Fiscal Career Banding Training

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Fiscal Career Banding Training
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Training Agenda

• Career Banding Overview
• Introduction of Bands
• Competency Based Pay

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Career Banding Overview
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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

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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• Current system outdated and cumbersome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

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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

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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

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Branches in the Administrative and Managerial Job
Family

• 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

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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

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Introduction of Fiscal Band
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Includes Five (5) Branches

• Accounting
• Auditing
• Budgeting
• Business Management
• Business Systems

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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

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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

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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

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Fiscal Band Business Management

• Administers and manages the business and
  financial affairs of an organization.
• Business Officer
• Business Manager
• Business Director
• Approx. 82 employees

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Fiscal Band-Business Mgt contd

• Each agency must identify any Administrative
  Officers with a primary business-related role
• Includes
• Administrative Officer I, II, III
• 
  135 employees

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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

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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

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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

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New Term New Process

• Crosswalk-Title changing or cross walking
  existing positions into the new career banded
  classification system
• Position Competency Assignments

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Fiscal Crosswalk (excerpt)
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Competency-Based Pay

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What are Competencies?

• Competencies are the observable and measurable
  set of
• skills
• knowledge
• abilities
• key behaviors
• that are necessary to perform the job

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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 broadest scope of
  knowledge, skills, and abilities required in the
  banded class to perform job assignments
  successfully

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Pay Band Example

•  

Maximum of Band
Minimum of Band
Advanced Reference Rate
Contributing Reference Rate
Journey Reference Rate
(individual market rates for each level)
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Career Band Example
Accounting Technician

•  
• 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

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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

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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)

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Examples of Accounting Technician Competency
Profile Level Concepts

•  
•  

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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

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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.

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

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Managements Role

• Ensure career banding concept is communicated to
  employees
• Provide staff time for training and to serve on
  focus groups
• Evaluate positions competency level and
  employees initial competency level for career
  band placement
• Evaluate employee competencies at least every
  three (3) years
• Manage pay to the market rates

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Managements Role (contd)

• Provide detailed documentation for band/level
  placement and salary adjustments,
• Establish career development plans and coaching
  that should enhance an employees contribution to
  the organizations success.
• Use new processes for establishing positions,
  filing positions, reclassifying positions, and
  compensating employees.
• Apply pay factors equitably.

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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.

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Employees 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
  organizations mission/goals through continued
  demonstration of competencies.
• Follow dispute review process if applicable.

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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.

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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 Controllers Office
• Michelle Lassiter Controllers Office
• Judith McDermott DPH
• Karen Corley DPH
• Jimmy Holland Murdoch Center
• Danine Edwards Mental Health Admin
• Wanda Mitchell Mental Health Admin

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Web Resources

• DHHS Human Resources
• http//www.dhhs.state.nc.us/humanresources/bandin
  g
• OSP Career Banding
• http//www.osp.state.nc.us/CareerBanding/career-b
  anding.htm
• Competency Profiles
• http//www.osp.state.nc.us/CareerBanding/specs20
  profiles20crosswalks/Profiles/profiles.htm

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Questions?