Title: CareerBanding A Competency Based Human Resources System
1 Career-Banding A Competency Based Human
Resources System
- Employee Orientation
- North Carolina State Government
2 Competency-Based Human Resources System
Workforce Planning
Competencies
Compensation
Recruitment and Staffing
Training and Development
Performance Management Competency Assessment
3 What is Career-Banding?
- Collapsing of classes into more generic titles
- Wider pay ranges
- Pay movement based on the development and
demonstration of competencies (knowledge,
skills, and abilities) - Emphasis on career development
4Career-Banding Philosophy
- To positively impact the states ability to
- Promote proven successful work behaviors
- Emphasize competencies and demonstrated
proficiency on the job - Promote career development
5 Career-Banding Features
- Introduces new concepts of pay above market, at
market, and below market - Eliminates restrictive salary rules and promotes
appropriate pay based on contribution and market - Gives management decision-making flexibility and
assigns accountability for pay decisions and
spending - Pay is managed to the Journey Market Rate versus
the Salary Grade Maximum - Greater use of working titles
6 Why the Change?
- Base employee pay on level of contribution and
labor market information - Simplify the administrative process for
personnel and management - More efficient response to changing labor market
data - Greater involvement by management in pay
decisions - Encourage employees to develop those skills
necessary for the organization to succeed
7 Old to New.
- GRADED SYSTEM
- Narrowly defined classes
- Many class levels
- Emphasis on classification
- Pay based on longevity
- Career growth thru promotion
- Budget at minimum
- Minimal budget planning for HR issues
- BANDED SYSTEM
- Broadly defined classes
- Few class levels
- Emphasis on pay/market
- Align salaries w/ market avg.
- Career growth in current pos.
- Budget at market adjust band as necessary
- Emphasis on advanced and continual budget
planning
8 Ten Job Families
- 1. Administrative and Managerial
- 2. Information Technology
- 3. Law Enforcement and Public Safety
- 4. Information and Education
- 5. Human Services
- 6. Medical and Health
- 7. Institutional Services
- 8. Operations and Skilled Trades
- 9. Engineering and Architecture
- 10. Natural Resources and Scientific
9 Job Family Structure
Job Family Admin Mgr
Branch Admin Support
Banded Class Admin Support Associate
Banded Class Admin Support Specialist
Banded Class Admin Support Supervisor
Banded Class Executive Assistant
10Examples Graded to Banded System
Current Class Title Banded Title
Office Asst II V Process Asst II V Accounting
Clerk III
Admin Support Assoc
Admin Support Specialist
Accounting Tech I Accounting Clerk IV - V
11 Broad Salary Ranges
Current Class Title Banded Title
Office Asst II V Grade 54, 57, 59, 61 20,112
35,412 Grade 57 20,955 - 30,276 Grade
59 22,426 - 32,689
Admin Support Assoc 20,112 - 39,600
12Example of a Pay Band Administrative
Managerial Job Family
13 3 Step Process
- Blueprinting
- Identify branches and banded classes within Job
Families - Transition Work
- Develop concepts and competency profiles
validate with agency/university focus groups - Implementation
- Fine tune profiles for specific agency/university
use - Allocate graded positions to banded classes
14 Who is affected when?
- It is planned that all jobs will be banded by
2008. - Info Technology and campus police classes were
banded first. - Several other banded concepts have been
developed Research, Administrative Support,
Facility Maintenance, Vehicle/Equipment Operation
and Institutional Services. - OSP is working to develop concepts for the
remaining classes.
15 Funding?
- Typically cost neutral on implementation
- Impact is assessed during market development
- Funded through redistribution of promotion,
reallocation, in-range and other increases
currently being awarded
16Competencies what are they?
- Sets of knowledge, skills, abilities and/or
behaviors DEMONSTRATED ON THE JOB - The attainment of competencies increases the
potential level of work for an employee - An increase in functional competencies which are
needed by the organization, applied on the job,
and necessitated by job change can be used as a
basis for an increase in pay - Pay based on competencies rather than longevity
17 Competency Levels
- Contributing knowledge, skills, abilities and
work behaviors minimally necessary to perform
work in a banded class from entry up to journey - Journey fully applied body of knowledge,
skills, abilities and successful work behavior
required for a banded class - Advanced the highest or broadest scope of
knowledge, skills, abilities and work behavior
required in the banded class
18Types of Competencies
19 Functional Competencies
- USED TO DETERMINE PAY
- Tied to demonstrated knowledge, skills, abilities
- Can be observed and measured
- Developed by Transition Teams and validated
within A/U, both using focus groups - Have DISTINCT Contributing, Journey, and Advanced
levels established for roles within a banded
classification - Market related
20Functional Competencies
Examples
- Data Analysis
- Problem Solving
- Equipment Operation
- Leading Work Teams
21 Behavioral Competencies
- Similar to Performance Evaluation Dimensions
more behavior-based - Not as closely tied to particular learned skills
- Not defined at all 3 levels
- Do NOT determine pay
- Examples initiative, creativity, integrity,
resilience.
22 Functional Competency Assessment
- Management determines what knowledge, skills,
abilities are needed - Management determines the competency level of
work - How are competencies demonstrated on the job?
- How are they observed and tracked?
- Generally, if most competencies are contributing,
overall level should be contributing
23 Pay Based on Competencies
Competency Assessment Form
Contributing Journey
Advanced Comp A X Comp B X Comp C
X Overall X
Employees Pay
Career-Banded Class Rates
Min
Max
Journey Market Rate
Contributing Reference Rate
Advanced Reference Rate
24Pay Based on Competencies
Competency Assessment Form
Contributing Journey
Advanced Comp A
X Comp B X Comp C X Overall X
Employees Pay
Career-Banded Class Rates
Max
Min
Contributing Reference Rate
Journey Market Rate
Advanced Reference Rate
25Pay Based on Competencies
Competency Assessment Form
Contributing Journey
Advanced Comp A X Comp
B X
Comp C
X Overall
X
Employees Pay
Career-Banded Class Rates
Min
Max
Advanced Reference Rate
Journey Market Rate
Contributing Reference Rate
26 Pay Factors
- Financial ResourcesThe amount of funding that a
manager has available when making pay decisions. - Appropriate Market RateThe market rate
applicable to the functional competencies
demonstrated by the employee. - Internal Pay AlignmentThe consistent alignment
of salaries for employees who demonstrate similar
required competencies in the same banded class
within a work unit or organization. - Required CompetenciesThe functional competencies
and associated levels that are required based on
organizational business need and demonstrated on
the job.
27 Pay Factors
- 1. Financial Resources
- (1) Agency business need (budget)
- 2. Appropriate Market Rate
- (2) Journey market rate guidelines/market
reference rate guidelines - (3) Market dynamics
- 3. Internal Pay Alignment
- (4) Internal pay alignment (equity)
- (5) Current salary and total compensation
- 4. Required Competencies
- (6) Minimum qualifications for class
- (7) Knowledge, skills, and competencies
- (8) Related Education and experience
- (9) Duties and responsibilities
- (10) Training, certifications, and licenses
28 Career Development
- What is the organizational need?
- What employee attributes could be developed to
accomplish the above? - What area(s) does employee wish to improve?
- Are these required of current position/work unit?
- Are training resources available within a
reasonable time frame?
29 Employees Role
- Take a greater responsibility for career
management - Develop competencies and skills that are valued
by the organization - Contribute to the accomplishment of the
organizations mission through continued
demonstration of competencies
30 Good for the Employee.
- Rewards for competencies developed and
demonstrated on the job - Focus on achieving personal growth in competency
rather than moving to higher grade - More opportunity for salary increases as needed
competencies are demonstrated - Better opportunity to develop a career path
within state government
31 Managements Role
- Provide opportunities for employees to develop
competencies and skills that are valued by the
organization - Assess employee competencies
- Apply the pay factors in determining and managing
employees pay - Base pay decisions on business needs of the
organization - Justify and document pay decisions ensuring
fairness - Advise employees on career development
opportunities - Recruit and select based on needed competencies
32 Good for the Manager.
- Workforce planning to suit business needs
- Flexibility when recruiting and staffing
- Ability to better plan for training needs
- Budget planning is based on real market data
- Employees paid above/below market are obvious
- Compensation decisions are based on employees
relative market value - Responsible and accountable for pay decisions
- Focus on appropriate pay versus justifying a
classification level
33 HRs Role
- Orient management and employees
- Train and consult with managers on competency and
compensation issues - Guide management in implementing Career-Banding
- Evaluate changes in labor market
- Monitor the management of pay
- Establish and communicate a dispute resolution
process
34 OSPs Role (In conjunction with Agencies
and Universities)
- Lead and manage the Career-Banding process
- Establish job family structure and banded pay
classes - Establish market rates and salary guidelines
- Provide labor market information to A/Us
- Monitor for fairness and consistency in Career
Banding implementation - Provide training and consultation
35Helpful Hints for Employees
- When completing an application be sure your work
history includes examples of work demonstrating
the required competencies posted. - Co-create a meaningful work plan with your
manager in order to enhance your abilities as
they relate to the business need of the work unit.
36For More Information.
- Visit the OSP Website
- Talk with your manager or supervisor
- Contact your Human Resources Office
- Click here to link to some Frequently Asked
Questions