Career Banding TrainingCareer Banding Training

forforSocial ResearchSocial Research

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 social research classificationsfor social research 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state governmentstate government Current system outdated and cumbersomeCurrent system outdated and cumbersome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 current market ratesMove toward pay based on current 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

Statewide Job Family Statewide Job Family StructureStructure

1.1. Administrative and ManagerialAdministrative 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 Health Medical 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 Administrative Branches in the Administrative

& Managerial Job Family& Managerial Job Family

Business ManagementBusiness Management Financial AnalysisFinancial Analysis Human ResourcesHuman Resources Budgeting ServicesBudgeting Services Program ManagementProgram Management Support ServicesSupport Services AuditingAuditing PlanningPlanning Economic Economic

DevelopmentDevelopment

Accounting Social Research Legal Services

670 graded classes to 33Banded classes

4 New Social Research Banded 4 New Social Research Banded ClassesClasses

Social/Clinical Research AssistantSocial/Clinical Research Assistant Social/Clinical Research SpecialistSocial/Clinical Research Specialist Social/Clinical Research ManagerSocial/Clinical Research Manager Social/Clinical Research ExecutiveSocial/Clinical Research Executive

Social Research CrosswalkSocial Research Crosswalk

Shows which existing classifications Shows which existing classifications were collapsed into the new banded were collapsed into the new banded classclass

Total of 44 classes collapsed into 4Total of 44 classes collapsed into 4 9 collapsed for the Assistant 9 collapsed for the Assistant 19 collapsed for the Specialist19 collapsed for the Specialist 13 collapsed for the Manager13 collapsed for the Manager 3 collapsed for the Executive3 collapsed for the Executive

Social Research Banded Class Social Research Banded Class Profiles Profiles

Based on statewide focus group feedback Based on statewide focus group feedback Modified by DHHS focus groups Modified by DHHS focus groups Describe roles Describe roles Describe competencies needed in the job at Describe competencies needed in the job at

each leveleach level Include the minimum Training & Education Include the minimum Training & Education

required for the banded classrequired 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: S/C Research Role Summary: S/C Research AssistantAssistant

Gather, edit, analyze and report dataGather, edit, analyze and report data Identify population, design questionnaireIdentify population, design questionnaire Compile and manage data; some reportingCompile and manage data; some reporting Conduct statistical analysisConduct statistical analysis

•Routine•Repetitive•Defined assignments

•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

Contributing Journey Advanced

Role Summary: S/C Research Role Summary: S/C Research SpecialistSpecialist

Plan, organize, conduct and evaluate researchPlan, organize, conduct and evaluate research Create or validate theories through data collectionCreate or validate theories through data collection Analyze and document data Analyze and document data Project Planning and design; database developmentProject Planning and design; database development Publication, reports, communication, instructionPublication, reports, communication, instruction

•Basic knowledge of research•Work within established guidelines/deadlines•Project of limited scope

•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

Contributing Journey Advanced

Role Summary: S/C Research Role Summary: S/C Research ManagerManager

Manage and supervise activities for one or more projectsManage and supervise activities for one or more projects Program administration, planning and organizing work Program administration, planning and organizing work

operationsoperations HR and administrative managementHR and administrative management Leads modification efforts, can serve as technical expertLeads modification efforts, can serve as technical expert

•Coordinates day to day work•Reports to a higher level manager•Strong specialist role

•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

Contributing Journey Advanced

ExerciseExercise

Review the two job descriptionsReview the two job descriptions Determine the appropriate Determine the appropriate

classification for each positionclassification for each position Discuss in your groupDiscuss in your group Report out to full groupReport out to full group

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 Ima Sasserassessment form for Ima Sasser 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:

Analytical thinkingAnalytical thinkingDon’t Say – “Ima is a smart person and a critical Don’t Say – “Ima is a smart person and a critical

thinker. She works hard to get her work thinker. She works hard to get her work done.”done.”

Say – Ima collects and analyzes data for the Say – Ima collects and analyzes data for the ABC research project. She summarizes the ABC research project. She summarizes the data through creation of tables and graphs in data through creation of tables and graphs in Excel/Access. She provides these to the Excel/Access. She provides these to the project leader for incorporation into the project leader for incorporation into the project report.project report.

ExerciseExercise

Read the summary documentation for Read the summary documentation for Tammy TableTammy Table

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

Employee Name: Ima Sasser Banded title: Social/Clinical Research Assistant

Analytical Thinking

Attention to Detail

Communication Customer Service

Technical/Prof Knowledge

Training/Instruction

OverallLevel

Market Rate

Current Salary

C J C J J C JJ $38,000$38,000 $31,698$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 J J J J JJ $38,00$38,0000

$36,980$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 A J J A AA $44,080$44,080 $41,343$41,343

Aggregate Leveling Form

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

Blank Competency Assessment FormBlank Competency Assessment Form Sample Competency Assessment FormSample Competency Assessment Form FAQFAQ 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 Employee fact sheet for CAEmployee fact sheet for CA Web resourcesWeb resources

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 KRRs are replaced by goals and resultsKRRs are replaced by goals and results Training to comeTraining to come Still an annual process – can be Still an annual process – can be

combined with competency combined with competency assessment cycleassessment cycle

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 $38,000$38,000     

$27,310 $27,310 $51,750$51,750

  

   

Minimum Minimum Maximum Maximum

   

     

Contributing JourneyContributing Journey Advanced Advanced $31,933 $31,933 $ 38,000 $44,080 $ 38,000 $44,080

Social Clinical Research Assistant

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.

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

Social/Clinical Research Specialist

$33,594 $41,743$51,344 $63,153 $75,122

Quentin Query

Anna Analyzer

SumarSummary

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: Quentin Query Banded title: Social/Clinical Research Specialist

Analytical Thinking

Communication Customer Service

Planning/Organizing

Technical/Prof Knowledge

Training/Instruction

OverallLevel

Market Rate

Salary

J C C C J J

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 J J 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 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

ExampleExample

Review Salary Decision Worksheet Review Salary Decision Worksheet Review Worksheet for Anna AnalyzerReview Worksheet for Anna Analyzer Questions and comments?Questions and comments?

ExerciseExercise

Complete a salary decision Complete a salary decision worksheet for Quentin Query to give worksheet for Quentin Query to give him a career progression adjustment him a career progression adjustment to bring him to the appropriate rate. to bring him to the appropriate rate. His current salary is $39,659.His current salary is $39,659.

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

Management’s RoleManagement’s Role Ensure career banding concept is Ensure career banding concept is

communicated to employeescommunicated to employees Provide staff time to serve on focus groups Provide staff time to serve on focus groups Evaluate employee’s Evaluate employee’s initial initial competency competency

level for career band placementlevel for career band placement Evaluate competencies at annual Evaluate competencies at annual

performance reviews (optional)performance reviews (optional) Manage pay to the market ratesManage pay to the market rates

Management’s Role (cont’d.)Management’s Role (cont’d.)

Provide Provide detailed documentationdetailed documentation for band/level for band/level placement and salary adjustments. placement and salary adjustments.

Establish career development plans and Establish career development plans and coaching to enhance an employee’s coaching to enhance an employee’s contribution to the organization’s success.contribution to the organization’s success.

Use new processes for establishing positions, Use new processes for establishing positions, filling positions, reclassifying positions, and filling positions, reclassifying positions, and compensating employees.compensating employees.

Apply pay factors equitably.Apply pay factors equitably.

HR’s RoleHR’s Role

Provide initial and continued training to Provide initial and continued training to managers.managers.

Consult with managers.Consult with managers. Ensure managers are held accountable.Ensure managers are held accountable. Monitor/audit actions taken.Monitor/audit actions taken. Evaluate Band Ranges.Evaluate Band Ranges. Conduct Program assessment/evaluation.Conduct Program assessment/evaluation.

Employee’s RoleEmployee’s Role Take responsibility for career development.Take responsibility for career development.

Participate in competency assessment and career Participate in competency assessment and career development plans.development plans.

Develop competencies and skills that are Develop competencies and skills that are valued by the organization.valued by the organization.

Contribute to the accomplishment of the Contribute to the accomplishment of the organization’s mission/goals through organization’s mission/goals through continued demonstration of competencies.continued demonstration of competencies.

Follow dispute review process if applicable.Follow dispute review process if applicable.

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 12/5/06

2.Copy documents to keep and send originals to your HR manager by 12/6/06

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