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Broadbanding in State Government

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Development of additional services to better assist agencies in HR management ... Need for 'generalists' to assist agencies. Creation of HR Consulting Services ... – PowerPoint PPT presentation

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Title: Broadbanding in State Government


1
Broadbanding inState Government
  • - The South Carolina Experience -

2
Overview
  • Circumstances Leading to System Reforms
  • South Carolinas Compensation Structure and
    Philosophy
  • Impact of the Changes
  • Lessons Learned

3
Circumstances Leading toSystem Reforms
  • South Carolinas political environment
  • A general climate of change
  • Perceived problems with previous system

4
Purpose ofthe Reforms
  • Simplicity
  • Flexibility
  • No more one size fits all
  • Better management of state government

5
South Carolinas Compensation Structureand
Philosophy
6
PreviousCompensation Structure
  • 2,500 classes
  • 50 pay grades with 4 differences between grades
  • 500 classes with only one position
  • Dependence on reclassification as a means of
    salary advancement
  • Partially decentralized classification and
    compensation authority

7
NewCompensation Structure
  • Approximately 500 job classes
  • 10 pay bands (85 width 22 difference between
    bands)
  • Considerable decision-making authority at the
    agency level
  • In-band pay increases for legitimate reasons
  • Performance - Additional Skills
  • Additional Duties - Retention

8
Impact of the Changes in South Carolina
9
Impact of Changes forCentral Administrative
Agency
  • Less emphasis on approval more emphasis on
    support and equipping
  • Development of additional services to better
    assist agencies in HR management
  • Focus on aligning our resources and program
    initiatives with customer needs
  • Need for generalists to assist agencies
  • Creation of HR Consulting Services

10
Impact of Changesfor State Agencies
  • Opportunity to make greater contributions to the
    mission of the agency
  • More accountable for end results
  • Required to be more proactive
  • New skills are needed to design and implement
    agency-specific approaches to compensation
    administration

11
Lessons Learned
12
Key DesignQuestions to Consider
  • How narrowly should job classes be defined?
  • How should an employees pay move?
  • Who should make the decision?
  • How will budget resources be managed?

13
ImplementationIssues to Consider
  • Communication
  • Transitional issues
  • Employee morale
  • Documentation needs are different
  • Need to determine tolerance for variance among
    different employers within the system

14
Plans for the Future
  • Greater emphasis on consulting to continue to
    develop the capacity of agency HR managers
  • Desire to provide agencies with greater access to
    market data to facilitate better decision-making

15
Questions?
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