Career Banding TrainingCareer Banding Training

forforPharmacyPharmacy

ObjectivesObjectives

Understand the basic structure of career Understand the basic structure of career bandingbanding

Understand the new competency profiles Understand the new competency profiles for pharmacy classificationsfor pharmacy classifications

Understand how to assess an employeeUnderstand how to assess an employee Understand the difference between Understand the difference between

Competency Assessment and PMCompetency Assessment and PM Understand how pay is administered in Understand how pay is administered in

career bandingcareer banding Understand the roll over processUnderstand the roll over process

What is career banding?What is career banding?

A new human resources system that A new human resources system that affects the way weaffects the way we classify jobsclassify jobs hire peoplehire people pay employeespay employees promote employeespromote employees evaluate employeesevaluate employees provide career development opportunitiesprovide career development opportunities

for our employeesfor our employees

Why are we banding?Why are we banding? Directed by OSP as a statewide changeDirected by OSP as a statewide change Reduces the number of job classes and titles in Reduces the number of job classes and titles in

state governmentstate government Current system outdated and cumbersomeCurrent system outdated and cumbersome

6000+ classification titles6000+ classification titles 47 salary grades47 salary grades

Move toward pay based on Move toward pay based on current market ratescurrent market rates Gives managers more Gives managers more flexibilityflexibility in setting pay and in setting pay and

granting promotionsgranting promotions Emphasizes commitment to individual growth and Emphasizes commitment to individual growth and

career progress career progress based on facility needsbased on facility needs..

Statewide Job Family Statewide Job Family StructureStructure

1.1. Administrative and Managerial Administrative and Managerial

2.2. Information Technology Information Technology

3.3. Law Enforcement and Public SafetyLaw Enforcement and Public Safety

4.4. Information and EducationInformation and Education

5.5. Human ServicesHuman Services

6.6. Medical and HealthMedical and Health

7.7. Institutional Services Institutional Services

8.8. Operations and Skilled Trades Operations and Skilled Trades

9.9. Engineering and Architecture Engineering and Architecture

10.10. Natural Resources and ScientificNatural Resources and Scientific

Branches in the Medical and Branches in the Medical and

Health Job FamilyHealth Job Family

DentalDental Medical and HealthMedical and Health

Program Consulting Program Consulting Medical LaboratoryMedical Laboratory Medical SupportMedical Support Medical TherapeuticMedical Therapeutic NursingNursing NutritionNutrition PharmacyPharmacy

Physician Assistant

177 graded classes to 28Banded classes

33 New Pharmacy Banded New Pharmacy Banded ClassesClasses

Pharmacy TechnicianPharmacy Technician PharmacistPharmacist Pharmacy DirectorPharmacy Director

Pharmacy CrosswalkPharmacy Crosswalk

Shows which existing classifications were Shows which existing classifications were collapsed into the new banded classcollapsed into the new banded class

Total of 17 classes collapsed into 3Total of 17 classes collapsed into 3 3 collapsed for the Technician 3 collapsed for the Technician 7 collapsed for the Pharmacist7 collapsed for the Pharmacist 7 collapsed for the Pharmacy Director7 collapsed for the Pharmacy Director

*Crosswalk printout found behind *Crosswalk printout found behind OverviewOverview tab tab

Pharmacy Banded Class Pharmacy Banded Class Profiles Profiles

Based on statewide focus group feedback Based on statewide focus group feedback Describe roles Describe roles Describe competencies needed in the job Describe competencies needed in the job

at each levelat each level Include the minimum Training & Include the minimum Training &

Education required for the banded classEducation required for the banded class

What is a competency?What is a competency?Competencies are the observable and Competencies are the observable and

measurable set of:measurable set of: skills skills knowledge knowledge abilitiesabilities key behaviorskey behaviors

that are necessary to perform the that are necessary to perform the job. job.

CompetenciesCompetencies ContributingContributing - Knowledge, skills, - Knowledge, skills,

abilities and successful work behaviors abilities and successful work behaviors that are that are minimally minimally required for an required for an employee in the band.employee in the band.

Journey - Fully appliedFully applied body of body of knowledge, skills, abilities and knowledge, skills, abilities and successful work behavior required for successful work behavior required for the band.the band.

AdvancedAdvanced - The - The highest or broadest highest or broadest scopescope of knowledge, skills, abilities and of knowledge, skills, abilities and work behavior required in the band.work behavior required in the band.

Role Summary: Pharmacy Role Summary: Pharmacy TechnicianTechnician Process, prepare, and fill physician’s medication orders Process, prepare, and fill physician’s medication orders

screen and prepare physician’s medication orders, record data screen and prepare physician’s medication orders, record data on patient profiles, prepare and issue drugs, chemicals and on patient profiles, prepare and issue drugs, chemicals and

other pharmaceutics products, maintain inventoryother pharmaceutics products, maintain inventory

•Receive orders, screen orders for accuracy, resolve questions in consultation with a licensed pharmacist, fill order, and provide basic information to client

• Provide technical advice, monitor quality work control activities, help prioritize work, and recommend process improvements

• Coordinate and direct activities of others with supervisory responsibility

Contributing Journey Advanced

Role Summary: PharmacistRole Summary: Pharmacist Perform professional pharmacy workPerform professional pharmacy work Screen and prepare orders; record data on patient profiles; issue drugs, Screen and prepare orders; record data on patient profiles; issue drugs,

chemicals and other pharmaceutical products; and maintain inventorychemicals and other pharmaceutical products; and maintain inventory May provide consultation to clinicians, develop and maintain formularies, May provide consultation to clinicians, develop and maintain formularies,

and participate in drug utilization reviews and pharmacy related researchand participate in drug utilization reviews and pharmacy related research May provide instruction and/or supervision of others May provide instruction and/or supervision of others

•Review and interpret medication orders, compound a variety of drugs, dispense medications, provide drug information to clinicians and patient

•Interpret medication orders, obtain patient/client histories, provide drug therapy interventions, and monitor pharmacotherapy

•May serve as an expert in a specialized field providing technical consultation, guidance and oversight

Contributing Journey Advanced

Role Summary: Pharmacy Role Summary: Pharmacy DirectorDirector Perform supervisory and managerial pharmacy workPerform supervisory and managerial pharmacy work

Develop, implement and evaluate short and long range goals and objectivesDevelop, implement and evaluate short and long range goals and objectives Develop, implement and enforce plans, policies, procedures, systems, programs and Develop, implement and enforce plans, policies, procedures, systems, programs and

performance standards performance standards Participate in strategic planning effortsParticipate in strategic planning efforts Manage staff, equipment and facilitiesManage staff, equipment and facilities Determine resource needs and priorities and make recommendationsDetermine resource needs and priorities and make recommendations Determine training needs and make appropriate arrangements for provision of Determine training needs and make appropriate arrangements for provision of

trainingtraining

•Supervision, planning and budgeting, quality control, and policy development under general supervision.

• Direct pharmacy operations including supervision, planning and budgeting, quality control, and policy development under minimal supervision

•Typically responsible for the direction, administration and supervision of multiple pharmacy services/programs in an organization/system, including consultation toorganizations, whose scope is extensive and complex.

Contributing Journey Advanced

Now What?Now What?

““Classifying the job is one thing. . . Classifying the job is one thing. . . But how do I determine the level of But how do I determine the level of my employees?”my employees?”

““Am I determining the level of the Am I determining the level of the position or the person?”position or the person?”

Competency AssessmentCompetency Assessment

The process used to determine an The process used to determine an employee’s level (C,J,A) in career bandingemployee’s level (C,J,A) in career banding

Compares the banded class profile to the Compares the banded class profile to the work demonstrated by the employeework demonstrated by the employee

Competency level rating (C,J,A) is provided Competency level rating (C,J,A) is provided for each competency in the profile for each competency in the profile

An overall level of C, J or A is then An overall level of C, J or A is then determined based on the summary of determined based on the summary of allall the individual competency ratingsthe individual competency ratings

ExampleExample

Review the blank formReview the blank form Review the sample competency Review the sample competency

assessment form for William Proctorassessment form for William Proctor Notice the individual ratingsNotice the individual ratings Compare them to the overall ratingCompare them to the overall rating Comments and Questions?Comments and Questions?

Competency Assessment StepsCompetency Assessment Steps Gather all necessary documentsGather all necessary documents

Job descriptionJob description PM formPM form DocumentationDocumentation ReportsReports Feedback from othersFeedback from others

Begin completing the blank form (one for each employee)Begin completing the blank form (one for each employee) Cut and paste job description summaryCut and paste job description summary Write 2-3 sentences for each competencyWrite 2-3 sentences for each competency Determine the level of the competency by comparing your Determine the level of the competency by comparing your

sentences to the profilesentences to the profile Determine an overall rating based on the summary of Determine an overall rating based on the summary of

individual competencies.individual competencies. Communicate ratings to the employee through discussionCommunicate ratings to the employee through discussion Record the ratings on the Aggregate Leveling Form for your Record the ratings on the Aggregate Leveling Form for your

work unitwork unit

Supervisor TipsSupervisor Tips

Collect data throughout the year to avoid last Collect data throughout the year to avoid last minute recency effectminute recency effect

Ensure that job descriptions are currentEnsure that job descriptions are current Keep files on employees to collect dataKeep files on employees to collect data Put responsibility on employee to provide work Put responsibility on employee to provide work

examples related to competenciesexamples related to competencies Do not consider pay when initially assessing Do not consider pay when initially assessing

employees – that is done after the assessment is employees – that is done after the assessment is completecomplete

Use work examples not personal characteristics Use work examples not personal characteristics when completing the assessmentwhen completing the assessment

Focus on the work being Focus on the work being performed:performed:

Professional KnowledgeProfessional KnowledgeDon’t Say – “William is a smart person Don’t Say – “William is a smart person

and a great pharmacist. He works and a great pharmacist. He works hard to get his work done.”hard to get his work done.”

Say – William serves on the treatment Say – William serves on the treatment team as an expert in drug team as an expert in drug interactions. He contributes to interactions. He contributes to ensuring ICF-MR regulations are met. ensuring ICF-MR regulations are met.

ExerciseExercise

Read the summary documentation for Read the summary documentation for Tammy TabletTammy Tablet

Write up a sample summary for one Write up a sample summary for one competency as a small groupcompetency as a small group

Share with large groupShare with large group Choose another competency and Choose another competency and

write up a sample summary on your write up a sample summary on your ownown

Manager’s “CA” Toolkit Manager’s “CA” Toolkit

Blank Competency Assessment FormBlank Competency Assessment Form Sample Competency Assessment FormSample Competency Assessment Form Blank aggregate leveling form for each banded Blank aggregate leveling form for each banded

classclass Sample aggregate leveling form Sample aggregate leveling form Supervisor’s guide for CASupervisor’s guide for CA Discussion PlannerDiscussion Planner Request for Posting formRequest for Posting form Web resources Web resources

(www.dhhs.state.nc.us/humanresources/banding)(www.dhhs.state.nc.us/humanresources/banding)

Differences between CA and Differences between CA and PMPM Competency Assessment Performance Competency Assessment Performance

ManagementManagement Assesses level of work being Assesses level of work being demonstrated by the employeedemonstrated by the employee

Uses the banded class profile as Uses the banded class profile as a foundationa foundation

Completed at rolloverCompleted at rollover Completed thereafter when Completed thereafter when

changes occur (should be changes occur (should be completed at least every 3 completed at least every 3 years)years)

Uses CB dispute policyUses CB dispute policy As competencies are As competencies are

developed, pay can be awardeddeveloped, pay can be awarded Includes career development Includes career development

discussiondiscussion

Evaluates employee Evaluates employee performance based on performance based on goals of work unitgoals of work unit

Uses the vision, mission and Uses the vision, mission and goals of the work unit as goals of the work unit as foundationfoundation

Completed annuallyCompleted annually Uses PM Grievance policyUses PM Grievance policy Pay may be awarded if Pay may be awarded if

funded by legislaturefunded by legislature Includes Performance Includes Performance

Improvement Plan if neededImprovement Plan if needed

Making it Easier for YouMaking it Easier for You

New shorter PM form/processNew shorter PM form/process Dimensions are no longer on PMDimensions are no longer on PM Key Responsibilities are replaced by Key Responsibilities are replaced by

Goals and ResultsGoals and Results Still an annual process – can be Still an annual process – can be

combined with competency combined with competency assessment cycleassessment cycle

Training to comeTraining to come

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

Pay Factors:Pay Factors:FFinancial Resourcesinancial Resources - the amount of funding that a manager has available - the amount of funding that a manager has available

when making pay decisions.when making pay decisions.

AAppropriate Market Rateppropriate Market Rate - the market rate applicable to the functional - the market rate applicable to the functional competencies demonstrated by the employeecompetencies demonstrated by the employee

IInternal Pay Alignmentnternal Pay Alignment - the consistent alignment of salaries for employees - the consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class who demonstrate similar required competencies in the same banded class within a work unit or organization. within a work unit or organization.

RRequired Competenciesequired Competencies - the level of competencies that are required based on - the level of competencies that are required based on organizational business need and demonstrated on the job. This pay organizational business need and demonstrated on the job. This pay factor considers: factor considers:

Minimum qualifications for classMinimum qualifications for class Knowledge, skills, abilities and behaviorsKnowledge, skills, abilities and behaviors Related education and experienceRelated education and experience Duties and responsibilitiesDuties and responsibilities Training, certifications, and licensesTraining, certifications, and licenses

Career Band ExampleCareer Band Example

  

Journey Market RateJourney Market Rate $32,100$32,100     

$22,100 $22,100 $54,100$54,100

  

   

Minimum Minimum Maximum Maximum

   

     

Contributing JourneyContributing Journey Advanced Advanced $27,203 $27,203 $ 32,100 $43,014 $ 32,100 $43,014

Pharmacy Technician

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.

Employee Name: Phillip Pharmacy Tech Banded title :Pharmacy Technician

Knowledge - Technical

Coordination – Work

Communication and Instruction

Human Resources Management (if applicable)

OverallLevel

Market Rate Current Salary

J A A A AA $43,014$43,014 $39,000$39,000

Employee Name: Andrea Apothecary Banded title :Pharmacy Technician

Knowledge - Technical

Coordination – Work

Communication and Instruction

Human Resources Management (if applicable

Overall Level

Market Rate Current Salary

J J C JJ $32,100$32,100 $27,315$27,315

Employee Name: Tammy Tablet Banded title: Pharmacy Technician

Knowledge - Technical

Coordination – Work

Communication and Instruction

Human Resources Management (if applicable

Overall Level

Market Rate Current Salary

J J J JJ $32,100$32,100 $30,500$30,500

Aggregate Leveling Form Used by managers to track competency levels and make pay

decisions.

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

Pharmacist

$43,500 $71,986$100,060 $112,067 $125,000

William Proctor

George Bartell

Elizabeth Marshall

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.

Employee Name: William Proctor Banded title: Pharmacist

Knowledge - Professional

Coordination - Work

Assessment and Decision Making

Communication and Instruction

Human Resources Management

Budgeting OverallLevel

Market Rate

Salary

A J A A J C

Employee Name: George Bartell Banded title: Pharmacist

Knowledge - Professional

Coordination - Work

Assessment and Decision Making

Communication and Instruction

Human Resources Management

Budgeting Overall Level

Market Rate

Salary

A J J J A C

Employee Name: Elizabeth Marshall Banded title: Pharmacist

Knowledge - Professional

Coordination - Work

Assessment and Decision Making

Communication and Instruction

Human Resources Management

Budgeting Overall Level

Market Rate

Salary

A A J A A C

Aggregate Leveling Form

Salary Decision WorksheetSalary Decision Worksheet

Used to document pay decisionsUsed to document pay decisions New HireNew Hire PromotionPromotion DemotionDemotion Grade-Band Transfer Grade-Band Transfer Probationary to PermanentProbationary to Permanent Reassignment Reassignment Horizontal TransferHorizontal Transfer Competency IncreaseCompetency Increase RetentionRetention Labor Market Labor Market Competency Level ChangeCompetency Level Change

Completed by the manager and sent to HRCompleted by the manager and sent to HR

ExerciseExercise Review Phillip Pharmacy Tech salary Review Phillip Pharmacy Tech salary

decision worksheet.decision worksheet. Complete a salary decision worksheet Complete a salary decision worksheet

for Andrea Apothocary to give her a for Andrea Apothocary to give her a career progression adjustment to career progression adjustment to bring her to the appropriate rate. Her bring her to the appropriate rate. Her current salary is $27,315.current salary is $27,315.

Work in small groupsWork in small groups Report back to full groupReport back to full group

Career Banding Dispute Career Banding Dispute ProcessProcess

For career status career banding For career status career banding employees onlyemployees only

Dispute Process for career banding Dispute Process for career banding paypay decisions only decisions only

Definition of a pay decisionDefinition of a pay decision Promotion, reassignment, CPAPromotion, reassignment, CPA

Not disputable if no fundingNot disputable if no funding Limited funding plan (priority list)Limited funding plan (priority list)

Career Banding Dispute Career Banding Dispute ProcessProcess

Four issues to appeal:Four issues to appeal: Amount is less than appropriateAmount is less than appropriate Did not get money when pay factors Did not get money when pay factors

indicate otherwiseindicate otherwise Competencies are not evaluated Competencies are not evaluated

correctly (did not follow process)correctly (did not follow process) Management did not follow limited Management did not follow limited

funding plan prioritiesfunding plan priorities

Process StepsProcess Steps

Employee completes formEmployee completes form Received in HR within 15 days of salary Received in HR within 15 days of salary

decisiondecision Management must respond within 60 Management must respond within 60

daysdays Final decision by higher level manager Final decision by higher level manager

– one level up from direct supervisor or – one level up from direct supervisor or can be a designee in the divisioncan be a designee in the division

Checks and BalancesChecks and Balances

OSP AuditOSP Audit DHHS MonitoringDHHS Monitoring Delegation of Authority – DHHS and Delegation of Authority – DHHS and

locallocal EEO ReviewEEO Review

Where do we go from Where do we go from here?here?

1.Complete/Conduct Competency Assessments by 11/10/08

2.Copy documents to keep and send originals to your HR manager by 11/10/08

3.You will receive notification from your HR managers when actions are approved

4.Communicate final results to employees

5.Recruitment Training - TBA6.Performance Management Training -

TBA

ResourcesResources

DHHS Banding Website:DHHS Banding Website:http://www.dhhs.state.nc.us/humanresources/http://www.dhhs.state.nc.us/humanresources/

bandingbanding

DHHS Brochure DHHS Brochure (linked on website)(linked on website)

Banding Team:Banding Team:Phone (919)733-4344 or Phone (919)733-4344 or DHHS.HR.division@ncmail.netDHHS.HR.division@ncmail.net