1 career banding competency assessment training. 2 activity to date osp developed state...
TRANSCRIPT
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Activity to DateActivity 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 02/01/09. 93 positions had new Engineer/Architect titles
implemented as of 01/01/09.
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ObjectivesObjectives
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
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Financial Banded Class TitlesFinancial Banded Class Titles used by DHHS used by DHHS
Accounting Auditing Budgeting Business Management Business Systems Financial Analysis Fiscal Executive
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Engineering Banded Class TitlesEngineering Banded Class Titles used by DHHS used by DHHS
Architect Engineering/Architectural
Technician Engineer Engineering/Architectural
Supervisor Engineering/Architectural Manager Engineering/Architectural Director
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Competency ProfilesCompetency 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
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What are Competencies?What are Competencies?
Competencies are the observable and measurable:
skills knowledge abilities key behaviors
that are necessary to perform the job.
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Position Competency Position Competency LevelLevel
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).
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ContributingContributing: Demonstration of KSA’s and behaviors that are : Demonstration of KSA’s and behaviors that are minimally minimally required for the band; the needs of the required for the band; the needs of the position/organization impact the role/level.position/organization impact the role/level.
JourneyJourney: Demonstration of : Demonstration of fully applied fully applied KSA’s and behaviors KSA’s and behaviors that are required for an employee in the band; the needs of the that are required for an employee in the band; the needs of the position/organization impact the role.position/organization impact the role.
AdvancedAdvanced: Demonstration of : Demonstration of the highest or broadest scope the highest or broadest scope of KSA’s and required in the band; the needs of the KSA’s and required in the band; the needs of the position/organization impact the role.position/organization impact the role.
Employee Competency Level
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Competency Levels: Business Competency Levels: Business OfficerOfficer
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
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Competency Levels: Competency Levels: Accounting TechnicianAccounting 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
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Competency Levels: EngineerCompetency 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
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Competency Levels: Competency Levels: Engineering TechnicianEngineering 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
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Now What?Now What?
“Classifying and leveling the job is one thing, but how do I determine the level of my employees?”
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Competency Competency AssessmentAssessment
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
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CompetenciesCompetencies
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
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Competency Assessment StepsCompetency 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
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Competency Assessment Steps Competency Assessment Steps (cont’d)(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.
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Assess Individual Competencies: Assess Individual Competencies: Business OfficerBusiness Officer
Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial 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.
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Assess Individual Competencies: Assess Individual Competencies: Engineering TechnicianEngineering Technician
Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial 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.
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ExerciseExercise
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?
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Determine Overall LevelDetermine 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.
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Overall LevelOverall Level
Position Level
Contributing
C J=not valid A= not valid
Journey C J A= not valid
Advanced C J A
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.
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Supervisor TipsSupervisor 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
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Focus on the work being Focus on the work being performed!performed!
Competency: Analytical ThinkingCompetency: 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.”
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Writing CompetencyWriting Competency Assessments Exercise 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
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Resources for ManagersResources 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
http://www.dhhs.state.nc.us/humanresources/banding/
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Differences between CA and Differences between CA and PMPM
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
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Making It Easier for YouMaking 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
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Salary Administration &Salary Administration &Pay GuidelinesPay Guidelines
for Banded Positionsfor Banded Positions
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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 …
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DHHS Pay Guidelines
min maxCRRJMR
ARR
Fully demonstratesC level competencies
Fully demonstratesJ level competencies
Fully demonstratesA level competencies
New hires or employeeswho do not possess ordemonstrate all of the C level competencies
New hires or employeeswho demonstrate some of the C level competencies and some of the J level competencies
New hires or employeeswho demonstrate some of the J level competencies and some of the A level competencies
Employees who demonstrateall of the A level competenciesand may be demonstratingsome higher level banded class competencies
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Pay FactorsPay Factors
Financial ResourcesThe amount of funding that a manager has available when making pay decisions.
Appropriate Market RateThe market rate applicable to the competencies demonstrated by the employee.
Internal Pay AlignmentThe consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class within a work unit or organization.
Required CompetenciesThe 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
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CompensationCompensation
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.
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Competency Pay Factor - Competency Pay Factor - Example #1Example #1
Competency #1Competency #1
XX
Competency #2Competency #2
Competency #3Competency #3
Competency #4Competency #4
Overall CompetencyOverall Competency
ContributingContributing JourneyJourney AdvancedAdvanced
XX
XX
XX
Min MaxContributing
Reference RateJourney Market
RateAdvanced
Reference Rate
XX
xx
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Competency Pay Factor - Competency Pay Factor - Example #2Example #2
Competency #1Competency #1 XX
Competency #2Competency #2
Competency #3Competency #3
Competency #4Competency #4
ContributingContributing JourneyJourney AdvancedAdvanced
XX
XX
XX
XX
Min MaxContributing
Reference RateJourney Market
RateAdvanced
Reference Rate
Overall CompetencyOverall Competency
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Competency Pay Factor - Competency Pay Factor - Example #3Example #3
Competency #1Competency #1 XX
Competency #2Competency #2
Competency #3Competency #3
Competency #4Competency #4
ContributingContributing JourneyJourney AdvancedAdvanced
XX
XX
XX
XX
Min MaxContributing
Reference RateJourney Market
RateAdvanced
Reference Rate
Overall CompetencyOverall Competency
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Employee Name: Connie Contracts Banded title: Business Officer
Communication Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
OverallLevel
Market Rate Current Salary
J J J J C J $60,000 $50,250
Employee Name: Penelope Purchasing Banded title: Business Officer
Communication Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
Overall Level
Market Rate
Current Salary
J C J C J J $60,000
$55,100
Communication Business Administration
Financial Management
HR Management
Information Analysis and Decision Making
Overall Level
Market Rate
Current Salary
A A A J A A $79,874 $67,980
Sample: Aggregate Leveling Form
Employee Name: Bobby Budget Banded title: Business Officer
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Aggregate Leveling Form Aggregate Leveling Form ExerciseExercise
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.
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DHHS Pay Band Placement Guidelines
min maxCRRJMR
ARR
Fully demonstratesC level competencies
Fully demonstratesJ level competencies
Fully demonstratesA level competencies
New hires or employeeswho do not possess ordemonstrate all of the Clevel competencies
New hires or employeeswho demonstrate some of the Clevel competencies and some of the J level competencies
New hires or employeeswho demonstrate some of theJ level competencies and someof the A level competencies
Employees who demonstrateall 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
JohnDunham
Using the market rate and overall competency level for these three employees, determine where in the band you would set salary.
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Employee Name: Short, Vickie Banded title: Engineer
Professional Knowledge
Program-Project management
Eng. Review, Decision Making & Analyst
Communication
Engineering Design & Analysis
Leadership
OverallLevel
Market Rate
CurrentSalary
A A A J J A
Employee Name: Baird, Dennis Banded title: EngineerProfessional Knowledge
Program-Project management
Eng. Review, Decision Making & Analyst
Communication
Engineering Design & Analysis
Leadership
Overall Level
Market Rate
Current Salary
A J J J J A
Professional Knowledge
Program-Project management
Eng. Review, Decision Making & Analyst
Communication
Engineering Design & Analysis
Leadership
Overall Level
Market Rate
CurrentSalary
A J A A A J
Aggregate Leveling Form ExerciseEngineer
Employee Name: Dunham, John Banded title: Engineer
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DHHS Pay Band Placement Guidelines
min maxCRRJMR
ARR
Fully demonstratesC level competencies
Fully demonstratesJ level competencies
Fully demonstratesA level competencies
New hires or employeeswho do not possess ordemonstrate all of the Clevel competencies
New hires or employeeswho demonstrate some of the Clevel competencies and some of the J level competencies
New hires or employeeswho demonstrate some of theJ level competencies and someof the A level competencies
Employees who demonstrateall 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
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Employee Name: Bobby Business Banded title: Business Officer
Business Administration
FinancialManagement
Information Analysis and Decision Making
Communication Human Resource Management
OverallLevel
Market Rate
Salary
A J A A C
Employee Name: Carol Controller Banded title: Business Officer
Business Administration
Financial Management
Information Analysis and Decision Making
Communication Human Resource Management
Overall Level
Market Rate
Salary
A J J J C
Business Administration
Financial Management
Information Analysis and Decision Making
Communication Human Resource Management
Overall Level
Market Rate
Salary
A A J J A
Aggregate Leveling Form Exercise: Fiscal
Employee Name: Freddy Fiscal Banded title: Business Officer
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Internal Pay AlignmentInternal 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
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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
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Salary Decision Worksheet ExerciseSalary 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.
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Dispute Review ProcessDispute 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).
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TimeframesTimeframes
Competency Assessments due to local HR Office by April 30, 2009
Completed, signed off by management and discussed with employee
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Web ResourcesWeb Resources
DHHS Human Resourceshttp://www.dhhs.state.nc.us/humanresources/banding
OSP Career Banding http://www.osp.state.nc.us/CareerBanding/career-banding.htm
Competency Profileshttp://www.osp.state.nc.us/CareerBanding/specs%20profiles%20crosswalks/Profiles/profiles.htm