Career Banding Training for Social Research by efr19747

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									Career Banding Training




           for
    Social Research
                 Objectives
   Understand the basic structure of career
    banding
   Understand the new competency profiles for
    social research classifications
   Understand how to assess an employee
   Understand the difference between Competency
    Assessment and PM
   Understand how pay is administered in career
    banding
   Understand the roll over process
          What is career banding?

A new human resources system that affects
  the way we
   classify jobs
   hire people

   pay employees

   promote employees

   evaluate employees

   provide career development opportunities

    for our employees
            Why are we banding?
   Directed by OSP as a statewide change
   Reduces the number of job classes and titles in
    state government
   Current system outdated and cumbersome
       6000+ classification titles
       47 salary grades

   Move toward pay based on current market rates
   Gives managers more flexibility in setting pay
    and granting promotions
   Emphasizes commitment to individual growth
    and career progress
          Statewide Job Family
              Structure
1.  Administrative and Managerial
2. Information Technology

3. Law Enforcement and Public Safety

4. Information and Education

5. Human Services

6. Medical and Health

7. Institutional Services

8. Operations and Skilled Trades

9. Engineering and Architecture

10. Natural Resources and Scientific
        Branches in the Administrative &
           Managerial Job Family

   Business Management     Accounting
   Financial Analysis      Social Research
   Human Resources         Legal Services
   Budgeting Services
   Program Management     670 graded classes to 33
   Support Services       Banded classes
   Auditing
   Planning
   Economic Development
    4 New Social Research Banded
              Classes

 Social/Clinical   Research   Assistant
 Social/Clinical   Research   Specialist
 Social/Clinical   Research   Manager
 Social/Clinical   Research   Executive
        Social Research Crosswalk

   Shows which existing classifications were
    collapsed into the new banded class
   Total of 44 classes collapsed into 4
       9 collapsed for the Assistant
       19 collapsed for the Specialist
       13 collapsed for the Manager
       3 collapsed for the Executive
       Social Research Banded Class
                  Profiles
   Based on statewide focus group
    feedback
   Modified by DHHS focus groups
   Describe roles
   Describe competencies needed in the
    job at each level
   Include the minimum Training &
    Education required for the banded class
       What is a competency?
Competencies are the observable
  and measurable set of:
 skills

 knowledge

 abilities

 key behaviors

  that are necessary to perform the
  job.
             Competencies
   Contributing - Knowledge, skills, abilities
    and successful work behaviors that are
    minimally required for an employee in the
    band.
   Journey - Fully applied body of
    knowledge, skills, abilities and successful
    work behavior required for the band.
   Advanced - The highest or broadest scope
    of knowledge, skills, abilities and work
    behavior required in the band.
Role Summary: S/C Research Assistant
   Gather, edit, analyze and report data
   Identify population, design questionnaire
   Compile and manage data; some reporting
   Conduct statistical analysis
     Contributing               Journey               Advanced


    •Routine               •More Variety        •Lead others
    •Repetitive            •Independence        •Collect, compile and
    •Defined assignments   •More design and       manage data
                              analysis          •Edit and format reports
                           •Generate new data   •Some research design
                                                •Strong knowledge of
                                                 statistical software
Role Summary: S/C Research Specialist
   Plan, organize, conduct and evaluate research
   Create or validate theories through data collection
   Analyze and document data
   Project Planning and design; database development
   Publication, reports, communication, instruction


     Contributing                  Journey                      Advanced


    •Basic knowledge of         •Full range of functions   •Comprehensive or
      research                  •Full knowledge of          specialized knowledge
    •Work within established      research                 •Manages concurrent &
      guidelines/deadlines      •More independent in         complex projects
    •Project of limited scope    planning and design       • Program or policy
                                •More varied and             development/eval
                                   complex                 •Train and supervise
Role Summary: S/C Research Manager
    Manage and supervise activities for one or more projects
    Program administration, planning and organizing work
     operations
    HR and administrative management
    Leads modification efforts, can serve as technical expert

     Contributing                   Journey                     Advanced


    •Coordinates day to day      •Full range of mgmt       •Develops, directs and
     work                         functions                 manages one or
    •Reports to a higher level   •Strong role in setting    more large projects
     manager                      goals and objectives     •Leads in adapting
    •Strong specialist role      •Larger and more           new process, policy
                                 varied staff              •Persuades upper level
                                 •Potential impact on       management
                                  policy                   •Conducts new
                                                            research
                  Exercise

   Review the two job descriptions
   Determine the appropriate classification
    for each position
   Discuss in your group
   Report out to full group
              Now What?

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

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

   The process used to determine an employee’s
    level (C,J,A) in career banding
   Compares the banded class profile to the work
    demonstrated by the employee
   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
                  Example

   Review the blank form
   Review the sample competency
    assessment form for Ima Sasser
   Notice the individual ratings
   Compare them to the overall rating
   Comments and Questions?
        Competency Assessment Steps
   Gather all necessary documents
       Job description
       PM form
       Documentation
       Reports
       Feedback from others
   Begin completing the blank form (one for each employee)
   Cut and paste job description summary
   Write 2-3 sentences for each competency
   Determine the level of the 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
                 Supervisor Tips
   Collect data throughout the year to avoid last minute
    recency effect
   Ensure that job descriptions are current
   Keep files on employees to collect data
   Put responsibility on employee to provide work examples
    related to competencies
   Do not consider pay when initially assessing employees –
    that is done after the assessment is complete
   Use work examples not personal characteristics when
    completing the assessment
  Focus on the work being performed:
          Analytical thinking
Don’t Say – “Ima is a smart person and a critical
  thinker. She works hard to get her work done.”

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

   Read the summary documentation for
    Tammy Table
   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
             Aggregate Leveling Form
Employee Name: Ima Sasser                       Banded title: Social/Clinical Research Assistant

Analytical   Attention to     Communication      Customer           Technical/Prof      Training/      Overall    Market Rate    Current
Thinking     Detail                              Service            Knowledge           Instruction    Level                     Salary




C            J                C                  J                  J                   C              J          $38,000        $31,698


Employee Name:   Tammy Table                   Banded title: Social/Clinical Research Assistant

Analytical   Attention to     Communication      Customer           Technical/Prof      Training/      Overall    Market         Current
Thinking     Detail                              Service            Knowledge           Instruction    Level      Rate           Salary


C            J                J                  J                  J                   J              J          $38,000        $36,980



Employee Name: Charles Dataset                Banded title: Social/Clinical Research Assistant

Analytical         Attention to     Communic         Customer            Technical/Prof               Overall    Market Rate    Current
Thinking           Detail           ation            Service             Knowledge                    Level                     Salary


A                  A                J                J                   A                            A          $44,080        $41,343
          Manager’s “CA” Toolkit
   Blank Competency Assessment Form
   Sample Competency Assessment Form
   FAQ
   Blank aggregate leveling form for each banded class
   Sample aggregate leveling form
   Supervisor’s guide for CA
   Discussion Planner
   Employee fact sheet for CA
   Web resources
    Differences between CA and PM
     Competency Assessment                 Performance Management

   Assesses level of work being          Evaluates employee
    demonstrated by the employee           performance based on goals of
   Uses the banded class profile as       work unit
    a foundation                          Uses the vision, mission and
   Completed at rollover                  goals of the work unit as
   Completed thereafter when              foundation
    changes occur (should be              Completed annually
    completed at least every 3            Uses PM Grievance policy
    years)                                Pay may be awarded if funded
   Uses CB dispute policy                 by legislature
   As competencies are developed,        Includes Performance
    pay can be awarded                     Improvement Plan if needed
   Includes career development
    discussion
        Making it Easier for You

   New shorter PM form/process
   Dimensions are no longer on PM
   KRRs are replaced by goals and results
   Training to come
   Still an annual process – can be combined
    with competency assessment cycle
                                       DHHS Pay Guidelines



        Fully demonstrates             Fully demonstrates            Fully demonstrates
        C level competencies           J level competencies          A level competencies




 min                 CRR                                                  ARR                      max
                                                JMR


New hires or employees   New hires or employees     New hires or employees     Employees who demonstrate
who do not possess or    who demonstrate some of    who demonstrate some of    all of the A level competencies
demonstrate all of the   the C level competencies   the J level competencies   and may be demonstrating
C level competencies     and some of the J level    and some of the A level    some higher level banded
                         competencies               competencies               class competencies
                         Pay Factors:
Financial Resources - the amount of funding that a manager has
     available when making pay decisions.

Appropriate Market Rate - the market rate applicable to the functional
    competencies demonstrated by the employee

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

Required Competencies - the level of competencies 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, certifications, and licenses
   Career Band Example
Social Clinical Research Assistant

                 Journey Market Rate
                     $38,000

    $27,310                              $51,750



    Minimum                              Maximum




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


                                   Social/Clinical Research Specialist

                      Fully demonstrates             Fully demonstrates               Fully demonstrates
                      C level competencies           J level competencies             A level competencies




 min                     CRR                                                              ARR                        max
                                                        JMR
$33,594                $41,743                                                          $63,153                    $75,122
                                                       $51,344

    New hires or employees      New hires or employees            New hires or employees           Employees who demonstrate
    who do not possess or       who demonstrate some of the C     who demonstrate some of the      all of the A level competencies
    demonstrate all of the C    level competencies and some of    J level competencies and some    and perform some higher level
    level competencies          the J level competencies          of the A level competencies      banded class competencies



                                                     On the Aggregate Leveling Form,
                                                     identify the overall competency level for these
  Quentin         Anna           Sumar               three employees. Then determine where in
  Query           Analyzer       Summary             the band they should be paid. Discuss in your
                                                     group.
             Aggregate Leveling Form
Employee Name: Quentin Query                     Banded title: Social/Clinical Research Specialist

Analytical    Communication       Customer   Planning/        Technical/Prof        Training/        Overall   Market   Salary
Thinking                          Service    Organizing       Knowledge             Instruction      Level     Rate



J             C                   C          C                J                     J

Employee Name:    Anna Analyzer              Banded title: Social/Clinical Research Specialist

Analytical    Communication       Customer   Planning/        Technical/Prof        Training/        Overall   Market   Salary
Thinking                          Service    Organizing       Knowledge             Instruction      Level     Rate



A             J                   J          J                A                     J
Employee Name:    Sumar Summary              Banded title: Social/Clinical Research Specialist

Analytical    Communication       Customer   Planning/        Technical/Prof        Training/        Overall   Market   Salary
Thinking                          Service    Organizing       Knowledge             Instruction      Level     Rate



A             A                   J          A                A                     C
           Salary Decision Worksheet

   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
                 Example

   Review Salary Decision Worksheet
   Review Worksheet for Anna Analyzer
   Questions and comments?
                   Exercise

   Complete a salary decision worksheet for
    Quentin Query to give him a career
    progression adjustment to bring him to
    the appropriate rate. His current salary is
    $39,659.
   Work in small groups
   Report back to full group
    Career Banding Dispute Process

   For career status career banding
    employees only
   Dispute Process for career banding pay
    decisions only
   Definition of a pay decision
       Promotion, reassignment, CPA
   Not disputable if no funding
   Limited funding plan (priority list)
Career Banding Dispute Process

   Four issues to appeal:
       Amount is less than appropriate
       Did not get money when pay factors indicate
        otherwise
       Competencies are not evaluated correctly (did
        not follow process)
       Management did not follow limited funding
        plan priorities
              Process Steps

   Employee completes form
   Received in HR within 15 days of salary
    decision
   Management must respond within 60 days
   Final decision by higher level manager –
    one level up from direct supervisor or can
    be a designee in the division
            Management’s Role
   Ensure career banding concept is
    communicated to employees
   Provide staff time to serve on focus
    groups
   Evaluate employee’s initial competency
    level for career band placement
   Evaluate competencies at annual
    performance reviews (optional)
   Manage pay to the market rates
      Management’s Role (cont’d.)
   Provide detailed documentation for band/level
    placement and salary adjustments.
   Establish career development plans and
    coaching to enhance an employee’s contribution
    to the organization’s success.
   Use new processes for establishing positions,
    filling positions, reclassifying positions, and
    compensating employees.
   Apply pay factors equitably.
                    HR’s Role
   Provide initial and continued training to
    managers.
   Consult with managers.
   Ensure managers are held accountable.
   Monitor/audit actions taken.
   Evaluate Band Ranges.
   Conduct Program assessment/evaluation.
                      Employee’s Role
   Take responsibility for career
    development.
       Participate in competency assessment and career
        development plans.
   Develop competencies and skills that are
    valued by the organization.
   Contribute to the accomplishment of the
    organization’s mission/goals through
    continued demonstration of competencies.
   Follow dispute review process if
    applicable.
         Checks and Balances

   OSP Audit
   DHHS Monitoring
   Delegation of Authority – DHHS and local
   EEO Review
     Where do we go from 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 - TBA
6. Performance Management Training - TBA
                  Resources
 DHHS    Banding Website:
  http://www.dhhs.state.nc.us/humanresources/banding

 DHHS  Brochure (linked on website)
 Banding Team:

 Phone (919)733-4344 or
 DHHS.HR.division@ncmail.net

								
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