1. Competency Assessment Training
Career Banding
Competency Assessment Training

2. Activity to Date
OSP developed state specifications and competency profiles for each banded title using statewide focus group.
Employees attended information session on career banding.
DHHS modified the competency profiles.
OSP developed the crosswalk for titles.
Management was notified of CB titles.
585 positions had new Fiscal titles implemented as of 02/01/09.
93 positions had new Engineer/Architect titles implemented as of 01/01/09.

3. Objectives
Introduction of new competency profiles for engineering and 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

4. Financial Banded Class Titles used by DHHS
Accounting
Auditing
Budgeting
Business Management
Business Systems
Financial Analysis
Fiscal Executive

5. Engineering Banded Class Titles used by DHHS
Architect
Engineering/Architectural Technician
Engineer
Engineering/Architectural Supervisor
Engineering/Architectural Manager
Engineering/Architectural Director

6. Competency Profiles Competency Profile developed for each banded class
Modified to fit DHHS
Describes roles
Describes competencies needed in the job
Includes the minimum Training & Education required for the banded class

7. What are Competencies? Competencies are the observable and measurable:
skills
knowledge
abilities
key behaviors
that are necessary to perform the job.

8. Position Competency Level
Contributing Level: Role is seen as less complex or requiring lower level competencies to perform day-to-day activities (in relationship to others in the same band);
Journey Level: Role is seen as moderately complex and requires a fully applied body of knowledge to perform day-to-day activities (in relationship to others in the same band).
Advanced Level: Role is seen as most complex and broad in scope; it requires the utilization of the highest level of KSA’s in the day-to-day activities (in relationship to others in the same band).

9. Employee Competency Level
Contributing: Demonstration of KSA’s and behaviors that are minimally required for the band; the needs of the position/organization impact the role/level.
Journey: Demonstration of fully applied KSA’s and behaviors that are required for an employee in the band; the needs of the position/organization impact the role.
Advanced: Demonstration of the highest or broadest scope of KSA’s and required in the band; the needs of the position/organization impact the role.

10. Competency Levels: Business Officer
Contributing Journey Advanced
Employees at this level are business officer professionals who apply a comprehensive knowledge of accounting, budget and business practices for a multifaceted organization with unique and specialized activities and services. Employees also oversee activities that impact and interface with other functional areas.
Employees at this level are business officer professionals who apply well-defined accounting, budget and business practices to address the business needs of an organization with consistent funding sources for several functional activities or services.
Employees at this level are business officer professionals who apply a broad knowledge of accounting, budget and business practices for an organization with dynamic funding sources and a variety of functional activities, programs, and/or services.

11. Competency Levels: Accounting Technician
Contributing Journey Advanced
Positions at this level 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. Positions independently analyze work for accuracy and problem-solve issues. They test new processes and coordinate and implement system changes. They interpret policies, rules, and regulations and may reverse and/or correct errors. Positions at this level supervise technical and support staff.
Positions at this level perform entry level technical accounting duties involving the maintenance and reporting of routine financial accounting data following standardized methods and procedures. Work involves double entry accounting work, including posting to account ledgers; reconciling accounts; verifying entries; maintaining and controlling general ledger accounts, reports, registers, and statements; and using spreadsheets and formulas. Most work is subject to review by a higher-level supervisor.
Positions at this level perform technical accounting duties involving the maintenance and reporting of financial accounting data. Work involves double entry accounting, (post to account ledgers; reconcile accounts; verify entries; maintain/control general ledger accounts, reports, registers, and statements); and working with financial accounts of moderate variety and complexity. Positions provide account guidance to others and ensure integrity of functions. They interpret policies, rules and regulations and they may reverse and/or correct errors. Work requires considerable knowledge of work unit practices and procedures. Positions at this level may supervise support staff.

12. Competency Levels: Engineer
Contributing Journey Advanced
Engineering work of a high-degree of complexity. May supervise or serve as a technical expert in the area of assignment. Independently plan and manage large, complex projects and programs. Assures standards for quality and quantity are met. Review/approve work, budget, schedules. Represents the agency as an expert.
Engineering work of limited to moderate complexity. Review, evaluate, prepare plans, specifications, calculations, and other engineering documents. Analyze or design less complex projects; conduct inspections, audits, investigations. Provide consultation, technical assistance.
Engineering work of moderate to high-degree of complexity. Analyze, design, design review & approval, determination of environmental and safety impacts. Project management oversight. Assignments lack precedent; more technically complex. Independently perform duties including consultation, technical assistance, and negotiation.

13. Competency Levels: Engineering Technician
Contributing Journey Advanced
Performs complex technical duties in one or more major areas of a program supporting engineers and other professionals. Implements activities either independently or through the coordination of work efforts of other employees. Reviews completed tasks and overall accomplishments for accuracy. Requires advanced knowledge of compliance and/or regulatory standards. May serve as a supervisor/technical resource to lower level staff. Work is subject to review by higher-level professional staff.
Performs entry-level technical duties in one or more major areas of a program supporting engineers and other professionals. May require general knowledge of compliance and/or regulatory standards. Assignments at this level are routine in nature and follow established guidelines and procedures. Work is subject to review by higher-level technical and professional staff.
Performs moderately complex technical duties in one or more major areas of a program supporting engineers and other professionals. May require a working knowledge of compliance and/or regulatory standards. Assignments at this level may vary from established guidelines and procedures. Work is subject to review by higher-level technical and professional staff..

14. Now What?
“Classifying and leveling the job is one thing, but how do I determine the level of my employees?”

15. Competency Assessment
Process used to determine an employee’s competency level in career banding
Compares the work demonstrated by the employee to the banded class profile
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

16. Competencies Business Officer Engineer Business Administration
Financial Management
Human Resources Management
Info Analysis & Decision Making
Decision Making
Communication
Engineer
Professional Knowledge
Program/Project Management
Engineering Review, Decision Making & Analysis
Communication
Engineering Design & Analysis
Leadership

17. Competency Assessment Steps
Gather all necessary documents
Job description
PM form
Documentation
Reports
Feedback from others
Complete a competency assessment for each employee in the new banded title using the CA form
Cut and paste job description summary
Write 2-3 sentences for each competency

18. Competency Assessment Steps (cont’d)
Determine the level of each competency by comparing your sentences to the profile.
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.

19. Assess Individual Competencies: Business Officer
Competency
Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment
Initial Level
Contributing 
Journey X
Advanced 
Contributing X
Journey 
Advanced X
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.
Business Administration
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.
Financial Management
Able to convey and prepare written budget reports containing factual information, general guidelines and standard procedures. Responds to routine and non-routine inquiries.
Communication
Analyzes budget and independently makes decisions about budget issues. Delegated authority to approve or deny requests for funding.
Information Analysis
and Decision Making

20. Assess Individual Competencies: Engineering Technician
Competency
Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment
Initial Level
Contributing 
Journey X
Advanced 
Contributing X
Journey 
Independently prepares and updates engineering drawings of current building(s) and proposed renovations and upgrades. Attended classes in CAD 123 and is using this software to accomplish drawings. Assisted Facility Maintenance Manager in determining locations of water lines and updated drawings accordingly.
Technical Knowledge
Has thorough knowledge and understanding of NCBC and DHSR Licensure regulations. Accompanies DHSR engineers (and/or Building Inspector) during all inspections. Notes all problems; addresses with manager.
Inspections
Able to convey and prepare written reports containing factual information, general guidelines and standard procedures. Responds to routine and non-routine inquiries.
Communication
N/A
Leadership

21. Exercise
Use the sample competency assessment form John Cash or Eli Browne
Compare competency statements provided to profile
Award rating for individual competencies
Comments or Questions?

22. Determine 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.
Example: 1 – C, 2 – J, 1 - A
Overall rating: Journey
Determine the overall rating for Cash/Browne.

23. Overall Level C J=not valid A= not valid J A Position Level
Contributing C
J=not valid
A= not valid
Journey J
Advanced A
Note: 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.

24. Supervisor Tips Collect data throughout the year
Ensure that job descriptions are current
Encourage 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

25. Focus on the work being performed! Competency: Analytical Thinking
Not:
“John is a smart person and a critical thinker. He comes to work everyday and is never late.”
But:
“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.”

26. Writing Competency Assessments Exercise
Read the training scenarios for Connie Contracts or Steve Builder
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

27. Resources for Managers
Supervisor’s Guide for Competency Assessment
Discussion Planner
Competency Assessment Forms (blank and by banded title)
FAQ’s
Aggregate leveling form (blank)
Employee Fact Sheet for Competency Assessment
Web resources

28. Differences between CA and PM
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 .

29. Making It Easier for You
New shorter PM form/process
Dimensions are no longer on PM
KRRs are replaced by goals and results
PM Training at a later date
PM is an annual process – can be combined with competency assessment cycle

30. Salary Administration & Pay Guidelines for Banded Positions

31. OSP 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.

32. DHHS Pay Guidelines Fully demonstrates C level competencies
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

33. 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 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 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

34. Compensation
Managers 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.

35. Competency Pay Factor - Example #1
Contributing
Journey
Advanced X
Competency #1 X
Competency #2 X
Competency #3 X x
Competency #4 X
Overall Competency
Max
Min
Contributing Reference Rate
Journey Market Rate
Advanced Reference Rate

36. Competency Pay Factor - Example #2
Contributing
Journey
Advanced
Competency #1 X
Competency #2 X
Competency #3 X
Competency #4 X
Overall Competency X
Max
Min
Contributing Reference Rate
Journey Market Rate
Advanced Reference Rate

37. Competency Pay Factor - Example #3
Contributing
Journey
Advanced
Competency #1 X
Competency #2 X
Competency #3 X
Competency #4 X
Overall Competency X
Max
Min
Contributing Reference Rate
Journey Market Rate
Advanced Reference Rate

38. Aggregate Leveling Form
Sample:
Aggregate Leveling Form
Employee Name: Connie Contracts Banded title: Business Officer
Communication
Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
Overall
Level
Market Rate
Current Salary J C
$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
$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 J
$79,874
$67,980

39. Aggregate Leveling Form Exercise
Exercise: Short, Baird, Dunham (Eng)
Exercise: Business, Controller, Dataset (Fiscal)
Determine the overall level for each employee considering the competency levels provided.
Determine the appropriate salary for each employee.
Discuss in your group.

40. Engineer CRR ARR min max JMR $41,532 $52,102 $85,657 $108,999 $62,523
DHHS Pay Band Placement Guidelines
Engineer
Fully demonstrates
C level competencies
Fully demonstrates
J level competencies
Fully demonstrates
A level competencies
CRR
ARR
min
max
JMR
$41,532
$52,102
$85,657
$108,999
$62,523
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 perform some higher level
banded class competencies
Using the market rate and overall competency level for these three employees, determine where in the band you would set salary.
Vickie Short
Dennis
Baird
John
Dunham

41. Aggregate Leveling Form Exercise
Engineer
Employee Name: Short, Vickie Banded title: Engineer
Professional
Knowledge
Program-Project management
Eng. Review, Decision Making & Analyst
Communication
Engineering Design & Analysis
Leadership
Overall
Level
Market Rate
Current
Salary A J
Employee Name: Baird, Dennis Banded title: Engineer
Professional
Knowledge
Program-Project management
Eng. Review, Decision Making & Analyst
Communication
Engineering Design & Analysis
Leadership
Overall
Level
Market Rate
Current Salary A J
Employee Name: Dunham, John Banded title: Engineer
Professional
Knowledge
Program-Project management
Eng. Review, Decision Making & Analyst
Communication
Engineering Design & Analysis
Leadership
Overall
Level
Market Rate
Current
Salary A J

42. Business Officer CRR ARR min max JMR $37,300 $48,650 $79,874 $99,409
DHHS Pay Band Placement Guidelines
Business Officer
Fully demonstrates
C level competencies
Fully demonstrates
J level competencies
Fully demonstrates
A level competencies
CRR
ARR
min
max
JMR
$37,300
$48,650
$79,874
$99,409
$60,000
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 perform some higher level
banded class competencies
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.
Bobby Business
Carol
Controller
Freddy
Fiscal

43. Aggregate Leveling Form Exercise: Fiscal
Employee Name: Bobby Business Banded title: Business Officer
Business
Administration
Financial
Management
Information Analysis and Decision Making
Communication
Human Resource Management
Overall
Level
Market Rate
Salary A J 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 C
Market Rates for Business Officer on previous slide.
Determine Overall Level, Identify Market Rate; Propose Salary
Chart out answers from tables on flip chart.
Employee 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 J

44. Internal 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

45. 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

47. Salary Decision Worksheet Exercise
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 closer to the appropriate journey market rate of $37,200. Her current salary is $35,000. She has all Journey-level competencies.
Work in small groups
Report back to the full group.

48. Dispute Review Process
For career status career banded employees only
Dispute process for career banding pay decisions only
Definition of a pay decision is promotion, reassignment, and career progression adjustment
Not disputable if no funding
Limited funding plan (priority list).

49. Timeframes
Competency Assessments due to local HR Office by April 30, 2009
Completed, signed off by management and discussed with employee

50. Web Resources DHHS Human Resources OSP Career Banding
OSP Career Banding
Competency Profiles

51. Questions?