Career Banding Education Sessions

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Career Banding Education Sessions
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Todays Agenda

• Welcome
• Career Banding Overview
• Administrative Process
• WCU Implementation Process and Timeline
• Introduction of Bands
• Evaluating Competencies
• Break
• Supervisor Training Session

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Career Banding Overview
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What is Career Banding?

• Private sector concept
• Market-based classification compensation system
• Collapse of titles, grades, and pay ranges
• Broad titles competencies
• Effort to attain market competitiveness

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Banding Project Development

• Office of State Personnel (OSP) initiates
• Transition team develops
• State Personnel Commission approves
• North Carolina adapts
• Project team established
• Career Banding coordinators identified
• Focus groups conducted

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Advantages to Banding

• Simpler processes
• Wider pay ranges
• Enhanced recruitment retention
• Flexibility in managements pay decisions
• Pay movement based on market rates, development
  of skills contribution
• Enhanced partnership between HR the campus
  community

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Current NC State System

• 6,000 narrowly defined classification titles
• 47 salary grades and ranges theoretically based
  on maximum qualifications
• Special Minimum Rates
• Geographic Rates

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Example of Banding Conversion

• Current Titles
• Admin Secretary I
• Office Asst IV
• Processing Asst III
• Program Asst IV

• New Title
• Admin Support Associate

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Pay Band Example

• Administrative Support Associate

Maximum of Band
Minimum of Band
Contributing Reference Rate
Journey Market Rate
Advanced Reference Rate
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Managements Role

• Communicate Career Banding concept
• Learn administer new processes
• Evaluate employees competencies
• Manage pay around the market rates based on Pay
  Factors
• Below, at, and above market
• Enhance career development plans and coaching
  through Performance Management
• Complete work planning, interim review, and
  annual performance appraisal

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Employees Role

• Plan for career development
• Obtain competencies and skills that are valued
  and needed by the organization
• Contribute to the accomplishment of the
  departments mission/goals
• Follow established dispute resolution process (if
  necessary)

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Human Resources Role

• Administer banding program
• Evaluate market
• Train and consult with managers
• Audit compensation decisions

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Administrative Processes

• Classification
• New position creation
• Reclassification
• Recruitment Selection
• Posting of vacancies
• Interviewing
• Selection new hire pay
• Promotion

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Administrative Processes

• Compensation
• Budget
• Required and demonstrated competencies
• Market
• Internal pay alignment
• Performance Management
• Similar overall process
• Evaluation includes key responsibilities and
  competencies

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Implementation Process

• Campus education
• General sessions for employees and supervisors
  August, 2nd 3rd
• The need for follow up education sessions will be
  assessed after initial sessions
• Focus groups identified and meetings conducted
  August 7th thru September 15

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Implementation Process

• Crosswalk utilized for position mapping
• Allocation list distribution August 21st thru
  September 1st
• Supervisory appeals process September 1st thru
  September 22nd
• Implementation September 25th thru November 3rd
• Competency assessments to justify organizational
  need

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Implementation Process

• Implementation continued
• Title changes uploaded into the system
• New work plans
• Labor market analysis conducted by HR November
  6th thru December 22nd
• Labor market analysis will reveal any issues
  within the bands
• Funding is not guaranteed but efforts to identify
  funds will be ongoing

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Introduction of Bands
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Administrative Managerial

• Branch Administrative Support
• Administrative Support Associate
• Administrative Support Specialist
• Executive Assistant
• Branch Legal Services
• Paralegal
• Social Research
• Social Research Assistant

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Institutional Services

• Branch Food Nutrition
• Food Services Technician
• Food Services Manager
• Branch Building Environmental
• Building Environmental Services Technician
• Building Environmental Services Supervisor
• Building Environmental Services Manager

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Natural Resources Scientific

• Branch Research
• Research Technician
• Research Operations Manager

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Operations Skilled Trades

• Branch Vehicle/Equipment Operations
• Vehicle/Equipment Repair Technician
• Vehicle/Equipment Repair Technician Supervisor
• Vehicle/Equipment Operator
• Branch Facility Maintenance
• Facility Maintenance-Building Trades
• Facility Maintenance-Mechanical Trades
• Facility Maintenance Supervisor

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What are Competencies?

• Competencies are the observable and measurable
  skills, knowledge, abilities, behaviors, and
  other characteristics that an individual needs to
  perform work roles or occupational duties
  successfully.

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Levels of Competencies

• Contributing
• Knowledge, skills, and, work behaviors minimally
  necessary in the band
• Journey
• Full body of knowledge, skills, and work
  behaviors required in the band
• Advanced
• Highest or broadest scope of knowledge, skills,
  and work behaviors required in the band

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Competency Examples

• Administrative Support Associate
• Communication-Verbal
• Communication-Written
• Office Technology
• Work Coordination
• Problem Solving
• Knowledge-Program
• Information/Records Administration
• Budgeting

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Competency Examples

• Facility Maintenance Technician-Mechanical Trades
• Knowledge-Technical
• Problem Solving
• Attention to Detail
• Coordination-Work
• Communication
• Safety Health Compliance
• Client/Customer Service

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Break (Supervisor Trainingwill begin in 10
minutes)
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Supervisor Training
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Supervisory Processes

• Setting competency-based pay
• Competency assessment
• Pay factors
• Process forms
• Performance Management
• Training tentatively planned for later in fall
  semester or early spring semester
• Recruitment selection
• Training tentatively planned for later in fall
  semester or early spring semester

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Setting Competency-Based Pay
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Setting Pay Process

• Complete Competency Assessment
• new hire
• salary adjustment
• change banded level
• Evaluate the 4 pay factors
• Competency level
• Appropriate market rate
• Available financial resources
• Internal pay alignment
• Determine salary
• HR will assist with, assess, and audit pay
  decisions

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Complete Competency Assessment

• Identify key individual competencies for the
  position
• Assess individual competencies (C,J,A)
• Weight competencies (if applicable)
• Determine overall competency level (C,J,A)

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Identify Key Competencies
Communication - Verbal
Identify the competencies from the profile that
are relevant to the position
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Rank/Weight Competencies
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Rank/Weight competencies according to importance
to the job
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20
10
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Assess Individual Competencies

• Compiles reports from Wolf system. Maintains
  records in
• access database. Creates management summary on
  reports
• from various systems.

• Responds to questions/issues that deviate from
  standard
• operating procedures by determining and
  consulting
• appropriate resources such as policies, manuals
  or other
• staff.

Understands general operation of the functional
unit, to include knowledge of staff and program
responsibilities. Applies knowledge necessary to
provide answers to frequently asked questions.

• Reviews expenditures. Researches options.
  Collects
• financial data. Produces cost comparison
  analysis.
• Recommends cost-effective action. Improves
  departments
• overall use of resources.

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Determine Overall Level
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30
20
10
 
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Evaluate Pay Factors

• Competency level
• Appropriate market rate
• Available financial resources
• Internal pay alignment

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Competency Pay Factor - Example 1
Contributing
Journey
Advanced
Competency 1
X
Competency 2
X
X
Competency 3
Competency 4
X
Overall
X
Max
Min
Contributing Reference Rate
Journey Reference Rate
Advanced Reference Rate
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Competency Pay Factor - Example 2
Contributing
Journey
Advanced
Competency 1
X
Competency 2
X
X
Competency 3
Competency 4
X
Overall
X
Max
Min
Contributing Reference Rate
Journey Reference Rate
Advanced Reference Rate
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Competency Pay Factor - Example 3
Contributing
Journey
Advanced
Competency 1
X
Competency 2
X
X
Competency 3
Competency 4
X
Overall
X
Max
Min
Contributing Reference Rate
Journey Reference Rate
Advanced Reference Rate
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Market Rate Pay Factor

• Use applicable reference/market rate determined
  by overall competency level (C,J, or A)
• Consider the Market Halo (.90 to 1.10 of
  Reference/Market Rate)
• Example
• If reference rate is 25,000, the Market Halo is
• From 22,500 25,000 x .90
• To 27,500 25,000 x 1.10

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Internal Pay Alignment

• The consistent alignment of salaries among
  employees who demonstrate similar required
  competencies in the same banded class within a
  work unit or organization.
• Monitored at the department or college with
  assistance from HR
• Group employees for comparison
• Band
• Level
• Number of competencies rated at C, J, or A
• Performance rating

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Pay Factors
Budget Maximum
Market Halo (/- 10)

•  

Tom
Sue
Jane
Maximum of Band
Minimum of Band
Advanced Reference Rate
Contributing Reference Rate
Journey Reference Rate
Competency Level
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Final Salary Determination

• Salary will be determined by application of the 4
  Pay Factors
• Consultation with HR will be critical for salary
  administration
• Contacts for salary administration
• Cory Causby-Director of Employment Affirmative
  Action Programs/Title IX Coordinator
• Matthew Brown-Career Banding Coordinator/Classific
  ation Analyst
• Leigh Ann Busby-SPA Recruitment Coordinator

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Career Banding Homework

• Champion this effort to accurately capture the
  work your employees are performing
• Flexibility with focus group schedules
  
• (4-6 week period)
• Provide your valuable insights in focus groups
• Seek HR consultation for answers to any questions

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Any Final Questions?
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Thank You!