1 Career Banding Education Sessions

2 Welcome Career Banding Overview Administrative Process WCU Implementation Process and Timeline Introduction of Bands Evaluating Competencies Break Supervisor Training Session Today’s Agenda

3 Career Banding Overview

4 What is Career Banding? Private sector concept Market-based classification & compensation system Collapse of titles, grades, and pay ranges Broad titles & competencies Effort to attain market competitiveness

5 Banding Project Development 1.Office of State Personnel (OSP) initiates 2.Transition team develops 3.State Personnel Commission approves 4.North Carolina adapts –Project team established –Career Banding coordinators identified –Focus groups conducted

6 Advantages to Banding Simpler processes Wider pay ranges Enhanced recruitment & retention Flexibility in management’s pay decisions Pay movement based on market rates, development of skills & contribution Enhanced partnership between HR & the campus community

7 Current NC State System 6,000+ narrowly defined classification titles 47 salary grades and ranges theoretically based on “maximum qualifications” Special Minimum Rates Geographic Rates

8 Example of Banding Conversion Current Titles: Admin Secretary I Office Asst IV Processing Asst III Program Asst IV New Title: Admin Support Associate

9 Pay Band Example Administrative Support Associate Minimum of Band Contributing Reference Rate Journey Market Rate Advanced Reference Rate Maximum of Band

10 Management’s Role Communicate Career Banding concept Learn & administer new processes Evaluate employee’s competencies Manage pay around the market rates based on Pay Factors –Below, at, and above market Enhance career development plans and coaching through Performance Management Complete work planning, interim review, and annual performance appraisal

11 Employee’s Role Plan for career development Obtain competencies and skills that are valued and needed by the organization Contribute to the accomplishment of the department’s mission/goals Follow established dispute resolution process (if necessary)

12 Human Resources’ Role Administer banding program Evaluate market Train and consult with managers Audit compensation decisions

13 Administrative Processes Classification –New position creation –Reclassification Recruitment & Selection –Posting of vacancies –Interviewing –Selection & new hire pay –Promotion

14 Administrative Processes Compensation –Budget –Required and demonstrated competencies –Market –Internal pay alignment Performance Management –Similar overall process –Evaluation includes key responsibilities and competencies

15 Implementation Process Campus education –General sessions for employees and supervisors: August, 2 nd & 3 rd –The need for follow up education sessions will be assessed after initial sessions Focus groups identified and meetings conducted: August 7 th thru September 15

16 Implementation Process Crosswalk utilized for position mapping –Allocation list distribution: August 21 st thru September 1 st –Supervisory appeals process: September 1 st thru September 22 nd Implementation: September 25 th thru November 3 rd –Competency assessments to justify organizational need

17 Implementation Process Implementation continued –Title changes uploaded into the system –New work plans Labor market analysis conducted by HR: November 6 th thru December 22 nd Labor market analysis will reveal any issues within the bands Funding is not guaranteed but efforts to identify funds will be ongoing

18 Introduction of Bands

19 Administrative & Managerial Branch: Administrative Support –Administrative Support Associate –Administrative Support Specialist –Executive Assistant Branch: Legal Services –Paralegal Social Research –Social Research Assistant

20 Institutional Services Branch: Food & Nutrition –Food Services Technician –Food Services Manager Branch: Building Environmental –Building Environmental Services Technician –Building Environmental Services Supervisor –Building Environmental Services Manager

21 Natural Resources & Scientific Branch: Research –Research Technician –Research Operations Manager

22 Operations & Skilled Trades Branch: Vehicle/Equipment Operations –Vehicle/Equipment Repair Technician –Vehicle/Equipment Repair Technician Supervisor –Vehicle/Equipment Operator Branch: Facility Maintenance –Facility Maintenance-Building Trades –Facility Maintenance-Mechanical Trades –Facility Maintenance Supervisor

23 What are Competencies? Competencies are the observable and measurable skills, knowledge, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational duties successfully.

24 Levels of Competencies Contributing: –Knowledge, skills, and, work behaviors minimally necessary in the band Journey: –Full body of knowledge, skills, and work behaviors required in the band Advanced: –Highest or broadest scope of knowledge, skills, and work behaviors required in the band

25 Competency Examples Administrative Support Associate –Communication-Verbal –Communication-Written –Office Technology –Work Coordination –Problem Solving –Knowledge-Program –Information/Records Administration –Budgeting

26 Competency Examples Facility Maintenance Technician- Mechanical Trades –Knowledge-Technical –Problem Solving –Attention to Detail –Coordination-Work –Communication –Safety & Health Compliance –Client/Customer Service

27 Break (Supervisor Training will begin in 10 minutes)

28 Supervisor Training

29 Supervisory Processes Setting competency-based pay –Competency assessment –Pay factors –Process & forms Performance Management –Training tentatively planned for later in fall semester or early spring semester Recruitment & selection –Training tentatively planned for later in fall semester or early spring semester

30 Setting Competency-Based Pay

31 Setting Pay Process 1.Complete Competency Assessment a)new hire b)salary adjustment c)change banded level 2.Evaluate the 4 pay factors a)Competency level b)Appropriate market rate c)Available financial resources d)Internal pay alignment 3.Determine salary 4.HR will assist with, assess, and audit pay decisions

32 Complete Competency Assessment Identify key individual competencies for the position Assess individual competencies (C,J,A) Weight competencies (if applicable) Determine overall competency level (C,J,A)

33 Identify Key Competencies CompetencyDemonstrated Knowledge, Skills and Abilities Supporting Level AssignmentInitial Level Information/ Records Mgmt Contributing  Journey  Advanced  Contributing  Journey  Advanced  Knowledge - Program Contributing  Journey  Advanced  Budgeting Contributing  Journey  Advanced  Identify the competencies from the profile that are relevant to the position Communication - Verbal

34 Rank/Weight Competencies CompetencyDemonstrated Knowledge, Skills and Abilities Supporting Level AssignmentInitial Level Information/ Records Management Contributing  Journey  Advanced  Communication – Verbal Contributing  Journey  Advanced  Knowledge – Program Contributing  Journey  Advanced  Budgeting Contributing  Journey  Advanced  40% 30% 20% 10% Rank/Weight competencies according to importance to the job

35 Assess Individual Competencies CompetencyDemonstrated Knowledge, Skills and Abilities Supporting Level AssignmentInitial Level Information/ Records Management Contributing  Journey X Advanced  Communication – Verbal Contributing  Journey X Advanced  Knowledge - Program Contributing X Journey  Advanced  Budgeting Contributing  Journey  Advanced X Compiles reports from Wolf system. Maintains records in access database. Creates management summary on reports from various systems. Responds to questions/issues that deviate from standard operating procedures by determining and consulting appropriate resources such as policies, manuals or other staff. Understands general operation of the functional unit, to include knowledge of staff and program responsibilities. Applies knowledge necessary to provide answers to “frequently asked questions.” Reviews expenditures. Researches options. Collects financial data. Produces cost comparison analysis. Recommends cost-effective action. Improves department’s overall use of resources.

36 Determine Overall Level CompetencyWeightInitial Level Information/ Records Management Contributing  Journey X Advanced  Communication – Verbal Contributing  Journey X Advanced  Knowledge - Program Contributing X Journey  Advanced  Budgeting Contributing  Journey  Advanced X Band Placement: Band Level: Contributing  Journey X Advanced  30% 20% 10% 40%

37 Evaluate Pay Factors Competency level Appropriate market rate Available financial resources Internal pay alignment

38 Competency Pay Factor - Example #1 Competency #1 X Competency #2 Competency #3 Competency #4 Overall Contributing Journey Advanced X X X X Min Max Contributing Reference Rate Journey Reference Rate Advanced Reference Rate

39 Competency Pay Factor - Example #2 Competency #1 X Competency #2 Competency #3 Competency #4 Overall Contributing Journey Advanced X X X X Min Max Contributing Reference Rate Journey Reference Rate Advanced Reference Rate

40 Competency Pay Factor - Example #3 Competency #1 X Competency #2 Competency #3 Competency #4 Overall Contributing Journey Advanced X X X X Min Max Contributing Reference Rate Journey Reference Rate Advanced Reference Rate

41 Market Rate Pay Factor Use applicable reference/market rate determined by overall competency level (C,J, or A) Consider the Market Halo (.90 to 1.10 of Reference/Market Rate) Example: If reference rate is $25,000, the Market Halo is: From $22,500 = $25,000 x.90 To $27,500 = $25,000 x 1.10

42 Internal Pay Alignment The consistent alignment of salaries among employees who demonstrate similar required competencies in the same banded class within a work unit or organization. Monitored at the department or college with assistance from HR Group employees for comparison –Band –Level –Number of competencies rated at C, J, or A –Performance rating

43 Pay Factors Minimum of Band Contributing Reference Rate Journey Reference Rate Advanced Reference Rate Maximum of Band Budget Maximum Market Halo (+/- 10%) Competency Level Tom Sue Jane

44 Final Salary Determination Salary will be determined by application of the 4 Pay Factors Consultation with HR will be critical for salary administration Contacts for salary administration –Cory Causby-Director of Employment & Affirmative Action Programs/Title IX Coordinator –Matthew Brown-Career Banding Coordinator/Classification Analyst –Leigh Ann Busby-SPA Recruitment Coordinator

45 Career Banding Homework Champion this effort to accurately capture the work your employees are performing Flexibility with focus group schedules (4-6 week period) Provide your valuable insights in focus groups Seek HR consultation for answers to any questions

46 Any Final Questions?

47 Thank You!