Career Banding Training

1
Career Banding Training
2
Todays Agenda

• Welcome
• Career Banding Overview
• Administrative Processes
• Implementation Process
• Introduction of Bands
• Evaluation
• Break
• Supervisor Training

3
Career Banding Overview
4
What is Career Banding?

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

5
Banding Project Development

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

6
Advantages of 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 campus

7
Current State of NC System

• 6000 Classification titles
• Narrowly defined
• 47 Salary grades and ranges
• Pay based on max qualifications
• Special Entry Rates/Special Minimum Rates
• Geographic rates

8
Example of Banding Conversion

• Current Titles
• Admin. Secretary
• Library Clerk
• Office Assistant
• Word Processor
• Public Info. Asst.

• New Title
• Admin. Support Associate

9
Pay Band Example
Administrative Support Associate

•  

Maximum of Band
Minimum of Band
Advanced Reference Rate
Contributing Reference Rate
Journey Reference Rate
10
Managements Role

• Communicate career banding concept
• Learn administer new processes
• Evaluate employees competencies
• Manage pay around the market rates
  (below, at, and above market) based
  on pay factors
• Enhance career development plans and coaching
  through performance management
• Complete work planning, interim review
  and annual performance appraisal

11
Employees Role

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

12
Human Resources Role

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

13
Administrative Processes

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

14
Administrative Processes

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

15
Implementation Process

• Campus education
• Administrative support training sessions
  (July/August 2006)
• Personnel connections UBO updates (ongoing)
• Human Resource career banding website link
  http//www7.acs.ncsu.edu/hr/classcomp/cband.asp
• Crosswalk used for position mapping
• Allocation list distribution (August 2006)
• Supervisory appeals process (September 2006)
• Cost-neutral implementation (September 2006)
• Title changes uploaded into system
• New work plans
• Discretionary salary adjustments (January 2007)

16
Contacts

• Terree Kuiper, Director,
• Employment Compensation, 515-4288
• Dianne Sortini, Director,
• Employee Relations, Training
  Organizational Development, 515-4281
• Deborah Wright, Assistant Director,
• Classification Organizational Services,
  515-4290
• Kathy Lambert, Assistant Director,
• Employment Compensation, 515-4277
• Galen Jones, Assistant Director,
• Employee Relations, 515-4300
• Kevin Rice, Assistant Director,
• Training Organizational Development,
  515-4285

17
Introduction of Bands
18
Administrative Support Bands

• Administrative Support Associate
• Administrative Support Specialist
• Executive Assistant

19
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

20
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

21
Administrative Competencies
Executive Assistant
Admin Support Associate
Admin Support Specialist

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

• Knowledge - Program and/or Technical
• Information/Records Administration
• Office Technology
• Problem Solving
• Communication - Verbal
• Communication Written
• Budgeting

• Interpersonal Skills
• Knowledge - Program
• Problem Solving
• Planning Organizing
• Communication - Written
• Information/Records Administration
• Budgeting

22
Classification Contacts

• Deborah Wright, Assistant Director, 515-4290
• Deborah_Wright_at_ncsu.edu
• Pamela Bragg, Classification Analyst, 515-4293
• Pam_Bragg_at_ncsu.edu
• Angela Nicholson, Classification Analyst,
  515-4294
• Angela_Nicholson_at_ncsu.edu
• Chariss Jones, Classification Analyst, 515-4292
• Chariss_Jones_at_ncsu.edu
• Lauren Lewis, Personnel Technician, 515-7175
• Lauren_Lewis_at_ncsu.edu

23
Questions? (15 minutes)
24
Break (10 minutes)
25
Supervisor Training

26
Supervisory Processes

• Setting competency-based pay
• Competency assessment
• Pay factors
• Process and forms
• Performance Management
• Overview and form

27
Setting Competency-Based Pay

28
The Big Picture

• Complete competency assessment
• New hire
• Salary adjustment
• Change banded level
• Evaluate pay factors
• Determine salary

29
Complete Competency Assessment

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

30
Identify Key Competencies
Communication - Verbal
Identify the competencies from the profile that
are relevant to the position
31
Rank/Weight Competencies
40
Rank/Weight competencies according to importance
to the job
30
20
10
32
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.

33
Determine Overall Level
40
30
20
10
 
34
Evaluate Pay Factors

• Budget availability
• Competency level
• Applicable market rate
• Market halo
• Internal pay alignment

35
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
36
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
37
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
38
Market Rate Pay Factor

• Use applicable reference rate determined by
  overall competency level (C, J, or A)
• Consider the Market Halo
• (.90 to 1.10 of Reference 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

39
Internal Pay Alignment

• Monitored at the department or college
• Group employees for comparison
• Band
• Level
• Number of competencies rated at C, J, or A
• Performance rating
• Salary Assessor tool

40
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
41
Determine Salary

• Compute Market Index
• MI Salary/Market Reference Rate
• MI (28,500/ 30,000) .95
• Determine appropriate salary
• Document salary adjustment (as needed)
• Update competency assessment form
• Sign date forms
• Submit career banded salary adjustment form

42
Compensation Contacts

• Kathy Lambert, Assistant Director,
• Employment Compensation, 515-4277
• Kathy_Lambert_at_ncsu.edu
• Lynn Chandler, Compensation Analyst
• Compensation, 515-4291
  Lynn_Chandler_at_ncsu.edu
• Andrea Bascom, Compensation Analyst
• Compensation, 515-7649
  Andrea_Bascom_at_ncsu.edu

43
Performance Management

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Agenda

• SPA Career-Banded Work Plan Appraisal Form
• Key Responsibilities
• The what
• Competencies
• The how
• Bringing It All Together
• Ratings and comments
• Focus Forward
• Moving Right Along

45
SPA Career-Banded Work Plan Appraisal Form

• Similar to the non-banded form, with some changes
  and additions
• Begin using the form within 30 days of the date
  the employee is assigned to a band and level
• Implement this form within 30 days of the start
  of employment, transfer, promotion or change in
  band/level, start of each appraisal cycle

46
Key Responsibilities

• Key Responsibilities are developed, assigned and
  evaluated in the same way as before
• Supervisors provide interim and annual comments
• For the annual appraisal
• Each Key Responsibility receives an annual rating
  (1-5)
• Supervisors will assign a summary overall Key
  Responsibility rating (1-5), reflecting the
  employees overall performance on all Key
  Responsibilities

47
Competencies

• Individual competencies are assigned according to
  the employees band and level
• The supervisor determines the employees overall
  assigned level at the work planning stage
  (contributing, journey or advanced)
• Individual competency levels default to the
  assigned overall level Unless otherwise
  specified on a competency assessment form
• The supervisor determines the level at which the
  employee is actually performing (C, J or A) at
  the interim review and annual appraisal
• As with Key Responsibilities, supervisors provide
  interim and annual comments

48
Competencies, contd

• At the annual appraisal
• Each Competency receives an annual rating (1-5)
• Supervisors assign a summary overall
• Competency rating (1-5), reflecting the
  employees overall performance on all
  Competencies
• Competency level (C, J or A), reflecting the
  employees actual level of performance on all
  Competencies

49
Methods of Evaluation

• All contained within one page
• Determine how employees will be evaluated and
  check the appropriate boxes
• Important to let employees know what methods will
  be used to evaluate them
• Add additional methods of evaluation as necessary

50
Bringing It All Together

• Overall annual competency level and ratings are
  on one page
• Transfer the overall Key Responsibility rating
  into the appropriate space
• Transfer the overall Competency rating into the
  appropriate space
• Weight both ratings equally to determine the
  final overall annual rating, and check the
  appropriate box
• Copy the summary annual competency level into the
  appropriate space

51
Bringing It All Together, contd

• Performance improvement plans
• Required for any Key Responsibility or Competency
  that falls below a Good (3) rating or fails to
  meet documented expectations at any time
• Career development plans
• Document voluntary training or activities
  (classes, certification training, licensing,
  mentoring programs) that will enhance the
  employees ability to do his or her job more
  effectively or broaden his or her skill set
• Remember Signatures page!
• Located on the front page of the document
• Ensure that your supervisor signs before you
  present to the employee

52
Focus Forward

• An optional planning tool for the coming year
• Designed to help you engage in a targeted
  discussion with employees about where their
  time/resources should be focused in the upcoming
  performance cycle
• Plot Key Responsibilities and Competencies on the
  graph
• Plot according to current rating and level of
  importance for the upcoming year
• This provides a visual perspective on what work
  will be most important for next year, and where
  the employee should focus or refocus efforts

53
Focus Forward (Example)
Possible discussion points
Verbal Communication
A Most important work need to improve skills/
performance
B
A
B Most important work continue to develop skills
C Less important work focus less energy on
these items
D
C
D Less important work consider reassigning or
redesigning work
Budget
54
Moving Right Along

• Employee Relations will offer open enrollment
  courses through Training Organizational
  Development
• Classes will focus on work planning with the new
  form
• Detailed information and examples
• Beginning in August or September and continuing
  through the fall
• Custom support is always available through
  Employee Relations

55
Contacts

• Dan OBrien
• Performance Management Program Coordinator
• 513-0700
• Dan_Obrien_at_ncsu.edu
• Galen Jones
• Assistant Director, Employee Relations
• 515-4300
• Galen_Jones_at_ncsu.edu

56
Questions?
57
Thank you!