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growth and career progress Gives managers more flexibility in setting pay and granting promotions Current system outdated and cumbersome (6000+ classification titles; 47 salary grades) Reduces the number of job classes and titles in state government Directed by OSP as a statewide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 Administrative and Managerial Job Family Accounting Branch Administrative Support Branch Auditing Branch Budgeting Branch Business Management Branch Business Systems Branch Financial Analysis Branch Fiscal Executive Banking Branch State Controller Branch Human Resources Branch Investment Branch Legal Branch Planner Branch Program Management Branch Purchasing Branch Social Research Branch Support Services Branch Includes approx. 670 graded classes to 33 banded classes
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 Five (5) Branches Accounting Auditing Budgeting Business Management Business Systems
Fiscal Band – Accounting Responsible primarily for accounting functions, applying knowledge of the theory and practice of recording, classifying, examining and analyzing data and records of financial transactions. Accounting Technician Accountant Accounting Manager Accounting Director Approx 316 employees
Fiscal Band - Auditing Positions examine and analyze financial functions, program operations and results, and/or systems to determine compliance with tax, financial or programmatic procedures and regulations. Auditor Audit Manager Audit Director Financial Investigator Approx 13 employees
Fiscal Band – Budgeting Provides leadership, oversight and support in the preparation, development and execution of the budget to management. Budget Analyst Senior Budget Analyst Budget Manager Budget Director Approx. 9 employees
Fiscal Band – Business Management Administers and manages the business and financial affairs of an organization. Business Officer Business Manager Business Director Approx. 82 employees
Fiscal Band-Business Mgt cont’d Each agency must identify any Administrative Officers with a primary business-related role Includes: Administrative Officer I, II, III 135 employees
Fiscal Band-Business Svcs Coordinator New banded class recognizing positions that coordinate a variety of business and/or fiscal functions for a work unit, program or department. Includes Administrative Assistant I, II, III that have a business role 119 employees
Fiscal Band – Business Systems Positions in this class plan, design, examine, analyze, develop, administer and monitor business systems processes, operations systems, and efficient business and financial systems. Business Systems Analyst Business Systems Manager Approx. 14 employees
Fiscal 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 Term & New Process 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 $37,200 $ 24,604 $52,374 Minimum Maximum Employees progress through the range Contributing Journey Advanced $30,923 $ 37,200 $44,752 Accounting 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 Accounting Technician Competency Profile Level Concepts CONTRIBUTINGJOURNEYADVANCED Maintains Working Knowledge Standard Recurring Interprets Technical Resource Non-standard Variety Analyzes Specialized Unique Most Complex
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 unavailablity of funding are not eligible for consideration under the dispute resolution process.
Where do we go from here? DHHS Fiscal Career Banding Project Team Members include: Chris Midgette Office Of Secretary-HR Elaine Barnes HR-Central Dick Miller Division of Public Health (DPH)-HR Patti Garcia Division of Social Services (DSS)-HR Deborah Landry Budget and Analysis Susan Ann Smith DSS Marcia Silver DSS Suzanne Beasley Controller’s Office Michelle Lassiter Controller’s Office Judith McDermott DPH Karen Corley DPH Jimmy Holland Murdoch Center Danine Edwards Mental Health Admin Wanda Mitchell Mental Health Admin Project Plan & Timeline
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