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1 Career Banding Competency Assessment Training. 2 Activity to Date OSP developed state specifications and competency profiles for each banded title using.

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Presentation on theme: "1 Career Banding Competency Assessment Training. 2 Activity to Date OSP developed state specifications and competency profiles for each banded title using."— Presentation transcript:

1 1 Career Banding Competency Assessment Training

2 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/ positions had new Engineer/Architect titles implemented as of 01/01/09.

3 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 4 Financial Banded Class Titles used by DHHS  Accounting  Auditing  Budgeting  Business Management  Business Systems  Financial Analysis  Fiscal Executive

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

6 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 7 What are Competencies? Competencies are the observable and measurable: skills knowledge abilities key behaviors that are necessary to perform the job.

8 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 9 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 KSA’s and required 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. Employee Competency Level

10 10 Competency Levels: Business Officer 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. 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. Contributing Journey Advanced

11 11 Competency Levels: Accounting Technician 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. 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. Contributing Journey Advanced

12 12 Competency Levels: Engineer 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. 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. Contributing Journey Advanced

13 13 Competency Levels: Engineering Technician 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.. 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. Contributing Journey Advanced

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

15 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 16 Competencies Business Officer 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 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 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 19 Assess Individual Competencies: Business Officer CompetencyDemonstrated Knowledge, Skills and Abilities Supporting Level AssignmentInitial Level Contributing  Journey X Advanced  Contributing  Journey X Advanced  Contributing X Journey  Advanced  Contributing  Journey  Advanced X Business Administration Financial Management Communication Information Analysis and Decision Making 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. Able to convey and prepare written budget reports containing factual information, general guidelines and standard procedures. Responds to routine and non-routine inquiries. Analyzes budget and independently makes decisions about budget issues. Delegated authority to approve or deny requests for funding. 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.

20 20 Assess Individual Competencies: Engineering Technician CompetencyDemonstrated Knowledge, Skills and Abilities Supporting Level AssignmentInitial Level Contributing  Journey X Advanced  Contributing  Journey X Advanced  Contributing X Journey  Advanced  Contributing  Journey  Advanced  Technical Knowledge Inspections Communication Leadership 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. Able to convey and prepare written reports containing factual information, general guidelines and standard procedures. Responds to routine and non-routine inquiries. N/A 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.

21 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 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 23 Overall Level Position Level Contributing CJ=not validA= not valid Journey CJA= not valid Advanced CJA 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 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 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 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 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 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 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 30 Salary Administration & Pay Guidelines for Banded Positions

31 31 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. OSP Policy states …

32 32 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

33 33 Pay Factors 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

34 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 35 Competency Pay Factor - Example #1 Competency #1 X Competency #2 Competency #3 Competency #4 Overall Competency ContributingJourneyAdvanced X X X Min Max Contributing Reference Rate Journey Market Rate Advanced Reference Rate X x

36 36 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 Market Rate Advanced Reference Rate Overall Competency

37 37 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 Market Rate Advanced Reference Rate Overall Competency

38 38 Employee Name: Connie Contracts Banded title: Business Officer CommunicationBusiness Administration Financial Management HR Management Information Analysis and Decision Making Overall Level Market RateCurrent Salary JJJJCJ $60,000$50,250 Employee Name: Penelope Purchasing Banded title: Business Officer CommunicationBusiness Administration Financial Management HR Management Information Analysis and Decision Making Overall Level Market Rate Current Salary JCJCJJ $60,000$55,100 CommunicationBusiness Administration Financial Management HR Management Information Analysis and Decision Making Overall Level Market RateCurrent Salary AAAJAA $79,874$67,980 Sample: Aggregate Leveling Form Employee Name: Bobby Budget Banded title: Business Officer

39 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 40 DHHS Pay Band Placement 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 perform some higher level banded class competencies Engineer $41,532$52,102 $62,523 $85,657$108,999 Vickie Short Dennis Baird John Dunham Using the market rate and overall competency level for these three employees, determine where in the band you would set salary.

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

42 42 DHHS Pay Band Placement 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 perform some higher level banded class competencies $37,300$48,650 $60,000 $79,874$99,409 Bobby Business Carol Controller Freddy Fiscal 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. Business Officer

43 43 Employee Name: Bobby Business Banded title: Business Officer Business Administration Financial Management Information Analysis and Decision Making CommunicationHuman Resource Management Overall Level Market Rate Salary AJAAC Employee Name: Carol Controller Banded title: Business Officer Business Administration Financial Management Information Analysis and Decision Making CommunicationHuman Resource Management Overall Level Market Rate Salary AJJJC Business Administration Financial Management Information Analysis and Decision Making CommunicationHuman Resource Management Overall Level Market Rate Salary AAJJA Aggregate Leveling Form Exercise: Fiscal Employee Name: Freddy Fiscal Banded title: Business Officer

44 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 45 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 Salary Decision Worksheet

46 46

47 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 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 49 Timeframes Competency Assessments due to local HR Office by April 30, 2009 Completed, signed off by management and discussed with employee

50 50 Web Resources DHHS Human Resources OSP Career Banding Competency Profiles rosswalks/Profiles/profiles.htm

51 51 Questions? Questions?


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