osbm career banding system an introduction for employees october 2008

OSBM Career Banding System

An Introduction for Employees

October 2008

Agenda

Brief overview of career-banding Competencies & Career Development Performance Management &

Competency Assessments Recruitment & Selection EEO

Career-Banding

Breaking down of classes into more generic titles

Wider pay ranges and more defined career paths

Pay movement is based on the development of competencies (knowledge, skills, and behaviors)

People focused v. Position focused

North Carolina State Government

Career-BandingFeatures Introduces new concepts of pay: above market, at

market, and below market

Does away with restrictive salary rules and promotes appropriate pay based on contribution and market

Gives managers more decision-making flexibility and accountability for pay decisions and spending

Pay is managed to the Journey Market Rate versus the Salary Grade Maximum

Career-banding

OSP’s SYSTEM GOALS:

To base employee pay on level of contribution and labor market information

To simplify the administrative process

To delegate compensation decisions to managers and to hold them accountable

To encourage employees to develop those skills necessary for the organization to succeed

Features Class Structure:

Employees classified into banded classes within Job Families where career paths are identified and career development is emphasized

All banded classes within the job family have unique journey market rates (JMR)

OSBM can vary from the journey market rate within limits based on their unique labor market

Employee’s Role

Responsible for career self-management

Develop competencies and skills that are valued by the organization

Contribute to the accomplishment of the organization’s mission through continued demonstration of competencies and skills

Management’s Role

Develop competencies and skills that are valued by the the organization

Competency assessment Use the Pay Factors in determining and

managing employees’ pay Make pay decisions based on business needs of

the organization Document pay decisions Advise employees on career development Recruitment & Selection

Human Resources Role

Orient employees

Implement Career-banding (Competencies)

Evaluate the need for Market Reference Rates

Train and consult with managers on compensation issues

Monitor the management of pay

Job Families with Approved Bands

Banded ClassificationsJob Family / Branch / BandBand

Administrative/Managerial

Administrative Support Associate

Administrative Support Specialist

Administrative Support Supervisor

Executive Assistant

Administrative Support

Competencies

Competencies are a set of behaviors which include knowledge, skills, and attributes

Developing competencies increases the level of contribution or work of an employee

An increase in competencies can be used as a basis for an increase in pay

Correlate to person-basedperson-based pay rather than job-basedjob-based pay

Competencies

Contributing Competencies: knowledge, skills and successful work behaviors, minimally necessary to perform a job from entry up to journey (no more trainees)

Journey Competencies: fully applied body of knowledge, skills, and successful work behavior required

Advanced Competencies: the highest or broadest scope of knowledge, skills, and work behavior required in the banded class

Career Development

Wider Bands + Salary Flexibility = Opportunities for employee growth within same position

Competencies should be linked to training opportunities to enhance career growth

Leve

l Cha

nges

Career DevelopmentPromotions are considered:

movement to another banded class with a higher JMR,

a level change (per OSP 5/2008)

Pay Philosophy Competitive Pay will reinforce high

standards and positively impact the state’s ability to: Recruit, retain and develop qualified,

motivated, and diverse workforce Promote proven successful work

behaviors Emphasize competencies and

demonstrated skills and abilities on the job

Pay Philosophy

Key Principles: Salaries shall be at or about the journey

market rate for employees who regularly exhibit successful work behaviors at the journey level determined for the class.

Salaries may exceed the journey market rate only for employees who regularly exhibit successful work behaviors beyond those identified at the journey level.

$21,218 $167,774Administrative and Managerial Job Family Pay Band

Social/Clinical Assistant

$31,933 $44,080$38,000

Journey Market Rate

Social/Clinical Research Specialist

$41,743 $63,153

Journey Market Rate

$51,344

Banded Compensation System

Administrative and Managerial Job Family

Performance Competency Evaluations Assessments

tools

& techniques

and

Performance Evaluations & Competency Assessments

Cycle Dates November 1 – October 31 Recommendations for salary adjustments and

level changes (subject to funding availability) are effective January 1

Work Plan expectations written at the “good” level

Competencies benchmarked at the journey level

Performance Evaluations Evaluation of Key Roles and

Responsibilities includes goals and performance expectations

Incorporates past practice: includes planning discussion, interim, and final evaluation meetings

Still provide an overall rating (BG, G, VG, O)

What You DidWhat You Did

Competency Assessment

Replaces “dimensions” on form

Standardizes the criteria for review for each band

Identifies “critical competencies” for successful performance of the job

Assess the level for each competency defined

How You Did ItHow You Did It

Competency Assessment

“Critical” Competencies have been identified for each band

Managers agreed on critical competencies to increase consistency in rating across sections

This system stresses movement along the band v. traditional “quick promotions”

NORTH CAROLINA STATE GOVERNMENTPerformance Management, Competency Assessment, and Career Development Plan

Office of State Budget and ManagementDepartment/Division: Office of the Governor / Office of State Budget & Management Section: Cycle Year: Nov 1, 20___

to Oct. 31, 20___

Employee: Position Title:

Supervisor: Position Title:

Section Head (if applicable): Position Title:

Initial Work Planning Discussion

Supervisor Signature: Date:

Employee Signature: Date:

Interim Review



Final Performance Rating Final Competency Assessment

U BG G VG O C J A

Final Review



Deputy Director for Budget Signature: Date: Deputy Director for Management Signature: Date:

*Both deputy signatures are required on Management Team members’ evaluationsThe employee’s signature does not indicate agreement with the final overall evaluation. The signature only indicates that the instrument was discussed on the dates indicated.

Functional Competency Assessment

Key Functional Competencies

Critical

Expectations Final Results Level C J A

Career Development Activities (include Supervisor and Employee responsibilities, and the Individual Training Plan):

Final Competency Assessment: Contributing (C) Journey (J) Advanced (A)

Initial Work Planning Discussion Initials Interim Review Initials Final Review Initials

Supv: Emp: Date: Supv: Emp: Date: Supv: Emp: Date:

Note: The employee’s initials do not indicate agreement with the evaluation. Initials only indicate that the instrument was discussed on the dates indicated.

Pay Factors

Resources (financial)

Appropriate Market Rate

Internal Pay Alignment

Required Competencies (demonstrated)

Titles

Contributing

Journey

Advanced

Analyst, Associate, Specialist, etc.

Senior

Principal

OSPOSP OSBMOSBM

Purpose of Postings

Sell the job

AttractAttract applicants who can do the job

Provide information for applicants to use in determining whether to apply or not

Use key competencies to screen applications and determine who to interview

Justify and defend hiring decisions

Recruitment and Selection

Define the Business Need

Consider departmental goals and objectives

Consider workforce planning needs

Consider the availability of workers

Consider funds available

Recruitment and Selection

Training and Experience Requirements Basic requirement is the class minimum from the

class specification Transition teams determine T&E guidelines for

each competency level. These are optional. Agency/university determines which T&E pattern

to use (overall decision by job family/branch) Best practice is to use only the class minimum

as we are moving to a competency-based system

Remember, must meet posted T&E (and minimum required, posted competencies) to be qualified

EEO in the Career-banded Environment

Laws Related to the Administration of Pay:

• FLSA• Equal Pay Act• Title VII of the Civil

Rights Act• Civil Rights Act (1991)• Age Discrimination Act• Americans with

Disabilities Act

Types of Pay Equity in a Career-Banded Environment:

• Internal Equity

• External Equity

• Individual Equity

Types of Discrimination

Disparate Treatment• Direct discrimination• Unequal treatment• Intentional• Prejudiced actions• Different standards

for different groups

Disparate Impact Indirect discrimination Unequal consequences or results Unintentional Neutral actions Same standards but different consequences



Internal Monitoring (Managers, HR, EAC)

External Monitoring (OSP)


Employee Advisory Committee Required by OSP Combined function with current EEO

committee Provide annual report to management

and OSP (and as needed)

Employee Advisory Committee (EAC):

The Employee Advisory Committee will not function as a separate entity, but will incorporate the EAC responsibilities as a component of the responsibilities held by the existing EEO Committee.

The EAC responsibilities include reviewing career-banding activities and data collected to ensure consistency, fairness, and equity.

The committee will submit a report of its findings annually to the State Budget Officer and Human Resources Director.

Dispute Resolution and EEO

Dispute Resolution and EEOEmployees with career status can have salary decisionsreconsidered by the State Budget Officer.

To be eligible, salary decisions must be based a promotion,reassignment, demotion, or career progression adjustment as defined in policy AND one of the following:

Amount of salary adjustment is less than appropriate amount as determined through pay factors.

No salary adjustment has been granted when application of pay factors would support an adjustment.

Competencies have been inappropriately evaluated.

The Office will establish and adhere to a plan for distribution of limited funding for career-banding salary decisions to ensure fairness. Salary decisions that are restricted solely because of limited funding are eligible for dispute resolution consideration only if the plan is not followed.

An employee must document the basis for salary reconsideration in a memorandum to OSBM Human Resources within 15 days of the salary decision notification to determine eligibility.

Resolution must be completed within 60 days after documentation is submitted.

Eligible reconsideration requests will be referred to the State Budget Officer for reconsideration. Written notice of reconsideration decision will be provided to the submitting employee for all reconsideration requests received.

Salary decisions under the provisions of this policy cannot be grieved through the formal grievance procedures.

Dispute Resolution and EEO

OSBM Career Banding System

October 2008

osbm career banding system an introduction for employees october 2008

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