1. Career Banding Training for Nursing

2. Objectives Understand the basic structure of career banding
Understand the new competency profiles for nursing classifications
Understand how to assess an employee
Understand the difference between Competency Assessment and Performance Management
Understand how pay is administered in career banding
Understand the roll over process

3. What is career banding?
A new human resources system that affects the way we
classify jobs
hire people
pay employees
promote employees
evaluate employees
provide career development opportunities
for our employees

4. Why are we banding? Directed by OSP as a statewide change
Reduces the number of job classes and titles in state government
Current system outdated and cumbersome
6000+ classification titles
47 salary grades
Move toward pay based on current market rates
Gives managers more flexibility in setting pay and granting promotions
Emphasizes commitment to individual growth & career progress based on unit/facility/org needs

5. Statewide Job Family Structure
Administrative and Managerial
Information Technology
Law Enforcement and Public Safety
Information and Education
Human Services
Medical and Health
Institutional Services
Operations and Skilled Trades
Engineering and Architecture
Natural Resources and Scientific

6. Some Branches in the Medical and Health Family
Dental
Nursing
Pharmacy
Medical Laboratory
Technician Services

7. New Nurse Banded Classes
Licensed Practical Nurse
Professional Nurse
Nurse Consultant
Nurse Supervisor
Nurse Practitioner
Nurse Director

8. Nursing Branch Crosswalk
Shows which existing classifications were collapsed into the new banded class*
Total of 72 classes collapsed into 5
7 collapsed for the Licensed Practical Nurse
21 collapsed for the Professional Nurse
14 collapsed for the Nurse Consultant
17 collapsed for the Nurse Supervisor
13 collapsed for the Nurse Director
OSP created a Nurse Practitioner Class
To recognize licensure & market rate differences
* Crosswalk printout found inside front binder

9. Nursing Banded Class Profiles
Nursing Banded Class Profiles are based on statewide focus group feedback from university and agency nurses (including DHHS)
WHAT IS INCLUDED IN A PROFILE?
Describes role
Describes competencies needed in the job at each level (contributing, journey, advanced)
Includes the minimum Training & Education required for the banded class

10. What is a competency?
Competencies are the observable and measurable set of:
skills
knowledge
abilities
key behaviors
...that are necessary to perform the job.

11. Competencies
Contributing - Knowledge, skills, abilities and successful work behaviors that are minimally required for an employee in the band.
Journey - Fully applied body of knowledge, skills, abilities and successful work behavior required for the band.
Advanced - The highest or broadest scope of knowledge, skills, abilities and work behavior required in the band.

12. Role Summary: Licensed Practical Nurse
Participate in nursing assessments
Provide personal care of patients
Take routine vital signs, monitor intake/output, collect specimens, change aseptic dressings, deliver routine respiratory therapy & other treatments, catheter & colostomy care, give routine medications and assist RN or MD as needed
Admit patients and stock supplies
4 Competencies:
Technical Knowledge, Consulting/Advising, Client/Customer Service, Communication
Contributing Journey Advanced
Applies knowledge of
practical nursing, patient
care, screening, treatment,
& basic emergency care
Consult/advise patients &
families on org’s services,
policies & procedures
Guide/counsel staff on
daily routines
Communicate with patients
using layman’s terms
Knows 6 rights to med admin
Understands use, contraindi-
cations & side effects of meds
Obtains vital signs, collects
specimens & conducts sick call
Guides/counsels nursing staff
on patient care
Uses systems approach when
interviewing patient to aid in
describing symptoms & in
discerning situation
Documents subjective & objective
data, action taken & plan of care
Uses specialized med equip
Skilled in responding to high risk
behaviors of suicidal and self-
injurious patient
Effective in overcoming barriers
or techniques used by patient
inhibiting proper communication
Counsels/advises staff on job
performance & conduct
Solves complex issues according
to policies and procedures

13. Role Summary: Professional Nurse
Conducts needs assessments
Develops, implements, & evaluates treatments plans
Provides patient care & education through case management
May supervise staff
6 Competencies: Technical Knowledge, Consulting/Advising, Critical Thinking, Client/Customer Service, Coaching/Mentoring, Communication
Contributing Journey Advanced
Applies nursing principles
for specific area of practice
Guides subordinate staff
on daily routines
Educates patient, family &
staff on disease process,
treatment, & self-care.
Documents subjective &
objective data, action
taken, & plan of care.
Knows Unit Org & applies
SOPs
Leads a team, delegates &
makes assignments
Guides/counsels nursing staff
on patient care
Independently develops,
modifies & implements
nursing plan
Teaches/Precepts nursing
staff thru orientation & on-
the-job training
Instructs/consults nurse &
medical staff on recognized
chronic diseases, treatment, care...
Interprets/adheres to
research study protocols
Evaluate & counsels employees
on performance & conducts
disciplinary actions
Manage complex dilemmas. Antici-
pate, recognize/respond to potent-
ially problematic situations
Skill in dealing w acutely ill

14. Role Summary: Nurse Consultant
Consultative work to public health, utilization review & review of health care delivery systems within areas assigned
May provide technical expertise/guidance in assessing, developing & implementing education & research materials to meet nursing practice needs
6 Competencies: Technical Knowledge, Consulting/Advising, Critical Thinking, Client/Customer Service, Coaching/Mentoring, Communication
Contributing Journey Advanced
Advanced knowledge of fed/state
standards, accrediting & certifying
bodies, guidelines/regulations.
Gen knowledge of state/fed laws,
business/finance/physician services/
pharmacy/diagnostic services/patient
activity programs/sanitation services
Evaluate/counsels emp on perform-
ance & conducts disciplinary actions
Manage complex dilemmas. Antici-
pate, recognize/respond to potent-
ially problematic situations
Communicate w patients/families &
specialty MDs, agencies, vendors &
research sponsors concerning life
threatening diseases.
Basic knowledge of Unit Org,
fed/state standards,
accrediting & certifying
bodies, guidelines &
regulations. Applies SOPs
Applies nursing principles &
techniques for medical,
surgical/mental health prac
Conducts surveys, program
audits, investigation of
complaints
Establish continuing care
referrals
Guides staff on daily routines
In-depth knowledge of disease
process, med term & diagnostic
data. Wkg knowledge of fed/
state standards, accrediting &
certifying bodies, guidelines/
regs & Perf Imp principles.
Leads a team, delegates &
makes assignments
Partners w mgmt & orgs in
planning/scheduling/providing
services.
Teaches/Precepts nursing
staff thru orientation & on-
the-job training

15. Role Summary: Nurse Supervisor
Supervises a component(s) of a nursing program (including research)
Plans, organizes, manages daily operations, QA, HR mgmt functions & staff development
May supervise nursing consultation programs
6 Competencies: Technical Knowledge, Critical Thinking, Client/Customer Service, Consulting/Advising, Communication, Supervision
Contributing Journey Advanced
Mentors new supervisors
Anticipates/recognizes/responds
to potentially problematic situations
Involves emp in strategic planning,
implementation & development
of policies/procedures.
Advises/provides input to mgmt
on strategic plan/policy develop-
ment & global org issues.
Interprets/clarifies info disseminated
from management to subordinates
Mentors/coaches/manages total
nursing staff competencies in multiple
org units
Identifies/addresses quality mon-
itoring & PI issues for multiple units
or region.
Considerable knowledge of
prof nursing theory &
techniques.
General know of local, state &
fed regs governing health care
practices & accrediting bodies’
standards
Implements nursing process
as it relates to patient care,
staff assignment/delegation
w some sup from higher mgmt
Assess emp competencies,
counsel on job perf/conduct,
develop emp improvement plans
Identifies/addresses quality mon-
itoring & PI issues for unit
Wkg know of good supv pract
& skill in supervising others
Independently implements
nursing process as it relates to
patient care, staff assignment/
delegation w some sup fr higher
mgmt
Plans/supports emp in career
development opportunities
Identifies/addresses quality mon-
itoring & PI issues for facility
Writes mgmt reports on unit
operations
Motivates employees/develops
team commitment to meet mgmt
objectives

16. Role Summary: Nurse Practitioner
Provide patient care to include performing assessment, determining diagnosis, developing treatment plans, prescribing medication, engaging in research activities & providing training & education on wide variety of medical conditions under MD supv.
Care is provided in a variety of clinical settings: hospitals, outpatient medical offices, health departments, universities, correctional facilities, etc.
May practice general medicine or specialize in a specific patient care area.
6 Competencies: Technical Knowledge, Critical Thinking, Client/Customer Service, Consulting/Advising, Coaching/Mentoring, Communication
Contributing Journey Advanced
Full knowledge of patient care
practices in 1+ medical special-
ties OR knowledge of working w
special patient populations that
have more complex needs
Manage complex dilemmas
anticipate, recognize, respond
to potentially problematic
situations
Coordinate referrals to specialists
Instruct/answer ?s from health-
care personnel on disease
processes, diagnosis & treatment
Skill in observing behavior &
mannerisms.
Applies basic knowledge of
patient care practices
Independently implement
nursing process to meet
patient needs, diagnosis,
determine best course of
medical treatment
Coordinates referrals to
specialists
Instruct patients/families on
disease process, treatment
& self care
Assist patient in describing
symptoms & discerning situation
using systems approach
Wkg knowledge of patient care
Practices requiring added edu-
cation/experience (eg. adult
care, gerontology, neonatolo-
gy, oncology, pediatrics, psych-
iatry, women’s health)
Team player w multi-disciplinary
healthcare personnel
Advise/educate/precept health
care personnel thru on-the-
job training and orientation
Document subjective &
objective data, action taken,
& plan of care.

17. Role Summary: Nurse Director
Direct, administer & supervise activities of all nursing service in an organization (including consultation organizations).
Complete responsibility for planning, coordinating, implementing & evaluating quality of nursing care delivered through organization.
Usually members of clinical management team
6 Competencies: Technical Knowledge; Critical Thinking; Client/Customer Service; Communication; Supervision; Planning, Organizing & Managing
Contributing Journey Advanced
Considerable knowledge of 1.
professional nursing theory, tech-
niques, practices & procedures 2.
med terminology, disease process
& body systems, current clinical
diagnostic procedures/treatments,
& skills in applying knowledge in a
review; 3. state/fed rules & regs &
accrediting agencies governing
program or facility/agency
Assess/evaluate customer needs &
implement strategies to meet needs
Assess employee competencies,
conduct/participate in PM reviews
Identify/address quality monitoring
& PI issues for program.
Wkg knowledge of 1. admin
nursing theories, models, practices.
2. NC Nurse Practice Act.
Extensive knowledge of state/fed
rules & regs & accrediting agencies
governing nursing
Independently assess, analyze,
plan, direct, implement & evaluate
delivery of nursing services
Write & present mgmt status
reports on operations of facility/
region
Coach/facilitate enhancement of
employee competencies
Identify/address quality monitoring
& PI issues for facility/region
Broad scope of knowledge of: admin
nursing theories, models, practices
needed for orgs/systems w extensive
& complex med missions/services
Wkg knowledge of healthcare admin
concepts & practices & org mgmt
Extensive knowledge of NC Nurse
Practice Act
Visionary & creative thinker. Strategi-
cally plan short & long term objectives
Build loyalty & commitment thruout org
Mentor, coach, manage total nursing
competencies of staff in org/system
Identify/address quality monitoring & PI
issues for nursing service for entire
organization/system.

18. Initial Allocation List
Our team used OSP’s crosswalk to place your positions from their current nurse classifications into the banded nurse classifications as shown in your initial allocation list. Unless a position is currently misclassified (not typical), the crosswalk should be correct.
If you have concerns about an individual position not being representative of its current nurse classification, please explain your concerns in an to & our banding team will review & respond to your concerns.
A copy of your facility’s initial allocation list is located inside the front cover of your notebook.

19. Competency 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

20. Competency Assessment Steps
Gather all necessary documents
Job description Performance Management form
Documentation Reports
Feedback from others
Begin completing the blank Competency Assessment form (one for each employee)*
Cut and paste job description summary
Write 2-3 sentences supporting each example recognized in a competency
Does the employee demonstrate competencies that fall outside the position’s level? Example: Sue Smith, Licensed Practical Nurse, demonstrates skill in dealing w acutely psychotic, suicidal & self-injurious person. Has shown skill in observing suicidal behavior & mannerism and intervening/responding appropriately when assigned to care for 3 suicidal patients over the last 2 months.
This documentation supports an advanced competency.
Review your documentation as it compares to the profile to determine the level of each competency (Remember, an employee may demonstrate both contributing & journey competencies under a competency: Technical Knowledge: no supervisory skills but is journey in applying professional nursing theory & techniques)
Determine an overall rating 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
*form located behind Competency Assessment tab

21. Supervisor 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

22. Focus on the work being performed: Consulting/Advising
Two things to avoid:
Don’t document performance issues in assessment – focus only on ACTUAL SUCCESSFUL DEMONSTRATIONS OF COMPETENCY
Don’t quote the profile to defend level
An example of poor documentation for journey level competency in Consulting/Advising for a Professional Nurse: “Ima provides feedback and advise/counsel to nursing staff on care rendered to patient.”
An example of proper documentation for a journey level competency in Consulting/Advising would be “I have observed Ima’s success when counseling 2 techs on the proper techniques for medicating DD patients with dysphasia. She also demonstrated this competency after developing a care plan, then in-servicing an LPN on how to provide care to a patient with a new portacath.”

23. Aggregate Leveling Form
Employee Name: Ima Sasser Banded title: Professional Nurse
Technical Knowledge
Consulting/ Advising
Critical Thinking
Client/ Customer Service
Coaching/ Mentoring
Communication
Overall
Level
Market Rate
Current Salary J C
$54,800
$47,018
Employee Name: Tammy Table Banded title: Licensed Practical Nurse
Technical Knowledge
Consulting/Advising
Client/Customer Service
Communication
Overall
Level
Market Rate
Current Salary J A
$37,028
$41,569
Employee Name: Charles Dataset Banded title: Nurse Supervisor
Technical Knowledge
Critical Thinking
Client/ Customer Service
Consulting/ Advising
Communication
Supervision
Overall
Level
Market Rate
Current Salary J C
$63,508
$54,055

24. Manager’s Competency Assessment Toolbox Forms
Position Description Form
Request to Post Form
Career Banding Salary Decision Worksheet
Career Banding Pay Dispute Review Process Complaint Filing Form

25. Differences between CA and PM Competency Assessment Performance Management
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
Evaluates employee performance based on goals of work unit
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

26. Making it Easier for You
New shorter Performance Management form/process
Dimensions are no longer listed on form
Key Responsibilities are replaced by Goals and Results
Still an annual process – can be combined with competency assessment cycle
Training to come

27. Fully demonstrates C level competencies Fully demonstrates
DHHS Pay Guidelines
Fully demonstrates
C level competencies
Fully demonstrates
J level competencies
Fully demonstrates
A level competencies
CRR
ARR
min
max
JMR
New hires or employees
who do not possess or
demonstrate all of the
C level competencies
New hires or employees
who demonstrate some of the C level competencies and some of the J level competencies
New hires or employees
who demonstrate some of the J level competencies and some of the A level competencies
Employees who demonstrate
all of the A level competencies
and may be demonstrating
some higher level banded
class competencies

28. Pay Factors:
Financial Resources - the amount of funding that a manager has available when making pay decisions.
Appropriate Market Rate - the market rate applicable to the functional competencies demonstrated by the employee
Internal Pay Alignment - the consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class within a work unit or organization.
Required Competencies - the level of competencies 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, certifications, and licenses
Salary Adjustment Form Handout

29. Career Band Example Professional Nurse Range Handout $54,800
Journey Market Rate
$54,800
$37, $80,000
Minimum Maximum
Contributing Journey Advanced $46, $ 54, $67,404
Range Handout

30. Office of State Personnel Career Banding Policy states:
SALARY DETERMINATION
Office of State Personnel 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.

31. Salary Decision Worksheet
Used 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

32. Career Banding Dispute Process
For career status career banding employees only
Dispute Process for career banding pay decisions only
Definition of a pay decision
Promotion, reassignment, CPA
Not disputable if no funding
Limited funding plan (priority list)

33. Career Banding Dispute Process
Four issues to appeal:
Amount is less than appropriate
Did not get money when pay factors indicate otherwise
Competencies are not evaluated correctly (did not follow process)
Management did not follow limited funding plan priorities

34. Process Steps Employee completes form
Received in HR within 15 days of salary decision
Management must respond within 60 days
Final decision by higher level manager – one level up from direct supervisor or can be a designee in the division

35. Management’s Role
Ensure career banding concept is communicated to employees
Evaluate employee’s initial competency level for career band placement
Evaluate competencies at annual performance reviews (optional)
Manage pay to the market rates

36. Management’s Role (cont’d.)
Provide detailed documentation for band/level placement and salary adjustments.
Establish career development plans and coaching to enhance an employee’s contribution to the organization’s success.
Use new processes for establishing positions, filling positions, reclassifying positions, and compensating employees.
Apply pay factors equitably.

37. HR’s Role Provide initial and continued training to managers.
Consult with managers.
Ensure managers are held accountable.
Monitor/audit actions taken.
Evaluate Band Ranges.
Conduct Program assessment/evaluation.

38. Employee’s Role Take responsibility for career development.
Participate in competency assessment and career development plans.
Develop competencies and skills that are valued by the organization.
Contribute to the accomplishment of the organization’s mission/goals through continued demonstration of competencies.
Follow dispute review process if applicable.

39. Checks and Balances OSP Audit DHHS Monitoring
Delegation of Authority – DHHS and local
EEO Review

40. Where do we go from here?
When you leave here, managers will share career banding information with their supervisors & employees
Managers/DONs provide examples of contributing/journey/advanced level to Banding Team by Sept 30th
Training on Competency Assessments for DONs (using DONs’/Managers’ examples) in early October 2008
Train Managers and Nurse Supervisors on CA in late October 2008
DONs/Managers conduct/oversee Competency Assessments in November 2008
Copy documents to keep and send originals to your facility’s/ division’s HR manager by 12/10/08
You will receive notification from your HR managers when actions are approved
DONs/Managers communicate final results to employees
Additional Recruitment, Performance Management training, etc – To Be Announced

41. Resources DHHS Banding Website: DHHS Brochure (linked on website)
DHHS Brochure (linked on website)
Banding Team:
Ken Lafone, Caswell Center
Mary Laforgia, Central Regional Hospital
Danny Stutzman, ADACT Greenville
Tracie Wilson, O’Berry Neuro-Medical Treatment Center
Mike Zeinstra, DHHS - Central Human Resources
Belinda Spinelli, DHHS – Central Human Resources
Glenda Potts, O’Berry Neuro-Medical Treatment Center
Phone (919) or