Career Banding Competency Assessment Training

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Career Banding Competency Assessment Training
Office of Human Resources
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Objectives

• Brief review of the career banding concept, key
  terms, and a review of managements
  responsibilities
• Demonstration of the process of writing a
  competency assessment

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Career Banding Refresher

• A new human resources system that affects the way
  we classify jobs and the way we pay, promote,
  evaluate and develop employees
• Consolidation of classification titles into bands
• Pay based on current market rates
• Management flexibility and responsibility in
  granting promotions, setting pay, and promoting
  career growth

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Banded Classes
Example
Banded Classes
Banded Classes
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What are competencies?

• Competencies are the observable and measurable
  set of
• skills
• knowledge
• abilities
• key behaviors
• that are necessary to perform the job.

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Contributing Competencies

• Knowledge, skills, abilities and successful work
  behaviors that are minimally required for an
  entry level employee in the band.

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Journey Competencies

• Fully applied body of knowledge, skills,
  abilities and successful work behavior required
  for the band.

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Advanced Competencies

• The highest or broadest scope of knowledge,
  skills, abilities and work behavior required in
  the band.

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Competency Profile

• One for each banded class
• Description of Work
• Functional Competencies
• described at each level
• Contributing, Journey, Advanced

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Competency Profile Example - Facility
Maintenance Technician, Building Trades

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Pay Factors

• Financial Resources
• Appropriate Market Rate
• Internal Pay Alignment
• Required Competencies

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Managements Role

• Ensure career banding concept is communicated to
  employees
• Evaluate employees initial competency level
• Evaluate competencies on an on-going basis

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Managements Role (contd.)

• Provide detailed documentation for band/level
  placement and salary adjustments.
• Establish career development plans and coaching
  that should enhance an employees contribution to
  the organizations success.
• Use new career banding processes for recruitment
  and selection.
• Apply pay factors equitably.

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• Assessing KSAs/Competencies
• How to Assess Functional Competencies

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Objectives

• Prepare you to conduct a functional
  KSA/competency assessment for your employees.

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KSA/Competency Assessment

• Step 1 Identify competencies
• For each competency..
• Step 2 Define expectations (use profile)
• Step 3 Gather documentation write
  assessment
• Step 4 Determine level C, J or A
• Step 5 Determine overall level

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Step 1 Identify Competencies

• Consider what is required for each position.
• Use the prepared competency profile for ideas.

Competency titles listed in the competency
profile
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Step 1 Identify Competencies
List competency title here.
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Step 2 Define Expectations

• Consider your expectations for the position, not
  the current position occupant.
• Use the prepared competency profile for language
  to describe expectations.

Language for Contributing Expectations
Language for Journey Expectations
Language for Advanced Expectations
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Step 2 Define Expectations

• Add or change language to make your description
• relevant to the position.

Description of desired competency demonstration
Attention to Detail (Journey Level)
Description This position ensures all work
meets and/or exceeds applicable carpentry codes
and standards. Checks and re-checks work prior
to, during, and after completion. Ensures that
all parts of a project/task are completed. Uses
appropriate record keeping methods.
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Step 3 Gather Documentation and Write
Assessment

• Write an assessment of the current occupant of
  the position.
• Describe occupants competencies in a way that
  addresses the requirements found in the
  competency profile.
• Description This position ensures all work
  meets and/or exceeds applicable carpentry codes
  and standards. Checks and re-checks work prior
  to, during, and after completion. Ensures that
  all parts of a project/task are completed. Uses
  appropriate record keeping methods.
• Jim Smith is responsible for quality control for
  his own work as well as the work of all other
  carpenters due to his extensive knowledge of
  standards and building codes. Within the scope
  of finish carpentry, Jim considers details that
  are not obvious and exhibits superior levels of
  craftsmanship.

Competency Requirement
Assessment of Occupant
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Step 3 Gather Documentation and Write
Assessment
Place competency requirements and assessment of
position occupant here.
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Step 4 Determine Level

• Review your assessment of the occupant to
  determine if competencies are demonstrated at the
  Contributing, Journey or Advanced level.

Description This position ensures all work
meets and/or exceeds applicable carpentry codes
and standards. Checks and re-checks work prior
to, during, and after completion. Ensures that
all parts of a project/task are completed. Uses
appropriate record keeping methods. Jim Smith is
responsible for quality control for his own work
as well as the work of all other carpenters due
to his extensive knowledge of standards and
building codes. Within the scope of finish
carpentry, Jim considers details that are not
obvious and exhibits superior levels of
craftsmanship.
In our example, the position requires
competencies to be demonstrated at the Journey
level.
Jim Smith is actually performing at the Advanced
level.
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Step 4 Determine Level
Indicate demonstrated competency level.
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Step 5 - Determine Overall Level

• Place competencies in priority order.
• Overall level majority of individual Functional
  KSAs/Competencies
• Exception - if one or more Functional
  KSAs/Competencies is more critical to the
  organization, may carry more weight in overall
  assessment. Explain and justify in Comments
  section.
• Indicate the date when one or more competency
  descriptions and or assessments were added,
  reviewed, or changed.

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Step 5 Determine Overall Level
List overall competency rating.
List competencies In priority order.
List date of latest change.
List date competency added or reviewed.
List date of latest change.
List date of latest change.
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What Not to Consider ..

• Volume of same work
• Performance (U, BG, G, VG, O)
• Years of service
• Personal characteristics

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Rater Bias

• Horns effect
• Halo effect
• Stereotyping

• Recency effect
• Leniency effect
• Strictness effect

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Expected AgencysDistribution

• Manage to Journey level
• Very few Advanced

Journey
Advanced
Contributing
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Performance Management
Performance Rating (U, BG, G, VG, O)
Duties and Responsibilities
KRRs
Career Development Plan
KSAs/Competencies
KSA/CompetencyAssessment (C, J, A)
Agency Adapted
Statewide
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Performance Management Form
In addition to documenting performance on Key
Responsibilities, use the PM form to plan for
career and competency development.
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Performance Management Form
Improvement/Action Plan is created here.
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Resources

• Congratulations! You have reached the end of
  this program. For additional information, we
  invite you to refer to the following resources
• WCU Career Banding Website http//admfin.wcu.edu
  /hr/CareerBanding.htm
• Office of State Personnel Career Banding Website
  http//www.osp.state.nc.us/CareerBanding/career-b
  anding.htm
• WCU Training and Development Website
  http//www.wcu.edu/hr/training/
• WCU Performance Management Website
  http//admfin.wcu.edu/hr/Performancemanagement20.
  htm
• Contacts
• Matthew Brown, HR Career Banding Contact
  227-3137, mbrown_at_wcu.edu
• Chris Dahlquist, HR Training Contact 227-2388,
  dahlquist_at_email.wcu.edu