What is Career Banding? A new human resources systems that affects the way we classify jobs hire people pay employees promote employees evaluate employees provide career development opportunities for our employees Wider pay ranges
Why are we banding? Move toward pay based on current market rates Emphasizes commitment to individual growth and career progress Gives managers more flexibility in setting pay and granting promotions Current system outdated and cumbersome (6000+ classification titles; 47 salary grades) Reduces the number of job classes and titles in state government Directed by OSP as a statewide change
Benefits of Banding Benefits of Banding Pay based on competency level and labor market information Encourages employees to develop skills for career development and organizational success based on organizational needs Greater involvement by management in pay decisions (Initial phase will be cost neutral) Simplifies the administrative processes
Statewide Job Family Structure 1. Administrative and Managerial 2. Engineering and Architecture 3. Environment, Natural Resources and Scientific 4. Human Services 5. Information and Education 6. Information Technology 7. Institutional Services 8. Law Enforcement and Public Safety 9. Medical and Health 10. Operations and Skilled Trades
Branches in the Engineering and Architectural Job Family Architect Branch Landscape Architect Branch Engineering Assistant Branch Engineering/Architectural Technician Branch Engineer Branch Engineering/Architectural Supervisor Branch Engineering Director Branch Facility Planner Branch Geologist/Hydrogeologist Engineering/Architectural Manager Branch
Who Develops the Banded Classes? 1. Initiated by the Office of State Personnel (OSP) 2. Transition teams with occupational knowledge provide assistance 3. DHHS adapts each banded job family for Departmental use
Includes Ten (10) Branches Architect Landscape Architect Engineering Assistant Engineering/Architectural Technician Engineer Engineering/Architectural Supervisor Engineering/Architectural Manager Engineering Director Facility Planner Geologist/Hydrogeologist
Engineering Band – Engineer Responsible primarily for consultation, investigation, evaluation and planning, design, design review and approval, and/or determination of environmental and safety impacts of work processes and products (buildings, utilities, systems, sites, mapping, or infrastructures, and providing project management oversight. Building Systems Engineers I,II,III Facility Mechanical Engineer II Rehabilitation Engineer
Engineering Band - Architect Positions plan, design, manage, and review construction, development, or manipulation of the physical environment for practical, esthetic, religious, or creative objectives, such as university facilities, office buildings, theaters, industrial facilities, landscaping, and/or other physical property. Facility Architect II
Engineering Band – Engineering/Architectural Supervisor Supervises a component or multiple components of an engineering or architect program. Assist program leadership with administrative duties such as planning, organizing, and managing daily operations, quality assurance, human resource management functions, and staff development Building Systems Engineer III Facility Architectural Supervisor II
Engineering Band Engineering/Architectural Manager Manages an engineering or architect program. Performs administrative duties such as planning, organizing and managing daily operations, ensuring quality assurance, managing human resource management functions, and staff development. Facility Maintenance Director I Approx. 82 employees
Engineering Band- Engineering/Architectural Director Manage and direct an engineering program for an agency or university of considerable scope and complexity. Oversee all engineering and related services provided by staff and assist top management with budget and strategic planning, organizing business functions quality assurance, and defending the agency or university budget and plans before the legislature and/or governing body. Facility Engineering Director II (Lic)
Engineering Band Engineering Technician Perform technical duties supporting engineers and other professionals in areas such as construction, materials testing, design, surveys, and/or program/regulatory compliance Facility Engineering Specialist Construction and Renovation Design Tech I and IIs:
Engineering Banded Class Competency Profiles Based on statewide focus group feedback Modified to fit DHHS Describes roles Describes competencies needed in the job Includes the Minimum Training and Education required for the banded class
New Terms & New Processes Crosswalk-Title changing or “cross walking” existing positions into the new career banded classification system Position Competency Assignments
What are Competencies? Competencies are the observable and measurable set of: skills knowledge abilities key behaviors that are necessary to perform the job
Levels 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
Pay Band Example Minimum of Band Contributing Reference Rate Journey Reference Rate Advanced Reference Rate Maximum of Band (individual market rates for each level)
Career Band Example Journey Market Rate $44,083 $ 27,384 $68,613 Minimum Maximum Employees progress through the range Contributing Journey Advanced $35,840 $44,083 $56,752 Engineer Technician
Setting Competency-Based Pay Complete the competency assessment form for: New hires Changes of band or level/initial implementation Evaluate pay factors Determine Salary Document decision making process and complete forms
Complete Competency Assessment Use the applicable Competency Profile to identify key individual competencies Assess & document individual competencies at Contributing, Journey, or Advanced (C, J, A) Determine overall competency level at Contributing, Journey, or Advanced (C, J, A)
Examples of Engineering Technician Competency Profile Level Concepts CONTRIBUTINGJOURNEYADVANCED Entry level duties General Knowledge Routine Assignments Work subject to review Independently performs moderately complex duties Working Knowledge Work is less subject to review Independently performs complex duties Advanced knowledge Very limited review of work
Evaluate Pay Factors F inancial Resources The amount of funding that a manager has available when making pay decisions. A ppropriate Market Rate The market rate applicable to the competencies demonstrated by the employee. I nternal 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. R equired 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
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.
Competency Pay Factor - Example #1 Competency #1 X Competency #2 Competency #3 Competency #4 Overall Competency Contributing Journey Advanced X X X Min Max Contributing Reference Rate Journey Reference Rate Advanced Reference Rate X
Competency Pay Factor - Example #2 Competency #1 X Competency #2 Competency #3 Competency #4 Contributing Journey Advanced X X X X Min Max Contributing Reference Rate Journey Reference Rate Advanced Reference Rate Overall Competency
Competency Pay Factor - Example #3 Competency #1 X Competency #2 Competency #3 Competency #4 Contributing Journey Advanced X X X X Min Max Contributing Reference Rate Journey Reference Rate Advanced Reference Rate Overall Competency
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
Management’s Role Ensure career banding concept is communicated to employees Provide staff time for training and to serve on focus groups Evaluate position’s competency level and employee’s initial competency level for career band placement Evaluate employee competencies at least every three (3) years Manage pay to the market rates
Management’s Role (cont’d) Provide detailed documentation for band/level placement and salary adjustments, Establish career development plans and coaching that should enhance an employee’s contribution to the organization’s success. Use new processes for establishing positions, filing positions, reclassifying positions, and compensating employees. Apply pay factors equitably.
Human Resources’ 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.
Employee’s Role Take responsibility for career development Participate in work planning/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.
Dispute Review Process Allows employees to have salary adjustment decisions reconsidered by a source beyond the decision-maker. Procedures are found on the HR website Career Banding Guide. Salary decisions based on unavailability of funding are not eligible for consideration under the dispute resolution process.
Where do we go from here? DHHS Engineering Career Banding Project Team Members include: Marilyn Long - Division of Vocational Rehabilitation HR Phil Harker – HR Central Debbie Souza - Division of Health Service Regulation HR
Web Resources DHHS Human Resources http://www.dhhs.state.nc.us/humanresources/banding OSP Career Banding http://www.osp.state.nc.us/CareerBanding/career-banding.htm Competency Profiles http://www.osp.state.nc.us/CareerBanding/specs%20profiles%20c rosswalks/Profiles/profiles.htm