Presentation is loading. Please wait.

Presentation is loading. Please wait.

Career Banding Training for Nursing. Objectives Understand the basic structure of career banding Understand the basic structure of career banding Understand.

Similar presentations


Presentation on theme: "Career Banding Training for Nursing. Objectives Understand the basic structure of career banding Understand the basic structure of career banding Understand."— Presentation transcript:

1 Career Banding Training for Nursing

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

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

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classes and titles in state government Reduces the number of job classes and titles in state government Current system outdated and cumbersome Current system outdated and cumbersome 6000+ classification titles 6000+ classification titles 47 salary grades 47 salary grades Move toward pay based on current market rates Move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

5 Statewide Job Family Structure 1. 1. Administrative and Managerial 2. Information Technology 3. Law Enforcement and Public Safety 4. Information and Education 5. Human Services 6. Medical and Health 7. Institutional Services 8. Operations and Skilled Trades 9. Engineering and Architecture 10. Natural Resources and Scientific

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

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

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

9 Nursing Banded Class Profiles 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 role Describes competencies needed in the job at each level (contributing, journey, advanced) Describes competencies needed in the job at each level (contributing, journey, advanced) Includes the minimum Training & Education required for the banded class Includes the minimum Training & Education required for the banded class

10 What is a competency? Competencies are the observable and measurable set of: skills skills knowledge knowledge abilities abilities key behaviors 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. Contributing - Knowledge, skills, abilities and successful work behaviors that are minimally required for an employee in the band. Fully applied body of knowledge, skills, abilities and successful work behavior required for 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. 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 Participate in nursing assessments Provide personal care of patients 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 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 Admit patients and stock supplies 4 Competencies: Technical Knowledge, Consulting/Advising, Client/Customer Service, Communication 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 Contributing Journey Advanced 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 Conducts needs assessments Develops, implements, & evaluates treatments plans Develops, implements, & evaluates treatments plans Provides patient care & education through case management Provides patient care & education through case management May supervise staff May supervise staff 6 Competencies: Technical Knowledge, Consulting/Advising, Critical Thinking, Client/Customer Service, Coaching/Mentoring, Communication 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 Contributing Journey Advanced 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 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 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 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 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.

15 Role Summary: Nurse Supervisor Supervises a component(s) of a nursing program (including research) Supervises a component(s) of a nursing program (including research) Plans, organizes, manages daily operations, QA, HR mgmt functions & staff development Plans, organizes, manages daily operations, QA, HR mgmt functions & staff development May supervise nursing consultation programs May supervise nursing consultation programs 6 Competencies: Technical Knowledge, Critical Thinking, Client/Customer Service, Consulting/Advising, Communication, Supervision 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 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.

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. 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. 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. 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 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. 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.

17 Role Summary: Nurse Director Direct, administer & supervise activities of all nursing service in an organization (including consultation organizations). 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. Complete responsibility for planning, coordinating, implementing & evaluating quality of nursing care delivered through organization. Usually members of clinical management team Usually members of clinical management team 6 Competencies: Technical Knowledge; Critical Thinking; Client/Customer Service; Communication; Supervision; Planning, Organizing & Managing 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 Contributing Journey Advanced 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. 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 email to glenda.potts@ncmail.net & our banding team will review & respond to your concerns. If you have concerns about an individual position not being representative of its current nurse classification, please explain your concerns in an email to glenda.potts@ncmail.net & our banding team will review & respond to your concerns.glenda.potts@ncmail.net A copy of your facility’s initial allocation list is located inside the front cover of your notebook. 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 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 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 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 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 Gather all necessary documents Job descriptionPerformance Management form DocumentationReports Feedback from others Begin completing the blank Competency Assessment form (one for each employee)* Begin completing the blank Competency Assessment form (one for each employee)* Cut and paste job description summary Cut and paste job description summary Write 2-3 sentences supporting each example recognized in a competency 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. 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. 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) 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. Determine an overall rating based on the summary of individual competencies. Communicate ratings to the employee through discussion Communicate ratings to the employee through discussion Record the ratings on the Aggregate Leveling Form for your work unit 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 Collect data throughout the year to avoid last minute recency effect Ensure that job descriptions are current Ensure that job descriptions are current Keep files on employees to collect data Keep files on employees to collect data Put responsibility on employee to provide work examples related to competencies Put responsibility on employee to provide work examples related to competencies Use work examples not personal characteristics when completing the assessment 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 document performance issues in assessment – focus only on ACTUAL SUCCESSFUL DEMONSTRATIONS OF COMPETENCY Don’t quote the profile to defend level 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 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.” 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 Employee Name: Ima Sasser Banded title: Professional Nurse Technical Knowledge Consulting/ Advising Critical Thinking Client/ Customer Service Coaching/ Mentoring CommunicationOverall Level Market RateCurrent Salary JJCJJCJ$54,800$47,018 Employee Name: Tammy Table Banded title: Licensed Practical Nurse Technical KnowledgeConsulting/AdvisingClient/Customer Service CommunicationOverall Level Market Rate Current Salary JJJAJ$37,028$41,569 Employee Name: Charles Dataset Banded title: Nurse Supervisor Technical Knowledge Critical Thinking Client/ Customer Service Consulting/ Advising CommunicationSupervisionOverall Level Market RateCurrent Salary JJJCCCC$63,508$54,055 Aggregate Leveling Form

24 Manager’s Competency Assessment Toolbox Forms Position Description Form Position Description Form Request to Post Form Request to Post Form Career Banding Salary Decision Worksheet Career Banding Salary Decision Worksheet Career Banding Pay Dispute Review Process Complaint Filing Form 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 Assesses level of work being demonstrated by the employee Uses the banded class profile as a foundation Uses the banded class profile as a foundation Completed at rollover Completed at rollover Completed thereafter when changes occur (should be completed at least every 3 years) Completed thereafter when changes occur (should be completed at least every 3 years) Uses CB dispute policy Uses CB dispute policy As competencies are developed, pay can be awarded As competencies are developed, pay can be awarded Includes career development discussion Includes career development discussion Evaluates employee performance based on goals of work unit Evaluates employee performance based on goals of work unit Uses the vision, mission and goals of the work unit as foundation Uses the vision, mission and goals of the work unit as foundation Completed annually Completed annually Uses PM Grievance policy Uses PM Grievance policy Pay may be awarded if funded by legislature Pay may be awarded if funded by legislature Includes Performance Improvement Plan if needed Includes Performance Improvement Plan if needed

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

27 DHHS Pay Guidelines minmax CRR JMR ARR Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies 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: 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 Minimum qualifications for class Knowledge, skills, abilities and behaviors Knowledge, skills, abilities and behaviors Related education and experience Related education and experience Duties and responsibilities Duties and responsibilities Training, certifications, and licenses Training, certifications, and licenses

29 Career Band Example Journey Market Rate Journey Market Rate $54,800 $54,800 $37,700 $80,000 $37,700 $80,000 Minimum Maximum Contributing Journey Advanced $46,441 $ 54,800 $67,404 Contributing Journey Advanced $46,441 $ 54,800 $67,404 Professional Nurse

30 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 Salary Decision Worksheet Used to document pay decisions Used to document pay decisions New Hire New Hire Promotion Promotion Demotion Demotion Grade-Band Transfer Grade-Band Transfer Probationary to Permanent Probationary to Permanent Reassignment Reassignment Horizontal Transfer Horizontal Transfer Competency Increase Competency Increase Retention Retention Labor Market Labor Market Competency Level Change Competency Level Change Completed by the manager and sent to HR Completed by the manager and sent to HR

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

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

34 Process Steps Employee completes form Employee completes form Received in HR within 15 days of salary decision Received in HR within 15 days of salary decision Management must respond within 60 days 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 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 Ensure career banding concept is communicated to employees Evaluate employee’s initial competency level for career band placement Evaluate employee’s initial competency level for career band placement Evaluate competencies at annual performance reviews (optional) Evaluate competencies at annual performance reviews (optional) Manage pay to the market rates Manage pay to the market rates

36 Management’s Role (cont’d.) Provide detailed documentation for band/level placement and salary adjustments. 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. 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. Use new processes for establishing positions, filling positions, reclassifying positions, and compensating employees. Apply pay factors equitably. Apply pay factors equitably.

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

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

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

40 Where do we go from here? 1.When you leave here, managers will share career banding information with their supervisors & employees 2.Managers/DONs provide examples of contributing/journey/advanced level to Banding Team by Sept 30th 3.Training on Competency Assessments for DONs (using DONs’/Managers’ examples) in early October 2008 4.Train Managers and Nurse Supervisors on CA in late October 2008 5.DONs/Managers conduct/oversee Competency Assessments in November 2008 6.Copy documents to keep and send originals to your facility’s/ division’s HR manager by 12/10/08 7.You will receive notification from your HR managers when actions are approved 8.DONs/Managers communicate final results to employees 9.Additional Recruitment, Performance Management training, etc – To Be Announced

41 Resources DHHS Banding Website: DHHS Banding Website:http://www.dhhs.state.nc.us/humanresources/banding DHHS Brochure (linked on website) DHHS Brochure (linked on website) Banding Team: 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) 581-4041 or glenda.potts@ncmail.net


Download ppt "Career Banding Training for Nursing. Objectives Understand the basic structure of career banding Understand the basic structure of career banding Understand."

Similar presentations


Ads by Google