1 career banding education sessions. 2 welcome career banding overview administrative process wcu...

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Career Banding Education Sessions

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

Today’s AgendaToday’s Agenda

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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

1. Office of State Personnel (OSP) initiates

2. Transition team develops

3. State Personnel Commission approves

4. 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 management’s 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

Minimum of Band

Contributing Reference Rate

Journey Market Rate

Advanced Reference Rate

Maximum of Band

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Management’s Role

• Communicate Career Banding concept• Learn & administer new processes• Evaluate employee’s 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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Employee’s Role

• Plan for career development• Obtain competencies and skills that are valued

and needed by the organization• Contribute to the accomplishment of the

department’s 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

1. Complete Competency Assessmenta) new hireb) salary adjustmentc) change banded level

2. Evaluate the 4 pay factorsa) Competency levelb) Appropriate market ratec) Available financial resourcesd) Internal pay alignment

3. Determine salary4. 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

Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level

Information/Records Mgmt    

 Contributing

 Journey

 Advanced

 Contributing

 Journey

 Advanced

Knowledge - Program   

 Contributing

 Journey

 Advanced

Budgeting    

 Contributing

 Journey

 Advanced

Identify the competencies from the profile that are relevant to the position

Communication - Verbal

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Rank/Weight Competencies

Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level

 Information/ Records Management 

  Contributing  

Journey  

Advanced

Communication – Verbal   

  Contributing  

Journey  

Advanced

Knowledge – Program   

  Contributing  

Journey  

Advanced

Budgeting    

  Contributing  

Journey  

Advanced

40%

30%

20%

10%

Rank/Weight competencies according to importance to the job

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Assess Individual Competencies

Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level

 Information/ Records Management  

  Contributing Contributing   

Journey Journey XX  

Advanced Advanced

 Communication – Verbal   

  Contributing Contributing   

Journey Journey XX  

Advanced Advanced

 Knowledge - Program

  Contributing Contributing XX  

Journey Journey   

Advanced Advanced

Budgeting    

  Contributing Contributing   

Journey Journey   

Advanced Advanced XX

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 department’s

overall use of resources.

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Determine Overall Level

Competency Weight Initial Level

 Information/ Records Management 

  Contributing  

Journey X 

Advanced

 Communication – Verbal

  Contributing  

Journey X 

Advanced

 Knowledge - Program   

  Contributing X 

Journey  

Advanced

Budgeting    

  Contributing  

Journey  

Advanced X

Band Placement: Band Level: Contributing Journey X Advanced

30%

20%

10%

40%

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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

Competency #1Competency #1 XX

Competency #2Competency #2

Competency #3Competency #3

Competency #4Competency #4

OverallOverall

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

Reference Rate

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Competency Pay Factor - Example #2

Competency #1Competency #1 XX

Competency #2Competency #2

Competency #3Competency #3

Competency #4Competency #4

OverallOverall

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

Reference Rate

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Competency Pay Factor - Example #3

Competency #1Competency #1 XX

Competency #2Competency #2

Competency #3Competency #3

Competency #4Competency #4

OverallOverall

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

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 .90To $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

  Minimum

of Band Contributing Reference Rate

Journey Journey Reference Reference

RateRate

Advanced Reference Rate

Maximum of Band

Budget Maximum

Market Halo (+/- 10%)

Competency Competency LevelLevel

TomTom SueSueJaneJane

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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/Classification 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!