fiscal career banding competency assessment training
TRANSCRIPT
Fiscal Fiscal Career BandingCareer Banding
Competency Competency Assessment TrainingAssessment Training
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Fiscal Career BandingFiscal Career Banding
Completed rollover of 585 DHHS positions to the new Fiscal titles effective February 1, 2009
Position competency levels were determined based on OSP crosswalk
Next Step – Employee Competency Assessments
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ObjectivesObjectives
Review of competency profiles for fiscal classifications
Understand how to assess an employee
Understand the difference between competency assessment and performance management
Understand how pay is administered in career banding
Timeframes
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Financial Banded ClassesFinancial Banded Classes Accounting Auditing Budgeting Business Management Business Systems Financial Analyst Fiscal Executive
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What are Competencies?What are Competencies?
Competencies are the observable and measurable:
skills knowledge abilities key behaviors
that are necessary to perform the job
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Levels of CompetenciesLevels of Competencies
Contributing: knowledge, skills, and abilities minimally required to perform work in a banded class
Journey: fully applied body of knowledge, skills, and abilities required for a banded class to perform job assignments successfully
Advanced: the highest or broadest scope of knowledge, skills, and abilities required in the banded class to perform job assignments successfully
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Fiscal Banded Class Competency Fiscal Banded Class Competency ProfilesProfiles
A Competency Profile is developed for each Banded Class
Modified to fit DHHS Describes roles Describes competencies needed in the
job Includes the Minimum Training and
Education required for the banded class
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Examples of Examples of Accounting Technician Accounting Technician
Competency Profile Level ConceptsCompetency Profile Level Concepts
CONTRIBUTING JOURNEY ADVANCEDPerform entry level
accounting duties involving the maintenance and reporting of routine financial accounting data following standardized methods and procedures. Most work is subject to review by a higher level supervisors
Perform technical accounting duties involving the maintenance and reporting of financial accounting data. Works with accounts of moderate variety and complexity. Provide guidance to others. Interpret policies. May
supervise support staff.
Independently perform a full range of technical accounting work which may include responsibility for maintaining accounting records of considerable complexity, or supervising a separate financial function of considerable complexity. Test new processes, coordinate and implement system changes. Interpret policies. Supervise staff.
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Examples of Examples of AccountantAccountant
Competency Profile Level ConceptsCompetency Profile Level Concepts
CONTRIBUTING JOURNEY ADVANCEDApply accounting
principles and theory to a limited range of accounting, budgeting and/or other fiscal functions. May supervise the work of others.
Apply accounting principles and theory to a variety of responsible accounting, budgeting cost accounting, and/or other fiscal functions. Includes report preparation and reconciliation or supervising these functions. Preparing reports and statements requiring interpretation and analysis of accounting records. May be involved in system design.
Perform complex, specialized accounting and/or supervise employees engaged in budgeting, cost accounting or other fiscal operations/functions. Direct daily operations of an accounting system. Develop non-standard reports and statements requiring interpretation and analysis of trends. Independently resolves problems. Involved in the most complex systems design.
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Examples of Examples of Accounting ManagerAccounting Manager
Competency Profile Level ConceptsCompetency Profile Level Concepts
CONTRIBUTING JOURNEY ADVANCEDPerform supervisory
functions for a single organization or unit with a unique area of assignment. Exercise a high level of decision making. May perform training functions, review work, assist with interviewing and selecting staff, interpret standard Operating Procedures. Resolve minor disciplinary issues.
Perform managerial functions for one unit or organization while assessing for and ensuring the provision of a full range of fiscal services. Exercise a high level of decision making. May perform training functions, review work, assist with interviewing and selecting staff, interpret standard Operating Procedures. Resolve minor disciplinary issues.
Perform managerial functions over multiple organizational units, a specific region or an entire organization. Exercise a high level of decision making. May perform cross training and assignment of staff across heterogeneous service areas.
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Now What?Now What?
Classifying and leveling the job is one thing. . . But how do I determine the level of my employees?”
“Am I determining the level of the position or the person?”
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Competency AssessmentCompetency Assessment
The process used to determine an employee’s level (C,J,A) in career banding
Compares the banded class profile to the work demonstrated by the employee
Competency level rating (C,J,A) is provided for each competency in the profile
An overall level of C, J or A is then determined based on the summary of all the individual competency ratings
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Fiscal CompetenciesFiscal CompetenciesAccountant Professional Knowledge Financial Monitoring and
Analysis Decision Making Supervision Communication and
Interpersonal Skills
Business Officer Business Administration Financial Management Human Resource
Management Information Analysis and
Decision-Making Communication
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ExampleExample
Review the sample competency assessment form for John Cash
Notice the individual ratings Compare them to the overall rating Comments and Questions?
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Competency Assessment Competency Assessment StepsSteps
Gather all necessary documents- Blank competency assessment form,- Appropriate profile- Job description- Work plan and any other documentation
Begin completing the blank competency assessment form (one for each employee)
Cut and paste job description summary from position description
Identify competencies required for position from profile Write 2-3 assessment sentences for each competency
that describes how the employee has demonstrated the competency – give specific examples
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Competency Assessment Steps Competency Assessment Steps (cont’d)(cont’d)
Determine the level of the competency by comparing your sentences to the profile
Determine an overall competency level based on the summary of individual competencies
Communicate ratings to the employee through discussion
Record the ratings on the Aggregate Leveling Form for your work unit
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Identify Key CompetenciesIdentify Key Competencies
Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level
Contributing
Journey
Advanced
Contributing
Journey
Advanced
Decision Making
Contributing
Journey
Advanced
Supervision
Contributing
Journey
Advanced
Identify the competencies from
the profile that are relevant to the
position
Financial Monitoring &
Analysis
Professional Knowledge
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Assess Individual Assess Individual CompetenciesCompetencies
Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level
Contributing
Journey X
Advanced
Contributing
Journey X
Advanced
Contributing X
Journey
Advanced
Contributing
Journey
Advanced X
Business Administration
Financial Management
Communication
Information Analysis and Decision Making
Has thorough knowledge and understanding of DHHS accounting and budgeting practices in order to develop budget and capital expense proposals. Accountable for financial transactions in large, dynamic division. Serves as a resource.
Able to convey and prepare written budget reports containing factual information, general guidelines and standard procedures. Responds to routine and non-routine inquiries.
Analyzes budget and independently makes decisions about budget issues. Delegated authority to approve or deny requests for funding.
Independently manages a variety of business functions for division. Responsible for personnel, payroll, purchasing, inventory control and IT work. Ensures the application of sound business practices and interprets relevant policies and procedures.
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Determine Overall LevelDetermine Overall Level Consider individual competency levels
and determine overall competency level. Generally, the overall competency level is
the same level as the level of the majority of individual competencies.
For example, C- 1, J – 2, A-1 for an overall level of Journey
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Overall LevelOverall LevelPosition Level
Contributing
C J=not valid A= not valid
Journey C J A= not valid
Advanced C J ANote: The employee can not be assessed at a higher level overall than the level of the position. However, individual competencies can be assessed at any level.
Overall Level for Employee Assessment
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Supervisor TipsSupervisor Tips Collect data throughout the year to avoid last
minute recency effect Ensure that job descriptions are current Keep files on employees to collect data Put responsibility on employee to provide work
examples related to competencies Use work examples not personal characteristics
when completing the assessment Do not consider pay when initially assessing
employees – that is done after the assessment is complete
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Focus on the work being Focus on the work being performed:performed:
Analytical ThinkingAnalytical ThinkingDon’t Say – “John is a smart person and a
critical thinker. He works hard to get his work done.”
Say – John collects and analyzes budget data for the ABC project funded by the research grant. He summarizes the data through creation of tables and graphs in Excel/Access. He provides these to the project leader for incorporation into the project report.
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Writing CA ExerciseWriting CA Exercise
Read the summary documentation for Connie Contracts
Write up a sample summary for one competency as a small group
Share with large group Choose another competency and write up
a sample summary on your own
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Resources for ManagersResources for Managers
Supervisor’s Guide Competency Assessment
Discussion Planner Competency Assessment Forms Aggregate Leveling Forms Web resources
www.dhhs.state.nc.us/humanresources/banding
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Differences between CA and Differences between CA and PMPM
Competency Assessment
Assesses level of work being demonstrated by the employee
Uses the banded class profile as a foundation
Completed at rollover Completed thereafter when
changes occur (should be completed at least every 3 years)
Uses CB dispute policy As competencies are
developed, pay can be awarded
Includes career development discussion
Performance Management
Evaluates employee performance based on goals of work unit
Documents results Uses the vision, mission and
goals of the work unit as foundation
Completed annually Uses PM Grievance policy Pay may be awarded if funded
by legislature Includes Performance
Improvement Plan if needed
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Making It Easier for YouMaking It Easier for You New shorter PM form/process Dimensions are no longer on PM KRRs are replaced by goals and results Training to come Still an annual process – can be combined
with competency assessment cycle
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Office of State Personnel PolicySalary Determination
OSP Career Banding Policy states:
Contributing: Salaries for employees with contributing competencies should be below the journey market rate guidelines, as established by OSP, but not below the minimum of the class pay range.
Journey: Salaries for employees with journey competencies should be within the journey market rate guidelines, unless business needs (budget) prevent this.
Advanced: Salaries for employees with advanced competencies should be above the journey market rate guidelines, unless business needs (budget) prevent this. Salaries must not exceed maximum of the class pay range.
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DHHS Pay Guidelines
min maxCRRJMR
ARR
Fully demonstratesC level competencies
Fully demonstratesJ level competencies
Fully demonstratesA level competencies
New hires or employeeswho do not possess ordemonstrate all of the C level competencies
New hires or employeeswho demonstrate some of the C level competencies and some of the J level competencies
New hires or employeeswho demonstrate some of the J level competencies and some of the A level competencies
Employees who demonstrateall of the A level competenciesand may be demonstratingsome higher level banded class competencies
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Pay FactorsPay Factors
Financial ResourcesThe amount of funding that a manager has available when making pay decisions.
Appropriate Market RateThe market rate applicable to the 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 competencies and associated levels that are required based on organizational business need and demonstrated on the job.This pay factor considers:
• Minimum qualifications for class• Knowledge, skills, abilities and behaviors• Related education and experience• Duties and responsibilities• Training, certification, and licenses
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CompensationCompensationManagers must consider the 4 pay
factors when any of the following occur:
• New Hire/Transfer• Permanent Status• Promotion• Reassignment• Career Progression Adjustment
• Career Banding offers more flexibility and fewer restrictions.
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Career Band ExampleCareer Band Example
Journey Market Rate $37,200
$ 24,605 $52,374
Minimum Maximum
Employees progress through the range
Contributing Journey Advanced $30,923 $ 37,200 $44,752
Accounting Technician
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Competency Pay Factor - Competency Pay Factor - Example #1Example #1
Competency #1Competency #1 XX
Competency #2Competency #2
Competency #3Competency #3
Competency #4Competency #4
Overall CompetencyOverall Competency
ContributingContributing JourneyJourney AdvancedAdvanced
XX
XX
XX
Min MaxContributing
Reference RateJourney
Reference RateAdvanced
Reference Rate
XX
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Competency Pay Factor - Competency Pay Factor - Example #2Example #2
Competency #1Competency #1 XX
Competency #2Competency #2
Competency #3Competency #3
Competency #4Competency #4
ContributingContributing JourneyJourney AdvancedAdvanced
XX
XX
XX
XX
Min MaxContributing
Reference RateJourney
Reference RateAdvanced
Reference Rate
Overall CompetencyOverall Competency
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Competency Pay Factor - Competency Pay Factor - Example #3Example #3
Competency #1Competency #1 XX
Competency #2Competency #2
Competency #3Competency #3
Competency #4Competency #4
ContributingContributing JourneyJourney AdvancedAdvanced
XX
XX
XX
XX
Min MaxContributing
Reference RateJourney
Reference RateAdvanced
Reference Rate
Overall CompetencyOverall Competency
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Internal Pay AlignmentInternal Pay Alignment
Monitored by the division or facility Group employees for comparison
– Band– Level– Number of competencies rated at C, J,
or A– Performance rating
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Employee Name: Connie Contracts Banded title: Business Officer
Communication Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
OverallLevel
Market Rate Current Salary
J J J J C J $60,000 $50,250
Employee Name: Penelope Purchasing Banded title: Business Officer
Communication Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
Overall Level
Market Rate
Current Salary
J C J C J J $60,000
$55,100
Employee Name: Bobby Budget Banded title: Business Officer
Communication Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
Overall Level
Market Rate
Current Salary
A A A J A A $79,874 $67,980
Sample: Aggregate Leveling Form
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DHHS Pay Band Placement Guidelines
min maxCRRJMR
ARR
Fully demonstratesC level competencies
Fully demonstratesJ level competencies
Fully demonstratesA level competencies
New hires or employeeswho do not possess ordemonstrate all of the Clevel competencies
New hires or employeeswho demonstrate some of the Clevel competencies and some of the J level competencies
New hires or employeeswho demonstrate some of theJ level competencies and someof the A level competencies
Employees who demonstrateall of the A level competencies and perform some higher level banded class competencies
$37,300 $48,650$60,000 $79,874 $99,409
Bobby Business
Carol Controller
Freddy Fiscal
On the Aggregate Leveling Form, identify the overall competency level for these three employees. Then determine where in the band they should be paid. Discuss in your group.
Business Officer
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Employee Name: Bobby Business Banded title: Business Officer
Business Administration
FinancialManagement
Information Analysis and Decision Making
Communication Human Resource Management
OverallLevel
Market Rate
Salary
A J A A C
Employee Name: Carol Controller Banded title: Business Officer
Business Administration
Financial Management
Information Analysis and Decision Making
Communication Human Resource Management
Overall Level
Market Rate
Salary
A J J J CEmployee Name: Freddy Fiscal Banded title: Business Officer
Business Administration
Financial Management
Information Analysis and Decision Making
Communication Human Resource Management
Overall Level
Market Rate
Salary
A A J J A
Exercise: Aggregate Leveling Form
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Salary Decision WorksheetSalary Decision WorksheetUsed to document pay decisions – New hire– Promotion– Demotion– Grade-Band Transfer– Probationary to Permanent– Reassignment– Horizontal Transfer– Competency Increase– Retention– Labor market– Competency Level Change
Completed by the manager and sent to HR
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Exercise: Salary Decision Exercise: Salary Decision WorksheetWorksheet
Review Connie Contract salary decision worksheet
Complete a salary decision worksheet for Molly Miller to give her a career progression adjustment (Labor Market) to bring her closer to the appropriate JMR of $37,200. Her current salary is $35,000. She has all Journey level competencies.
Work in small groups Report back to full group
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Dispute Review ProcessDispute Review Process
For career status career banding employees only
Dispute Process for career banding pay decisions only
Definition of a pay decision (promotion, reassignment, Career Progression Adjustment)
Not disputable if no funding Limited funding plan (priority list)
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Where do we go from here?Where do we go from here?
Complete/Conduct Competency Assessments by April 30, 2009
Copy documents to keep & send originals to your HR Manager by April 30, 2009
Communicate final results to employees Recruitment Training – TBA Performance Management Training - TBA
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TimeframesTimeframes
Competency Assessments due to local HR Office by April 30, 2009
HR Managers will send copies of Competency Assessments to Central HR- Class/Comp (Elaine Barnes) by May 6, 2009
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Web ResourcesWeb Resources
DHHS Human Resourceshttp://www.dhhs.state.nc.us/humanresources/banding
OSP Career Banding http://www.osp.state.nc.us/CareerBanding/career-banding.htm
Competency Profileshttp://www.osp.state.nc.us/CareerBanding/specs%20profiles%20crosswalks/Profiles/profiles.htm