NCA

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NCAT HUMAN RESOURCES DEPARTMENT

• OVERVIEW OF
• CAREER BANDING INITATIVE
• FEBRUARY 23, 2005

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CAREER-BANDING IN NORTH CAROLINA STATE
GOVERNMENT
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Career Banding Salary Administration Policy for NC

• It is the policy of the State to compensate its
  employees at a level that promotes successful
  work behavior, emphasizes demonstrated
  competencies that are linked to organizational
  goals, reinforces high standards of performance,
  and maintains the labor market competitiveness
  necessary to recruit, retain and develop a
  competent and diverse work force.

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Career-Banding Salary Administration Policy

• Agency/University Plan
• Pay Factors
• Dispute Resolution Process
• Employee Advisory Committee
• OSP
• Develop Model Plan
• Monitoring Criteria
• Report to SPC

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COMPARATIVE ANALYSIS (Bottom Line)

• Person Based Pay (Competency Based)

• Job Based Pay

• Pay to Max SG

• Market Data Driven

• 5 Per Yr Exp

• More Flexibility in Salary Assessment (Pay
  Factors)

• Promotes Career Development - Set by EE Mgr

• Impedes Career
• Employee Development

• Mgr/Supv HR Accountable For Pay

• Employee Expectation to Reach Max SG Pay

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North Carolinas Career-banding Compensation
System

• Eliminate 5 per year for experience
• Assesses employees competency relative to the
  jobs market rate to determine pay
• Give managers decision-making flexibility
  holds them accountable for pay decisions and
  spending

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North Carolinas Career-banding Compensation
System

• Using Market Data to set
• Banded Class Pay Range
• Journey Market Rate
• Statewide Average Market Range
• Market Reference Rate

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North Carolinas Career-banding Compensation
System

• Pay Factors
• Organizational Business Need (Budget)
• Journey Market Rate (Market Reference Rate)
• Knowledge, Skills and Competencies
• Market dynamics
• Work experience and education
• Training and certification
• Internal pay alignment
• Duties and responsibilities
• Current salary and total compensation
• Minimum qualifications for the banded class

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Job Family Band Structure (Ten Families)

• Administrative and Managerial
• Information Technology
• Law Enforcement and Public Safety
• Information and Education
• Human Services
• Medical and Health

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Job Family Band Structure (Ten Families)

• Institutional Services
• Operations and Skilled Trades
• Engineering and Architecture
• Natural Resources Scientific

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Competencies

• Competencies are a set of behaviors which
  encompass skills, knowledge and attributes
• The attainment of competencies increases the
  level of contribution or work of an employee
• An increase in competencies can be used as a
  basis for an increase in pay
• Person-based pay rather than job-based pay

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North Carolinas Career-banding Compensation
System
Contributing Competencies knowledge, skills
and successful work behaviors, minimally
necessary to perform a job from entry up to
journey Journey Competencies fully applied
body of knowledge, skills, and successful work
behavior required Advanced Competencies the
highest or broadest scope of knowledge, skills,
and work behavior required in the banded class
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Job Family Pay Band
Definition A broadbanded pay structure
developed for a job family that includes journey
market rates, statewide average market ranges and
pay range guidelines for all classes in the job
family.
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Operations and Systems Technician

Statewide Average Market Range
Contributing Rate
Advanced Rate
Journey Market Rate
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
Max
Computer Operator Mkt. Avg.
Min.
Operations and Systems Technician Pay Range
Information Technology Job Family Pay Band
23,500
110,860
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Office of State Personnel Role
In partnership with agencies and universities...

• Lead and manage the Career-banding process
• Establish job family structure and banded pay
  classes
• Establish salary guidelines
• Provide labor market information
• Provide training and consultation
• Communicate and Market the system
• Monitor and Evaluate the system

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NCAT Human Resource Role

• Orient employees
• Implement Career-banding (Competencies)
• Evaluate the need for Market Reference Rates
• Train and consult with managers on compensation
  issues
• Monitor the management of pay

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Managements Role

• Use the Pay Factors in determining and managing
  employees pay
• Make pay decisions based on business needs of the
  organization
• Document pay decisions
• Advise employees on career development

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Employees Role

• Take responsibility for career self-management
• Develop competencies and skills that are valued
  by the organization
• Contribute to the accomplishment of the
  organizations mission through continued
  demonstration of competencies and skills

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North Carolinas Career-banding Compensation
System

• PAY PHILOSOPHY
• Competitive Pay will reinforce high standards and
  positively impact the states ability to
• Recruit, retain and develop a qualified,
  motivated and diverse workforce
• Promote proven successful work behaviors
• Emphasize competencies and demonstrated
  proficiency on the job
• Link job competencies to organizations goals

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North Carolinas Career-banding Compensation
System

• PAY PHILOSOPHY Key Principles
• Salaries should be within the market guidelines
  for employees who regularly exhibit successful
  work behaviors at the journey level
• Salaries should exceed the market guidelines
  for employees who regularly exhibit successful
  work behaviors beyond those identified at the
  journey level

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North Carolinas Career-banding Compensation
System

• Pay Policy Highlights
• Increases are based on the Pay Factors
• Requires the agencies/universities to adopt a
  salary administration plan
• Encourages delegation of decision making
• Reflects a business approach to pay
• Simplifies pay administration

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Study Process

• Identify and Define Competencies
• Determine Levels and Criteria
• Develop Management Tools for Evaluating
  Competencies
• Allocate Positions to Banded Classifications
• Identify Need for Market Reference Rate(s)
• Train Managers in Employee Evaluations and Forms
• Oversee Managers in Salary Determination

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Implementation Challenges

• Cultural change
•  
• Training/education of employees
•  
• Allocation of budgeted funds
•  
• Fear of employee relations fallout
•  
• Getting rid of the bugs

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MONITORING
Accountability
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North Carolinas Career-banding Compensation
System

• Managers and HR Department will be held
  accountable for pay decisions and expenditure of
  funds by
• Documenting and explaining pay decisions
• Employees Survey responses related to pay
  decisions and complaints filed.
• Program Evaluation results
• Managers performance evaluations that will turn
  on sound, business, pay decisions

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NEXT CRITICAL STEPS

• Continue HR Training Modules With OSP
• Gain Approval of University Career Banding Salary
  Administration Plan From OSP/SPC
• Ultimately Train HR Staff

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Human Resources Career-Banding Team

• Vanessa S. Lawson, Interim Director of Human
  Resources
• 334-7824 or 334-7862 E-mail lawsonv_at_ncat.edu
• Loleta Chavis, Position Management Analyst
• 334-7862 E-mail chavisl_at_ncat.edu
• Glen Hart, Employee Services Manager
• 334-7862 E-mail hartg_at_ncat.edu
• Shirldine B. Davis, Employee Relations Manager
• 334-7774 E-mail shirld_at_ncat.edu
• Angela Mahoney, Personnel Analyst
• 334-7862 E-mail mahoneya_at_ncat.edu
• Greg Barnette, Staff Employment Manager
• 334-7862 E-mail grbarnet_at_ncat.edu
• Lacy DeBerry, Staff Development Director

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Thank You

• This is a Work in Progress Stayed Tuned