Career Banding

1. Career Banding

2. 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

3. 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by OSP as a statewide change • Reduces the number of job classes and titles in state government • Current system outdated and cumbersome • 6000+ classification titles • 47 salary grades • Move toward pay based on current market rates • Gives managers more flexibility in setting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

4. Statewide Job Family Structure • Administrative and Managerial • Information Technology • Law Enforcement and Public Safety • Information and Education • Human Services • Medical and Health • Institutional Services • Operations and Skilled Trades • Engineering and Architecture • Natural Resources and Scientific

5. Administrative and Managerial OSSOG • Timeline: State Personnel Commission approved Spring 2005 • Number of DHHS Employees Affected: Approximately 1777

6. Information Technology • Timeline: State Personnel Commission approved June 2004 Implementation Date – October 1, 2005 • Number of DHHS Employees Affected: Approximately 500

7. Law Enforcement • Timeline: State Personnel Commission approved August 2004 Implementation Date – October 1, 2005 • Number of DHHS Employees Affected: Approximately 40

8. Institutional Services • Timeline: State Personnel Commission approved Spring 2005 (Statewide team included Terry Johnston, Kathleen Murphy and Ken Lafone.) • Number of DHHS Employees Affected: Approximately 1460

9. Operations & Skilled Trades • Timeline: Statewide team currently developing statewide specs. (Statewide team includes Belinda Spinelli, Phil Harker, and Susan Scroggs.) • Number of DHHS Employees Affected: Approximately 559

10. Banding Example Administrative and Managerial Job Family Administrative Support Career Branch Four Banded Class Titles Administrative Support Associate Administrative Support Specialist Administrative Support Supervisor Executive Assistant These 4 banded classes will replace 80 current classifications affecting 18,000 employees statewide.

11. Conversion From Current Classes to Banded Classes

12. What is a competency? Competencies are the observable and measurable set of: • skills • knowledge • abilities • key behaviors that are necessary to perform the job.

13. Contributing Competencies • Knowledge, skills, abilities and successful work behaviors that are minimally required for an entry level employee in the band.

14. Journey Competencies • Fully applied body of knowledge, skills, abilities and successful work behavior required for the band.

15. Advanced Competencies • The highest or broadest scope of knowledge, skills, abilities and work behavior required in the band.

16. Adaptability Analytical Thinking Attention to Detail Coaching Communication Consulting Continuous Improvement Creativity Customer Service Decision Making Facilitation Formal Presentations Initiative Integrity Judgment Leadership Managing Conflict Managing Performance Negotiation Organizational Awareness Planning and Organizing Problem Solving Project Management Safety Awareness Teamwork Technical / Professional Knowledge Training DHHS Competency Library27 Competencies Online at: http://www.dhhs.state.nc.us/humanresources/banding/references.html

17. Contributing Follows instructions or standard operating procedures for assigned tasks. Asks for clarification of instructions as needed. Performs routine or repetitious tasks completely and accurately. Checks work for mistakes before processing or submitting for review. Compares finished work to what is expected. Journey Ensures non-routine, non-repetitious work meets standard operating procedures. Checks and rechecks work prior to and after completion. Seeks approval of supervisor upon submission of a completed product. Creates tools (e.g., inventories, checklists) to ensure that all parts of a job, task, or project are completed. Uses appropriate record-keeping methods. Competency Library Example: Attention to Detail Online at: http://www.dhhs.state.nc.us/humanresources/banding/references.html

18. Journey Ensures non-routine, non-repetitious work meets standard operating procedures. Checks and rechecks work prior to and after completion. Seeks approval of supervisor upon submission of a completed product. Creates tools (e.g., inventories, checklists) to ensure that all parts of a job, task, or project are completed. Uses appropriate record-keeping methods. Advanced Ensures that systems, requirements, rules, regulations, and compliance criteria function and are maintained when handling multiple, complex projects/assignments. Develops standard operating procedures on new, non-routine, non-repetitious projects/assignments and large projects. Checks and rechecks work of others, considering inclusion of internal as well as external requirements and preferences. Considers and includes details that are not obvious (e.g., political climate, economic realities). Checks outcome of project/process for accuracy, effectiveness, and efficiency. Competency Library Example: Attention to Detail

19. Pay Structure • Career Banding System • Broadly defined classes • Few class levels • Market-based pay

20. Career Band Example Network Technician Journey Market Rate $43,500 $20,000 $65,000 Minimum Maximum Employees progress through the range Contributing Journey Advanced $36,250 $43,500 $52,200

21. Pay Factors:

22. CompensationManagers must consider all pay factors when any of the following occur: • New Hire/Transfer • Permanent Status • Promotion • Reassignment • Salary Adjustment

23. Management’sRole • 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 interim and annual performance reviews (at a minimum). • Manage pay to the market rates: below, at, and above market.

24. Management’s Role (cont’d.) • Provide detailed documentation for band/level placement and salary adjustments. • Establish career development plans and coaching that should 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.

25. Employee’s Role • Take responsibility for career development. • Participate in work planning/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.

26. Dispute Review Process • Allows employees to have salary adjustment decisions reconsidered by a source beyond the decision-maker. • Procedures will be found on the HR website Career Banding Guide. • Salary decisions based on unavailability of funding are not eligible for consideration under the dispute resolution process.

27. HR’s Role • Provide initial and continued training to managers. • Consult with managers. • Ensure managers are held accountable. • Monitor/audit actions taken. • Govern a phased approached for granting salary adjustment approval authority to management. • Evaluate Band Ranges. • Program assessment.

28. Current Classification System vs. Career Banding System

29. Current Classification System vs. Career Banding System

30. Current Classification System vs. Career Banding System

31. Resources • DHHS Banding Website: http://www.dhhs.state.nc.us/humanresources/banding • DHHS Brochure • Banding Guide for HR Managers and Analysts (DRAFT online athttp://www.dhhs.state.nc.us/humanresources/banding/hrguide.html) • Banding Team: Phone (919)733-4344 or DHHS.HR.division@ncmail.net