A method was used to evaluate occupations without market data. Job evaluation. Professional organisations have been created to assist employees manage their careers and to better match their compensation with their jobs. The establishment of professional groups gave employees greater flexibility to be rewarded for their current and future performance. Your career has advanced. This new compensation plan has been supplemented by a revised performance management system. The method uses performance targets and indicators closer to the goals and objectives of the company. Manager training was required to ensure the efficiency of the new performance management system. Managers had to effectively use this new system and provide employees the important role of performance and its connection to compensation. This training was conducted. When the new compensation system was implemented, a big communication was needed. The new compensation structure has been detailed for each supervisor in a newsletter. Managers and employees were then urged to hold departmental meetings and to maintain a fresh attitude. A plethora of written materials and videos were created to emphasise the critical importance of the new compensation system. C Penney's organisational performance was high and poor. During the past decade the business has striven hard to compete in a continuously changing retail industry with competitors like as Target, Wal-Mart and the Gap. As a result, C Penney's marketing procedures for customers and retail professionals were generally deemed inadequate. The C Penney pay system was also criticised as antiquated and patriarchal, since of focus on rewarding employees mainly for their service life. Moreover, most promotions were domestic and led to a more stagnant organisation. In the traditional compensation system, numerous pay ratings were performed and job evaluations were carried out. Its approach of performance assessment prioritises employee longevity and effort over performance. The management of C Penney decided that the business needed to be more dynamic and flexible in order to stay competitive. The amendments suggested included the need for a new wage structure. Based on the data for pay surveys that fit work tasks closely, the newly developed and executed compensation system focuses on market value. The most important change was the formation of professional organisations. These professional groups ranked the jobs according to surveys and tasks, which resulted in fewer ranks. These job categories represent a broadband technology, based on market pricing data for benchmarking professionals. One final component of the communication was the development of a letter telling each staff about its work group and market pay range. The shift from nney to a more efficient compensation structure must be linked to market prices.