meet the increasing
demand for our products and services,” said Fred Barton, CEO of CapraTek. “We are
delighted to expand our operations here in Illinois, which offers a quality workforce,
particularly due to the proximity to Research Park and the University.”
Products
ParaCore+
Manufactured: Spartanburg, SC
CapraTek’s ParaCore+ server family is designed for the most demanding workloads,
such as email, database and virtual environments. With a sophisticated blend of
density, performance, and scalability, ParaCore+ servers deliver cutting edge memory
density and performance whil
