1、1,Career Banding Education Sessions,2,Welcome Career Banding Overview Administrative Process WCU Implementation Process and Timeline Introduction of Bands Evaluating Competencies Break Supervisor Training Session,Todays Agenda,3,Career Banding Overview,4,What is Career Banding?,Private sector concep
2、t Market-based classification & compensation system Collapse of titles, grades, and pay ranges Broad titles & competencies Effort to attain market competitiveness,5,Banding Project Development,Office of State Personnel (OSP) initiates Transition team develops State Personnel Commission approves Nort
3、h Carolina adapts Project team established Career Banding coordinators identified Focus groups conducted,6,Advantages to Banding,Simpler processes Wider pay ranges Enhanced recruitment & retention Flexibility in managements pay decisions Pay movement based on market rates, development of skills & co
4、ntribution Enhanced partnership between HR & the campus community,7,Current NC State System,6,000+ narrowly defined classification titles 47 salary grades and ranges theoretically based on “maximum qualifications” Special Minimum Rates Geographic Rates,8,Example of Banding Conversion,Current Titles:
5、 Admin Secretary I Office Asst IV Processing Asst III Program Asst IV,New Title: Admin Support Associate,9,Pay Band Example,Administrative Support Associate,Minimum of Band,Contributing Reference Rate,Journey Market Rate,Advanced Reference Rate,Maximum of Band,10,Managements Role,Communicate Career
6、Banding concept Learn & administer new processes Evaluate employees competencies Manage pay around the market rates based on Pay Factors Below, at, and above market Enhance career development plans and coaching through Performance Management Complete work planning, interim review, and annual perform
7、ance appraisal,11,Employees Role,Plan for career development Obtain competencies and skills that are valued and needed by the organization Contribute to the accomplishment of the departments mission/goals Follow established dispute resolution process (if necessary),12,Human Resources Role,Administer
8、 banding program Evaluate market Train and consult with managers Audit compensation decisions,13,Administrative Processes,Classification New position creation ReclassificationRecruitment & Selection Posting of vacancies Interviewing Selection & new hire pay Promotion,14,Administrative Processes,Comp
9、ensation Budget Required and demonstrated competencies Market Internal pay alignmentPerformance Management Similar overall process Evaluation includes key responsibilities and competencies,15,Implementation Process,Campus education General sessions for employees and supervisors: August, 2nd & 3rd Th
10、e need for follow up education sessions will be assessed after initial sessions Focus groups identified and meetings conducted: August 7th thru September 15,16,Implementation Process,Crosswalk utilized for position mapping Allocation list distribution: August 21st thru September 1st Supervisory appe
11、als process: September 1st thru September 22nd Implementation: September 25th thru November 3rd Competency assessments to justify organizational need,17,Implementation Process,Implementation continued Title changes uploaded into the system New work plans Labor market analysis conducted by HR: Novemb
12、er 6th thru December 22nd Labor market analysis will reveal any issues within the bands Funding is not guaranteed but efforts to identify funds will be ongoing,18,Introduction of Bands,19,Administrative & Managerial,Branch: Administrative Support Administrative Support Associate Administrative Suppo
13、rt Specialist Executive Assistant Branch: Legal Services Paralegal Social Research Social Research Assistant,20,Institutional Services,Branch: Food & Nutrition Food Services Technician Food Services ManagerBranch: Building Environmental Building Environmental Services Technician Building Environment
14、al Services Supervisor Building Environmental Services Manager,21,Natural Resources & Scientific,Branch: Research Research Technician Research Operations Manager,22,Operations & Skilled Trades,Branch: Vehicle/Equipment Operations Vehicle/Equipment Repair Technician Vehicle/Equipment Repair Technicia
15、n Supervisor Vehicle/Equipment Operator Branch: Facility Maintenance Facility Maintenance-Building Trades Facility Maintenance-Mechanical Trades Facility Maintenance Supervisor,23,What are Competencies?,Competencies are the observable and measurable skills, knowledge, abilities, behaviors, and other
16、 characteristics that an individual needs to perform work roles or occupational duties successfully.,24,Levels of Competencies,Contributing: Knowledge, skills, and, work behaviors minimally necessary in the band Journey: Full body of knowledge, skills, and work behaviors required in the band Advance
17、d: Highest or broadest scope of knowledge, skills, and work behaviors required in the band,25,Competency Examples,Administrative Support Associate Communication-Verbal Communication-Written Office Technology Work Coordination Problem Solving Knowledge-Program Information/Records Administration Budge
18、ting,26,Competency Examples,Facility Maintenance Technician-Mechanical Trades Knowledge-Technical Problem Solving Attention to Detail Coordination-Work Communication Safety & Health Compliance Client/Customer Service,27,Break (Supervisor Training will begin in 10 minutes),28,Supervisor Training,29,S
19、upervisory Processes,Setting competency-based pay Competency assessment Pay factors Process & forms Performance Management Training tentatively planned for later in fall semester or early spring semester Recruitment & selection Training tentatively planned for later in fall semester or early spring
20、semester,30,Setting Competency-Based Pay,31,Setting Pay Process,Complete Competency Assessment new hire salary adjustment change banded level Evaluate the 4 pay factors Competency level Appropriate market rate Available financial resources Internal pay alignment Determine salary HR will assist with,
21、 assess, and audit pay decisions,32,Complete Competency Assessment,Identify key individual competencies for the position Assess individual competencies (C,J,A) Weight competencies (if applicable) Determine overall competency level (C,J,A),33,Identify Key Competencies,Identify the competencies from t
22、he profile that are relevant to the position,Communication - Verbal,34,Rank/Weight Competencies,40%,30%,20%,10%,Rank/Weight competencies according to importance to the job,35,Assess Individual Competencies,Compiles reports from Wolf system. Maintains records inaccess database. Creates management sum
23、mary on reports from various systems.,Responds to questions/issues that deviate from standard operating procedures by determining and consulting appropriate resources such as policies, manuals or other staff.,Understands general operation of the functional unit, to include knowledge of staff and pro
24、gram responsibilities. Applies knowledge necessary to provide answers to “frequently asked questions.”,Reviews expenditures. Researches options. Collects financial data. Produces cost comparison analysis. Recommends cost-effective action. Improves departments overall use of resources.,36,Determine O
25、verall Level,30%,20%,10%,40%,37,Evaluate Pay Factors,Competency level Appropriate market rate Available financial resources Internal pay alignment,38,Competency Pay Factor - Example #1,Competency #1,X,Competency #2,Competency #3,Competency #4,Overall,Contributing,Journey,Advanced,X,X,X,X,Min,Max,Con
26、tributing Reference Rate,Journey Reference Rate,Advanced Reference Rate,39,Competency Pay Factor - Example #2,Competency #1,X,Competency #2,Competency #3,Competency #4,Overall,Contributing,Journey,Advanced,X,X,X,X,Min,Max,Contributing Reference Rate,Journey Reference Rate,Advanced Reference Rate,40,
27、Competency Pay Factor - Example #3,Competency #1,X,Competency #2,Competency #3,Competency #4,Overall,Contributing,Journey,Advanced,X,X,X,X,Min,Max,Contributing Reference Rate,Journey Reference Rate,Advanced Reference Rate,41,Market Rate Pay Factor,Use applicable reference/market rate determined by o
28、verall competency level (C,J, or A) Consider the Market Halo (.90 to 1.10 of Reference/Market Rate) Example: If reference rate is $25,000, the Market Halo is: From $22,500 = $25,000 x .90 To $27,500 = $25,000 x 1.10,42,Internal Pay Alignment,The consistent alignment of salaries among employees who d
29、emonstrate similar required competencies in the same banded class within a work unit or organization. Monitored at the department or college with assistance from HR Group employees for comparison Band Level Number of competencies rated at C, J, or A Performance rating,43,Pay Factors,Minimum of Band,
30、Contributing Reference Rate,Journey Reference Rate,Advanced Reference Rate,Maximum of Band,Budget Maximum,Market Halo (+/- 10%),Competency Level,Tom,Sue,Jane,44,Final Salary Determination,Salary will be determined by application of the 4 Pay Factors Consultation with HR will be critical for salary a
31、dministration Contacts for salary administration Cory Causby-Director of Employment & Affirmative Action Programs/Title IX Coordinator Matthew Brown-Career Banding Coordinator/Classification Analyst Leigh Ann Busby-SPA Recruitment Coordinator,45,Career Banding Homework,Champion this effort to accurately capture the work your employees are performing Flexibility with focus group schedules (4-6 week period) Provide your valuable insights in focus groups Seek HR consultation for answers to any questions,46,Any Final Questions?,47,Thank You!,
