2Objectives Understand the basic structure of career banding Understand the new competency profiles for nursing classificationsUnderstand how to assess an employeeUnderstand the difference between Competency Assessment and Performance ManagementUnderstand how pay is administered in career bandingUnderstand the roll over process
3What is career banding?A new human resources system that affects the way weclassify jobshire peoplepay employeespromote employeesevaluate employeesprovide career development opportunitiesfor our employees
4Why are we banding? Directed by OSP as a statewide change Reduces the number of job classes and titles in state governmentCurrent system outdated and cumbersome6000+ classification titles47 salary gradesMove toward pay based on current market ratesGives managers more flexibility in setting pay and granting promotionsEmphasizes commitment to individual growth & career progress based on unit/facility/org needs
5Statewide Job Family Structure Administrative and ManagerialInformation TechnologyLaw Enforcement and Public SafetyInformation and EducationHuman ServicesMedical and HealthInstitutional ServicesOperations and Skilled TradesEngineering and ArchitectureNatural Resources and Scientific
6Some Branches in the Medical and Health Family DentalNursingPharmacyMedical LaboratoryTechnician Services
8Nursing Branch Crosswalk Shows which existing classifications were collapsed into the new banded class*Total of 72 classes collapsed into 57 collapsed for the Licensed Practical Nurse21 collapsed for the Professional Nurse14 collapsed for the Nurse Consultant17 collapsed for the Nurse Supervisor13 collapsed for the Nurse DirectorOSP created a Nurse Practitioner ClassTo recognize licensure & market rate differences* Crosswalk printout found inside front binder
9Nursing 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 roleDescribes competencies needed in the job at each level (contributing, journey, advanced)Includes the minimum Training & Education required for the banded class
10What is a competency?Competencies are the observable and measurable set of:skillsknowledgeabilitieskey behaviors...that are necessary to perform the job.
11CompetenciesContributing - 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.
12Role Summary: Licensed Practical Nurse Participate in nursing assessmentsProvide personal care of patientsTake 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 neededAdmit patients and stock supplies4 Competencies:Technical Knowledge, Consulting/Advising, Client/Customer Service, CommunicationContributing Journey AdvancedApplies knowledge ofpractical nursing, patientcare, screening, treatment,& basic emergency careConsult/advise patients &families on org’s services,policies & proceduresGuide/counsel staff ondaily routinesCommunicate with patientsusing layman’s termsKnows 6 rights to med adminUnderstands use, contraindi-cations & side effects of medsObtains vital signs, collectsspecimens & conducts sick callGuides/counsels nursing staffon patient careUses systems approach wheninterviewing patient to aid indescribing symptoms & indiscerning situationDocuments subjective & objectivedata, action taken & plan of careUses specialized med equipSkilled in responding to high riskbehaviors of suicidal and self-injurious patientEffective in overcoming barriersor techniques used by patientinhibiting proper communicationCounsels/advises staff on jobperformance & conductSolves complex issues accordingto policies and procedures
13Role Summary: Professional Nurse Conducts needs assessmentsDevelops, implements, & evaluates treatments plansProvides patient care & education through case managementMay supervise staff6 Competencies: Technical Knowledge, Consulting/Advising, Critical Thinking, Client/Customer Service, Coaching/Mentoring, CommunicationContributing Journey AdvancedApplies nursing principlesfor specific area of practiceGuides subordinate staffon daily routinesEducates patient, family &staff on disease process,treatment, & self-care.Documents subjective &objective data, actiontaken, & plan of care.Knows Unit Org & appliesSOPsLeads a team, delegates &makes assignmentsGuides/counsels nursing staffon patient careIndependently develops,modifies & implementsnursing planTeaches/Precepts nursingstaff thru orientation & on-the-job trainingInstructs/consults nurse &medical staff on recognizedchronic diseases, treatment, care...Interprets/adheres toresearch study protocolsEvaluate & counsels employeeson performance & conductsdisciplinary actionsManage complex dilemmas. Antici-pate, recognize/respond to potent-ially problematic situationsSkill in dealing w acutely ill
14Role Summary: Nurse Consultant Consultative work to public health, utilization review & review of health care delivery systems within areas assignedMay provide technical expertise/guidance in assessing, developing & implementing education & research materials to meet nursing practice needs6 Competencies: Technical Knowledge, Consulting/Advising, Critical Thinking, Client/Customer Service, Coaching/Mentoring, CommunicationContributing Journey AdvancedAdvanced knowledge of fed/statestandards, accrediting & certifyingbodies, guidelines/regulations.Gen knowledge of state/fed laws,business/finance/physician services/pharmacy/diagnostic services/patientactivity programs/sanitation servicesEvaluate/counsels emp on perform-ance & conducts disciplinary actionsManage complex dilemmas. Antici-pate, recognize/respond to potent-ially problematic situationsCommunicate w patients/families &specialty MDs, agencies, vendors &research sponsors concerning lifethreatening diseases.Basic knowledge of Unit Org,fed/state standards,accrediting & certifyingbodies, guidelines ®ulations. Applies SOPsApplies nursing principles &techniques for medical,surgical/mental health pracConducts surveys, programaudits, investigation ofcomplaintsEstablish continuing carereferralsGuides staff on daily routinesIn-depth knowledge of diseaseprocess, med term & diagnosticdata. Wkg knowledge of fed/state standards, accrediting &certifying bodies, guidelines/regs & Perf Imp principles.Leads a team, delegates &makes assignmentsPartners w mgmt & orgs inplanning/scheduling/providingservices.Teaches/Precepts nursingstaff thru orientation & on-the-job training
15Role Summary: Nurse Supervisor Supervises a component(s) of a nursing program (including research)Plans, organizes, manages daily operations, QA, HR mgmt functions & staff developmentMay supervise nursing consultation programs6 Competencies: Technical Knowledge, Critical Thinking, Client/Customer Service, Consulting/Advising, Communication, SupervisionContributing Journey AdvancedMentors new supervisorsAnticipates/recognizes/respondsto potentially problematic situationsInvolves emp in strategic planning,implementation & developmentof policies/procedures.Advises/provides input to mgmton strategic plan/policy develop-ment & global org issues.Interprets/clarifies info disseminatedfrom management to subordinatesMentors/coaches/manages totalnursing staff competencies in multipleorg unitsIdentifies/addresses quality mon-itoring & PI issues for multiple unitsor region.Considerable knowledge ofprof nursing theory &techniques.General know of local, state &fed regs governing health carepractices & accrediting bodies’standardsImplements nursing processas it relates to patient care,staff assignment/delegationw some sup from higher mgmtAssess emp competencies,counsel on job perf/conduct,develop emp improvement plansIdentifies/addresses quality mon-itoring & PI issues for unitWkg know of good supv pract& skill in supervising othersIndependently implementsnursing process as it relates topatient care, staff assignment/delegation w some sup fr highermgmtPlans/supports emp in careerdevelopment opportunitiesIdentifies/addresses quality mon-itoring & PI issues for facilityWrites mgmt reports on unitoperationsMotivates employees/developsteam commitment to meet mgmtobjectives
16Role 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, CommunicationContributing Journey AdvancedFull knowledge of patient carepractices in 1+ medical special-ties OR knowledge of working wspecial patient populations thathave more complex needsManage complex dilemmasanticipate, recognize, respondto potentially problematicsituationsCoordinate referrals to specialistsInstruct/answer ?s from health-care personnel on diseaseprocesses, diagnosis & treatmentSkill in observing behavior &mannerisms.Applies basic knowledge ofpatient care practicesIndependently implementnursing process to meetpatient needs, diagnosis,determine best course ofmedical treatmentCoordinates referrals tospecialistsInstruct patients/families ondisease process, treatment& self careAssist patient in describingsymptoms & discerning situationusing systems approachWkg knowledge of patient carePractices requiring added edu-cation/experience (eg. adultcare, gerontology, neonatolo-gy, oncology, pediatrics, psych-iatry, women’s health)Team player w multi-disciplinaryhealthcare personnelAdvise/educate/precept healthcare personnel thru on-the-job training and orientationDocument subjective &objective data, action taken,& plan of care.
17Role 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 team6 Competencies: Technical Knowledge; Critical Thinking; Client/Customer Service; Communication; Supervision; Planning, Organizing & ManagingContributing Journey AdvancedConsiderable knowledge of 1.professional nursing theory, tech-niques, practices & procedures 2.med terminology, disease process& body systems, current clinicaldiagnostic procedures/treatments,& skills in applying knowledge in areview; 3. state/fed rules & regs &accrediting agencies governingprogram or facility/agencyAssess/evaluate customer needs &implement strategies to meet needsAssess employee competencies,conduct/participate in PM reviewsIdentify/address quality monitoring& PI issues for program.Wkg knowledge of 1. adminnursing theories, models, practices.2. NC Nurse Practice Act.Extensive knowledge of state/fedrules & regs & accrediting agenciesgoverning nursingIndependently assess, analyze,plan, direct, implement & evaluatedelivery of nursing servicesWrite & present mgmt statusreports on operations of facility/regionCoach/facilitate enhancement ofemployee competenciesIdentify/address quality monitoring& PI issues for facility/regionBroad scope of knowledge of: adminnursing theories, models, practicesneeded for orgs/systems w extensive& complex med missions/servicesWkg knowledge of healthcare adminconcepts & practices & org mgmtExtensive knowledge of NC NursePractice ActVisionary & creative thinker. Strategi-cally plan short & long term objectivesBuild loyalty & commitment thruout orgMentor, coach, manage total nursingcompetencies of staff in org/systemIdentify/address quality monitoring & PIissues for nursing service for entireorganization/system.
18Initial 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.
19Competency Assessment The process used to determine an employee’s level (C,J,A) in career bandingCompares the banded class profile to the work demonstrated by the employeeCompetency level rating (C,J,A) is provided for each competency in the profileAn overall level of C, J or A is then determined based on the summary of all the individual competency ratings
20Competency Assessment Steps Gather all necessary documentsJob description Performance Management formDocumentation ReportsFeedback from othersBegin completing the blank Competency Assessment form (one for each employee)*Cut and paste job description summaryWrite 2-3 sentences supporting each example recognized in a competencyDoes 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 discussionRecord the ratings on the Aggregate Leveling Form for your work unit*form located behind Competency Assessment tab
21Supervisor TipsCollect data throughout the year to avoid last minute recency effectEnsure that job descriptions are currentKeep files on employees to collect dataPut responsibility on employee to provide work examples related to competenciesUse work examples not personal characteristics when completing the assessment
22Focus 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 COMPETENCYDon’t quote the profile to defend levelAn 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.”
24Manager’s Competency Assessment Toolbox Forms Position Description FormRequest to Post FormCareer Banding Salary Decision WorksheetCareer Banding Pay Dispute Review Process Complaint Filing Form
25Differences between CA and PM Competency Assessment Performance Management Assesses level of work being demonstrated by the employeeUses the banded class profile as a foundationCompleted at rolloverCompleted thereafter when changes occur (should be completed at least every 3 years)Uses CB dispute policyAs competencies are developed, pay can be awardedIncludes career development discussionEvaluates employee performance based on goals of work unitUses the vision, mission and goals of the work unit as foundationCompleted annuallyUses PM Grievance policyPay may be awarded if funded by legislatureIncludes Performance Improvement Plan if needed
26Making it Easier for You New shorter Performance Management form/processDimensions are no longer listed on formKey Responsibilities are replaced by Goals and ResultsStill an annual process – can be combined with competency assessment cycleTraining to come
27Fully demonstrates C level competencies Fully demonstrates DHHS Pay GuidelinesFully demonstratesC level competenciesFully demonstratesJ level competenciesFully demonstratesA level competenciesCRRARRminmaxJMRNew hires or employeeswho do not possess ordemonstrate all of theC level competenciesNew hires or employeeswho demonstrate some of the C level competencies and some of the J level competenciesNew hires or employeeswho demonstrate some of the J level competencies and some of the A level competenciesEmployees who demonstrateall of the A level competenciesand may be demonstratingsome higher level bandedclass competencies
28Pay 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 employeeInternal 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 classKnowledge, skills, abilities and behaviorsRelated education and experienceDuties and responsibilitiesTraining, certifications, and licensesSalary Adjustment Form Handout
29Career Band Example Professional Nurse Range Handout $54,800 Journey Market Rate$54,800$37, $80,000Minimum MaximumContributing Journey Advanced $46, $ 54, $67,404Range Handout
30Office of State Personnel Career Banding Policy states: SALARY DETERMINATIONOffice 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.
31Salary Decision Worksheet Used to document pay decisionsNew HirePromotionDemotionGrade-Band TransferProbationary to PermanentReassignmentHorizontal TransferCompetency IncreaseRetentionLabor MarketCompetency Level ChangeCompleted by the manager and sent to HR
32Career Banding Dispute Process For career status career banding employees onlyDispute Process for career banding pay decisions onlyDefinition of a pay decisionPromotion, reassignment, CPANot disputable if no fundingLimited funding plan (priority list)
33Career Banding Dispute Process Four issues to appeal:Amount is less than appropriateDid not get money when pay factors indicate otherwiseCompetencies are not evaluated correctly (did not follow process)Management did not follow limited funding plan priorities
34Process Steps Employee completes form Received in HR within 15 days of salary decisionManagement must respond within 60 daysFinal decision by higher level manager – one level up from direct supervisor or can be a designee in the division
35Management’s RoleEnsure career banding concept is communicated to employeesEvaluate employee’s initial competency level for career band placementEvaluate competencies at annual performance reviews (optional)Manage pay to the market rates
36Management’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.
37HR’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.
38Employee’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.
39Checks and Balances OSP Audit DHHS Monitoring Delegation of Authority – DHHS and localEEO Review
40Where do we go from here?When you leave here, managers will share career banding information with their supervisors & employeesManagers/DONs provide examples of contributing/journey/advanced level to Banding Team by Sept 30thTraining on Competency Assessments for DONs (using DONs’/Managers’ examples) in early October 2008Train Managers and Nurse Supervisors on CA in late October 2008DONs/Managers conduct/oversee Competency Assessments in November 2008Copy documents to keep and send originals to your facility’s/ division’s HR manager by 12/10/08You will receive notification from your HR managers when actions are approvedDONs/Managers communicate final results to employeesAdditional Recruitment, Performance Management training, etc – To Be Announced
41Resources DHHS Banding Website: DHHS Brochure (linked on website) DHHS Brochure (linked on website)Banding Team:Ken Lafone, Caswell CenterMary Laforgia, Central Regional HospitalDanny Stutzman, ADACT GreenvilleTracie Wilson, O’Berry Neuro-Medical Treatment CenterMike Zeinstra, DHHS - Central Human ResourcesBelinda Spinelli, DHHS – Central Human ResourcesGlenda Potts, O’Berry Neuro-Medical Treatment CenterPhone (919) or