1. Career Banding Training for Social Research

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

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

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Current system outdated and cumbersome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

5. Statewide Job Family Structure
Administrative and Managerial
Information Technology
Law Enforcement and Public Safety
Information and Education
Human Services
Medical and Health
Institutional Services
Operations and Skilled Trades
Engineering and Architecture
Natural Resources and Scientific

6. Branches in the Administrative & Managerial Job Family
Business Management
Financial Analysis
Human Resources
Budgeting Services
Program Management
Support Services
Auditing
Planning
Economic Development
Accounting
Social Research
Legal Services
670 graded classes to 33
Banded classes

7. 4 New Social Research Banded Classes
Social/Clinical Research Assistant
Social/Clinical Research Specialist
Social/Clinical Research Manager
Social/Clinical Research Executive

8. Social Research Crosswalk
Shows which existing classifications were collapsed into the new banded class
Total of 44 classes collapsed into 4
9 collapsed for the Assistant
19 collapsed for the Specialist
13 collapsed for the Manager
3 collapsed for the Executive

9. Social Research Banded Class Profiles
Based on statewide focus group feedback
Modified by DHHS focus groups
Describe roles
Describe competencies needed in the job at each level
Include the minimum Training & Education required for the banded class

10. What is a competency?
Competencies are the observable and measurable set of:
skills
knowledge
abilities
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.
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.

12. Role Summary: S/C Research Assistant
Gather, edit, analyze and report data
Identify population, design questionnaire
Compile and manage data; some reporting
Conduct statistical analysis
Contributing Journey Advanced
More Variety
Independence
More design and
analysis
Generate new data
Lead others
Collect, compile and
manage data
Edit and format reports
Some research design
Strong knowledge of
statistical software
Routine
Repetitive
Defined assignments

13. Role Summary: S/C Research Specialist
Plan, organize, conduct and evaluate research
Create or validate theories through data collection
Analyze and document data
Project Planning and design; database development
Publication, reports, communication, instruction
Contributing Journey Advanced
Full range of functions
Full knowledge of
research
More independent in
planning and design
More varied and
complex
Comprehensive or
specialized knowledge
Manages concurrent &
complex projects
Program or policy
development/eval
Train and supervise
Basic knowledge of
research
Work within established
guidelines/deadlines
Project of limited scope

14. Role Summary: S/C Research Manager
Manage and supervise activities for one or more projects
Program administration, planning and organizing work operations
HR and administrative management
Leads modification efforts, can serve as technical expert
Contributing Journey Advanced
Full range of mgmt
functions
Strong role in setting
goals and objectives
Larger and more varied staff
Potential impact on
policy
Develops, directs and
manages one or
more large projects
Leads in adapting
new process, policy
Persuades upper level
management
Conducts new
research
Coordinates day to day
work
Reports to a higher level
manager
Strong specialist role

15. Exercise Review the two job descriptions
Determine the appropriate classification for each position
Discuss in your group
Report out to full group

16. Now What?
“Classifying the job is one thing But how do I determine the level of my employees?”
“Am I determining the level of the position or the person?”

17. Competency Assessment
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
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

18. Example Review the blank form
Review the sample competency assessment form for Ima Sasser
Notice the individual ratings
Compare them to the overall rating
Comments and Questions?

19. Competency Assessment Steps
Gather all necessary documents
Job description
PM form
Documentation
Reports
Feedback from others
Begin completing the blank form (one for each employee)
Cut and paste job description summary
Write 2-3 sentences for each competency
Determine the level of the 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

20. Supervisor Tips
Collect data throughout the year to avoid last minute recency effect
Ensure that job descriptions are current
Keep files on employees to collect data
Put responsibility on employee to provide work examples related to competencies
Do not consider pay when initially assessing employees – that is done after the assessment is complete
Use work examples not personal characteristics when completing the assessment

21. Focus on the work being performed: Analytical thinking
Don’t Say – “Ima is a smart person and a critical thinker. She works hard to get her work done.”
Say – Ima collects and analyzes data for the ABC research project. She summarizes the data through creation of tables and graphs in Excel/Access. She provides these to the project leader for incorporation into the project report.

22. Exercise Read the summary documentation for Tammy Table
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

23. Aggregate Leveling Form
Employee Name: Ima Sasser Banded title: Social/Clinical Research Assistant
Analytical Thinking
Attention to Detail
Communication
Customer Service
Technical/Prof Knowledge
Training/
Instruction
Overall
Level
Market Rate
Current Salary C J
$38,000
$31,698
Employee Name: Tammy Table Banded title: Social/Clinical Research Assistant
Analytical Thinking
Attention to Detail
Communication
Customer Service
Technical/Prof Knowledge
Training/
Instruction
Overall
Level
Market Rate
Current Salary C J
$38,000
$36,980
Employee Name: Charles Dataset Banded title: Social/Clinical Research Assistant
Analytical Thinking
Attention to Detail
Communication
Customer Service
Technical/Prof Knowledge
Overall
Level
Market Rate
Current Salary A J
$44,080
$41,343

24. Manager’s “CA” Toolkit
Blank Competency Assessment Form
Sample Competency Assessment Form
FAQ
Blank aggregate leveling form for each banded class
Sample aggregate leveling form
Supervisor’s guide for CA
Discussion Planner
Employee fact sheet for CA
Web resources

25. Differences between CA and PM Competency Assessment Performance Management
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
Evaluates employee performance based on goals of work unit
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

26. Making it Easier for You
New shorter PM form/process
Dimensions are no longer on PM
KRRs are replaced by goals and results
Training to come
Still an annual process – can be combined with competency assessment cycle

27. Fully demonstrates C level competencies Fully demonstrates
DHHS Pay Guidelines
Fully demonstrates
C level competencies
Fully demonstrates
J level competencies
Fully demonstrates
A level competencies
CRR
ARR
min
max
JMR
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:
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
Knowledge, skills, abilities and behaviors
Related education and experience
Duties and responsibilities
Training, certifications, and licenses
Salary Adjustment Form Handout

29. Career Band Example Social Clinical Research Assistant $38,000
Journey Market Rate
$38,000
$27, $51,750
Minimum Maximum
Contributing Journey Advanced $31, $ 38, $44,080
Range Handout

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. Social/Clinical Research Specialist
DHHS Pay Band Placement Guidelines
Social/Clinical Research Specialist
Fully demonstrates
C level competencies
Fully demonstrates
J level competencies
Fully demonstrates
A level competencies
CRR
ARR
min
max
JMR
$33,594
$41,743
$63,153
$75,122
$51,344
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
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.
Quentin Query
Anna Analyzer
Sumar
Summary

32. Aggregate Leveling Form
Employee Name: Quentin Query Banded title: Social/Clinical Research Specialist
Analytical Thinking
Communication
Customer Service
Planning/
Organizing
Technical/Prof Knowledge
Training/
Instruction
Overall
Level
Market Rate
Salary J C
Employee Name: Anna Analyzer Banded title: Social/Clinical Research Specialist
Analytical Thinking
Communication
Customer Service
Planning/
Organizing
Technical/Prof Knowledge
Training/
Instruction
Overall
Level
Market Rate
Salary A J
Employee Name: Sumar Summary Banded title: Social/Clinical Research Specialist
Analytical Thinking
Communication
Customer Service
Planning/
Organizing
Technical/Prof Knowledge
Training/
Instruction
Overall
Level
Market Rate
Salary A J C

33. Salary Decision Worksheet
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

34. Example Review Salary Decision Worksheet
Review Worksheet for Anna Analyzer
Questions and comments?

35. Exercise
Complete a salary decision worksheet for Quentin Query to give him a career progression adjustment to bring him to the appropriate rate. His current salary is $39,659.
Work in small groups
Report back to full group

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

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

38. Process Steps Employee completes form
Received in HR within 15 days of salary decision
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

39. Management’s Role
Ensure career banding concept is communicated to employees
Provide staff time to serve on focus groups
Evaluate employee’s initial competency level for career band placement
Evaluate competencies at annual performance reviews (optional)
Manage pay to the market rates

40. Management’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.

41. HR’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.

42. Employee’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.

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

44. Where do we go from here?
Complete/Conduct Competency Assessments by 12/5/06
Copy documents to keep and send originals to your HR manager by 12/6/06
You will receive notification from your HR managers when actions are approved
Communicate final results to employees
Recruitment Training - TBA
Performance Management Training - TBA

45. Resources DHHS Banding Website: DHHS Brochure (linked on website)
DHHS Brochure (linked on website)
Banding Team:
Phone (919) or