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Fiscal Career Banding Training Agenda Overview

Explore the new human resources system of Career Banding that affects job classification, hiring, employee pay, promotions, evaluations, and career development. Learn about wider pay ranges, benefits, and the statewide job family structure. Understand the introduction of fiscal band branches, such as accounting, auditing, budgeting, business management, and business systems. Discover the development process for banded classes and the competency-based pay system. Gain insights into competencies, levels, and the transition to this innovative career classification approach.

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Fiscal Career Banding Training Agenda Overview

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  1. Fiscal Career Banding Training

  2. Training Agenda • Career Banding Overview • Introduction of Bands • Competency Based Pay

  3. Career Banding Overview

  4. What is Career Banding? A new human resources systems that affects the way we • classify jobs • hire people • pay employees • promote employees • evaluate employees • provide career development opportunities for our employees • Wider pay ranges

  5. Why are we banding? • Move toward pay based on current market rates • Emphasizes commitment to individual growth and career progress • Gives managers more flexibility in setting pay and granting promotions • Current system outdated and cumbersome (6000+ classification titles; 47 salary grades) • Reduces the number of job classes and titles in state government • Directed by OSP as a statewide change

  6. Benefits of Banding • Pay based on competency level and labor market information • Encourages employees to develop skills for career development and organizational success based on organizational needs • Greater involvement by management in pay decisions (Initial phase will be cost neutral) • Simplifies the administrative processes

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

  8. Accounting Branch Administrative Support Branch Auditing Branch Budgeting Branch Business Management Branch Business Systems Branch Financial Analysis Branch Fiscal Executive Banking Branch State Controller Branch Human Resources Branch Investment Branch Legal Branch Planner Branch Program Management Branch Purchasing Branch Social Research Branch Support Services Branch Includes approx. 670 graded classes to 33 banded classes Branches in the Administrative and Managerial Job Family

  9. Who Develops the Banded Classes? • Initiated by the Office of State Personnel (OSP) • Transition teams with occupational knowledge provide assistance • DHHS adapts each banded job family for Departmental use

  10. Introduction of Fiscal Band

  11. Includes Five (5) Branches • Accounting • Auditing • Budgeting • Business Management • Business Systems

  12. Fiscal Band – Accounting • Responsible primarily for accounting functions, applying knowledge of the theory and practice of recording, classifying, examining and analyzing data and records of financial transactions. • Accounting Technician • Accountant • Accounting Manager • Accounting Director Approx 316 employees

  13. Fiscal Band - Auditing • Positions examine and analyze financial functions, program operations and results, and/or systems to determine compliance with tax, financial or programmatic procedures and regulations. • Auditor • Audit Manager • Audit Director • Financial Investigator Approx 13 employees

  14. Fiscal Band – Budgeting • Provides leadership, oversight and support in the preparation, development and execution of the budget to management. • Budget Analyst • Senior Budget Analyst • Budget Manager • Budget Director Approx. 9 employees

  15. Fiscal Band – Business Management • Administers and manages the business and financial affairs of an organization. • Business Officer • Business Manager • Business Director Approx. 82 employees

  16. Fiscal Band-Business Mgt cont’d • Each agency must identify any Administrative Officers with a primary business-related role Includes: • Administrative Officer I, II, III 135 employees

  17. Fiscal Band-Business Svcs Coordinator • New banded class recognizing positions that coordinate a variety of business and/or fiscal functions for a work unit, program or department. Includes Administrative Assistant I, II, III that have a business role 119 employees

  18. Fiscal Band – Business Systems • Positions in this class plan, design, examine, analyze, develop, administer and monitor business systems processes, operations systems, and efficient business and financial systems. • Business Systems Analyst • Business Systems Manager Approx. 14 employees

  19. Fiscal Banded Class Competency Profiles • Based on statewide focus group feedback • Modified to fit DHHS • Describes roles • Describes competencies needed in the job • Includes the Minimum Training and Education required for the banded class

  20. New Term & New Process • Crosswalk-Title changing or “cross walking” existing positions into the new career banded classification system • Position Competency Assignments

  21. Fiscal Crosswalk (excerpt)

  22. Competency-Based Pay

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

  24. Levels of Competencies Contributing: knowledge, skills, and abilities minimally required to perform work in a banded class Journey: fully applied body of knowledge, skills, and abilities required for a banded class to perform job assignments successfully Advanced:the highest or broadestscope of knowledge, skills, and abilities required in the banded class to perform job assignments successfully

  25. Pay Band Example Maximum of Band Minimum of Band Advanced Reference Rate Contributing Reference Rate Journey Reference Rate (individual market rates for each level)

  26. Career Band Example Journey Market Rate $37,200 $ 24,604 $52,374 Minimum Maximum Employees progress through the range Contributing Journey Advanced $30,923 $ 37,200 $44,752 Accounting Technician

  27. Setting Competency-Based Pay • Complete the competency assessment form for: New hires Changes of band or level/initial implementation • Evaluate pay factors • Determine Salary • Document decision making process and complete forms

  28. Complete Competency Assessment • Use the applicable Competency Profile to identify key individual competencies • Assess & document individual competencies at Contributing, Journey, or Advanced (C, J, A) • Determine overall competency level at Contributing, Journey, or Advanced (C, J, A)

  29. Examples of Accounting Technician Competency Profile Level Concepts

  30. Evaluate Pay Factors • Financial ResourcesThe amount of funding that a manager has available when making pay decisions. • Appropriate Market RateThe market rate applicable to the competencies demonstrated by the employee. • Internal Pay AlignmentThe consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class within a work unit or organization. • Required CompetenciesThe competencies and associated levels 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, certification, and licenses

  31. Compensation Managers must consider the 4 pay factors when any of the following occur: • New Hire/Transfer • Permanent Status • Promotion • Reassignment • Career Progression Adjustment • Career Banding offers more flexibility and fewer restrictions.

  32. Competency Pay Factor - Example #1 Contributing Advanced Journey X Competency #1 Competency #2 X Competency #3 X Competency #4 X Overall Competency X Max Min Contributing Reference Rate Journey Reference Rate Advanced Reference Rate

  33. Competency Pay Factor - Example #2 Contributing Advanced Journey X Competency #1 Competency #2 X X Competency #3 Competency #4 X Overall Competency X Max Min Contributing Reference Rate Journey Reference Rate Advanced Reference Rate

  34. Competency Pay Factor - Example #3 Contributing Advanced Journey X Competency #1 Competency #2 X X Competency #3 Competency #4 X Overall Competency X Max Min Contributing Reference Rate Journey Reference Rate Advanced Reference Rate

  35. Internal Pay Alignment • Monitored by the division or facility • Group employees for comparison • Band • Level • Number of competencies rated at C, J, or A • Performance rating

  36. Management’s Role • Ensure career banding concept is communicated to employees • Provide staff time for training and to serve on focus groups • Evaluate position’s competency level and employee’s initialcompetency level for career band placement • Evaluate employee competencies at least every three (3) years • Manage pay to the market rates

  37. 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, filing positions, reclassifying positions, and compensating employees. • Apply pay factors equitably.

  38. Human Resources’ 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.

  39. 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.

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

  41. Where do we go from here? DHHS Fiscal Career Banding Project • Team Members include: Chris Midgette Office Of Secretary-HR Elaine Barnes HR-Central Dick Miller Division of Public Health (DPH)-HR Patti Garcia Division of Social Services (DSS)-HR Deborah Landry Budget and Analysis Susan Ann Smith DSS Marcia Silver DSS Suzanne Beasley Controller’s Office Michelle Lassiter Controller’s Office Judith McDermott DPH Karen Corley DPH Jimmy Holland Murdoch Center Danine Edwards Mental Health Admin Wanda Mitchell Mental Health Admin • Project Plan & Timeline

  42. Web Resources • DHHS Human Resources http://www.dhhs.state.nc.us/humanresources/banding • OSP Career Banding http://www.osp.state.nc.us/CareerBanding/career-banding.htm • Competency Profiles http://www.osp.state.nc.us/CareerBanding/specs%20profiles%20crosswalks/Profiles/profiles.htm

  43. Questions?

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