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• Current system outdated and cumbersome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
Branches in the Administrative Managerial Job
Family

• Business Management
• Financial Analysis
• Human Resources
• Budgeting Services
• Program Management
• Support Services
• Auditing
• Planning
• Economic Development

• Accounting
• Social Research
• Legal Services
• 670 graded classes to 33
• Banded classes

6
4 New Social Research Banded Classes

• Social/Clinical Research Assistant
• Social/Clinical Research Specialist
• Social/Clinical Research Manager
• Social/Clinical Research Executive

7
Social Research Banded Class Profiles

• Based on statewide focus group feedback
• Modified to fit DHHS
• Describe roles
• Describe competencies needed in the job
• Include the minimum Training Education required
  for the banded class

8
What is a competency?

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

9
Contributing Competencies

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

10
Journey Competencies

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

11
Advanced Competencies

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

12
Career Band Example
Social Clinical Research Assistant

•  
• Journey
  Market Rate
• 
  38,000
•  
•  
• 27,310
  51,750
•  
•  
• Minimum Maximum
•  
•  
•  
•  
• Employees progress through the range
• Contributing
  Journey Advanced
  
  31,933 38,000
  44,080

13
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

14
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
15
Managements Role

• Ensure career banding concept is communicated to
  employees
• Provide staff time to serve on focus groups
• Evaluate employees initial competency level for
  career band placement
• Evaluate competencies at annual performance
  reviews
• Manage pay to the market rates

16
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,
  filling positions, reclassifying positions, and
  compensating employees.
• Apply pay factors equitably.

17
HRs 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.

18
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.

19
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.

20
Where do we go from here?
DHHS Social Research Banding Project

• Team Members include
• Chris Midgette DHHS HR
• Dick Miller DPH
• Glenn Reuss DPH
• Julean Self DPH
• Paul Bueshcher DPH
• Paula Woodhouse DHHS HR
• Project Plan
• Communication Plan

21
Resources

• DHHS Banding Website
• http//www.dhhs.state.nc.us/humanresources/banding
  
• DHHS Brochure (linked on website)
• Banding Team
• Phone [phone] or DHHS.HR.division_at_ncmail.ne
  t

22
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

• More Variety
• Independence
• More design and
• analysis
• Generate new data

• Lead others
• Collect, compile and
• manage data
• Edit and format reports
• Some research design
• Strong knowledge of
• statistical software

• Routine
• Repetitive
• Defined assignments

23
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

• Full range of functions
• Full knowledge of
• research
• More independent in
• planning and design
• More varied and
• complex

• Comprehensive or
• specialized knowledge
• Manages concurrent
• complex projects
• Program or policy
• development/eval
• Train and supervise

• Basic knowledge of
• research
• Work within established
• guidelines/deadlines
• Project of limited scope

24
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

• Full range of mgmt
• functions
• Strong role in setting
• goals and objectives
• Larger and more varied staff
• Potential impact on
• policy

• Develops, directs and
• manages one or
• more large projects
• Leads in adapting
• new process, policy
• Persuades upper level
• management
• Conducts new
• research

• Coordinates day to day
• work
• Reports to a higher level
• manager
• Strong specialist role