Fiscal Career Banding Competency Assessment Training.

Fiscal Fiscal Career BandingCareer Banding

Competency Competency Assessment TrainingAssessment Training

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Fiscal Career BandingFiscal Career Banding

Completed rollover of 585 DHHS positions to the new Fiscal titles effective February 1, 2009

Position competency levels were determined based on OSP crosswalk

Next Step – Employee Competency Assessments

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ObjectivesObjectives

Review of competency profiles for fiscal classifications

Understand how to assess an employee

Understand the difference between competency assessment and performance management

Understand how pay is administered in career banding

Timeframes

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Financial Banded ClassesFinancial Banded Classes Accounting Auditing Budgeting Business Management Business Systems Financial Analyst Fiscal Executive

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What are Competencies?What are Competencies?

Competencies are the observable and measurable:

skills knowledge abilities key behaviors

that are necessary to perform the job

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Levels of CompetenciesLevels 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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Fiscal Banded Class Competency Fiscal Banded Class Competency ProfilesProfiles

A Competency Profile is developed for each Banded Class

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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Examples of Examples of Accounting Technician Accounting Technician

Competency Profile Level ConceptsCompetency Profile Level Concepts

CONTRIBUTING JOURNEY ADVANCEDPerform entry level

accounting duties involving the maintenance and reporting of routine financial accounting data following standardized methods and procedures. Most work is subject to review by a higher level supervisors

Perform technical accounting duties involving the maintenance and reporting of financial accounting data. Works with accounts of moderate variety and complexity. Provide guidance to others. Interpret policies. May

supervise support staff.

Independently perform a full range of technical accounting work which may include responsibility for maintaining accounting records of considerable complexity, or supervising a separate financial function of considerable complexity. Test new processes, coordinate and implement system changes. Interpret policies. Supervise staff.

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Examples of Examples of AccountantAccountant


CONTRIBUTING JOURNEY ADVANCEDApply accounting

principles and theory to a limited range of accounting, budgeting and/or other fiscal functions. May supervise the work of others.

Apply accounting principles and theory to a variety of responsible accounting, budgeting cost accounting, and/or other fiscal functions. Includes report preparation and reconciliation or supervising these functions. Preparing reports and statements requiring interpretation and analysis of accounting records. May be involved in system design.

Perform complex, specialized accounting and/or supervise employees engaged in budgeting, cost accounting or other fiscal operations/functions. Direct daily operations of an accounting system. Develop non-standard reports and statements requiring interpretation and analysis of trends. Independently resolves problems. Involved in the most complex systems design.

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Examples of Examples of Accounting ManagerAccounting Manager


CONTRIBUTING JOURNEY ADVANCEDPerform supervisory

functions for a single organization or unit with a unique area of assignment. Exercise a high level of decision making. May perform training functions, review work, assist with interviewing and selecting staff, interpret standard Operating Procedures. Resolve minor disciplinary issues.

Perform managerial functions for one unit or organization while assessing for and ensuring the provision of a full range of fiscal services. Exercise a high level of decision making. May perform training functions, review work, assist with interviewing and selecting staff, interpret standard Operating Procedures. Resolve minor disciplinary issues.

Perform managerial functions over multiple organizational units, a specific region or an entire organization. Exercise a high level of decision making. May perform cross training and assignment of staff across heterogeneous service areas.

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Now What?Now What?

Classifying and leveling the job is one thing. . . But how do I determine the level of my employees?”

“Am I determining the level of the position or the person?”

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Competency AssessmentCompetency Assessment

The process used to determine an employee’s level (C,J,A) in career banding

Compares the banded class profile to the work demonstrated by the employee

Competency level rating (C,J,A) is provided for each competency in the profile

An overall level of C, J or A is then determined based on the summary of all the individual competency ratings

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Fiscal CompetenciesFiscal CompetenciesAccountant Professional Knowledge Financial Monitoring and

Analysis Decision Making Supervision Communication and

Interpersonal Skills

Business Officer Business Administration Financial Management Human Resource

Management Information Analysis and

Decision-Making Communication

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ExampleExample

Review the sample competency assessment form for John Cash

Notice the individual ratings Compare them to the overall rating Comments and Questions?

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Competency Assessment Competency Assessment StepsSteps

Gather all necessary documents- Blank competency assessment form,- Appropriate profile- Job description- Work plan and any other documentation

Begin completing the blank competency assessment form (one for each employee)

Cut and paste job description summary from position description

Identify competencies required for position from profile Write 2-3 assessment sentences for each competency

that describes how the employee has demonstrated the competency – give specific examples

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Competency Assessment Steps Competency Assessment Steps (cont’d)(cont’d)

Determine the level of the competency by comparing your sentences to the profile

Determine an overall competency level based on the summary of individual competencies

Communicate ratings to the employee through discussion

Record the ratings on the Aggregate Leveling Form for your work unit

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Identify Key CompetenciesIdentify Key Competencies

Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level

Contributing

Journey

Advanced

Contributing

Journey

Advanced

Decision Making

Contributing

Journey

Advanced

Supervision

Contributing

Journey

Advanced

Identify the competencies from

the profile that are relevant to the

position

Financial Monitoring &

Analysis

Professional Knowledge

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Assess Individual Assess Individual CompetenciesCompetencies

Competency Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment Initial Level

Contributing

Journey X

Advanced

Contributing

Journey X

Advanced

Contributing X

Journey

Advanced

Contributing

Journey

Advanced X

Business Administration

Financial Management

Communication

Information Analysis and Decision Making

Has thorough knowledge and understanding of DHHS accounting and budgeting practices in order to develop budget and capital expense proposals. Accountable for financial transactions in large, dynamic division. Serves as a resource.

Able to convey and prepare written budget reports containing factual information, general guidelines and standard procedures. Responds to routine and non-routine inquiries.

Analyzes budget and independently makes decisions about budget issues. Delegated authority to approve or deny requests for funding.

Independently manages a variety of business functions for division. Responsible for personnel, payroll, purchasing, inventory control and IT work. Ensures the application of sound business practices and interprets relevant policies and procedures.

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Determine Overall LevelDetermine Overall Level Consider individual competency levels

and determine overall competency level. Generally, the overall competency level is

the same level as the level of the majority of individual competencies.

For example, C- 1, J – 2, A-1 for an overall level of Journey

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Overall LevelOverall LevelPosition Level

Contributing

C J=not valid A= not valid

Journey C J A= not valid

Advanced C J ANote: The employee can not be assessed at a higher level overall than the level of the position. However, individual competencies can be assessed at any level.

Overall Level for Employee Assessment

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Supervisor TipsSupervisor Tips Collect data throughout the year to avoid last

minute recency effect Ensure that job descriptions are current Keep files on employees to collect data Put responsibility on employee to provide work

examples related to competencies Use work examples not personal characteristics

when completing the assessment Do not consider pay when initially assessing

employees – that is done after the assessment is complete

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Focus on the work being Focus on the work being performed:performed:

Analytical ThinkingAnalytical ThinkingDon’t Say – “John is a smart person and a

critical thinker. He works hard to get his work done.”

Say – John collects and analyzes budget data for the ABC project funded by the research grant. He summarizes the data through creation of tables and graphs in Excel/Access. He provides these to the project leader for incorporation into the project report.

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Writing CA ExerciseWriting CA Exercise

Read the summary documentation for Connie Contracts

Write up a sample summary for one competency as a small group

Share with large group Choose another competency and write up

a sample summary on your own

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Resources for ManagersResources for Managers

Supervisor’s Guide Competency Assessment

Discussion Planner Competency Assessment Forms Aggregate Leveling Forms Web resources

www.dhhs.state.nc.us/humanresources/banding

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Differences between CA and Differences between CA and PMPM

Competency Assessment

Assesses level of work being demonstrated by the employee

Uses the banded class profile as a foundation

Completed at rollover Completed thereafter when

changes occur (should be completed at least every 3 years)

Uses CB dispute policy As competencies are

developed, pay can be awarded

Includes career development discussion

Performance Management

Evaluates employee performance based on goals of work unit

Documents results Uses the vision, mission and

goals of the work unit as foundation

Completed annually Uses PM Grievance policy Pay may be awarded if funded

by legislature Includes Performance

Improvement Plan if needed

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Making It Easier for YouMaking It Easier for You New shorter PM form/process Dimensions are no longer on PM KRRs are replaced by goals and results Training to come Still an annual process – can be combined

with competency assessment cycle

Salary Administration Salary Administration for Banded Positionsfor Banded Positions

Pay Guidelines

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Office of State Personnel PolicySalary Determination

OSP Career Banding Policy states:

Contributing: Salaries for employees with contributing competencies should be below the journey market rate guidelines, as established by OSP, but not below the minimum of the class pay range.

Journey: Salaries for employees with journey competencies should be within the journey market rate guidelines, unless business needs (budget) prevent this.

Advanced: Salaries for employees with advanced competencies should be above the journey market rate guidelines, unless business needs (budget) prevent this. Salaries must not exceed maximum of the class pay range.

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DHHS Pay Guidelines

min maxCRRJMR

ARR

Fully demonstratesC level competencies

Fully demonstratesJ level competencies

Fully demonstratesA level competencies

New hires or employeeswho do not possess ordemonstrate all of the C level competencies

New hires or employeeswho demonstrate some of the C level competencies and some of the J level competencies

New hires or employeeswho demonstrate some of the J level competencies and some of the A level competencies

Employees who demonstrateall of the A level competenciesand may be demonstratingsome higher level banded class competencies

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Pay FactorsPay 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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CompensationCompensationManagers 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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Career Band ExampleCareer Band Example

Journey Market Rate $37,200

$ 24,605 $52,374

Minimum Maximum

Employees progress through the range

Contributing Journey Advanced $30,923 $ 37,200 $44,752

Accounting Technician

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Competency Pay Factor - Competency Pay Factor - Example #1Example #1

Competency #1Competency #1 XX

Competency #2Competency #2



Overall CompetencyOverall Competency

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

Reference Rate

XX

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XX

XX

XX

XX

Min MaxContributing



Reference Rate


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XX

XX

XX

XX

Min MaxContributing



Reference Rate


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Internal Pay AlignmentInternal 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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Employee Name: Connie Contracts Banded title: Business Officer

Communication Business Administration


HR Management


OverallLevel

Market Rate Current Salary

J J J J C J $60,000 $50,250

Employee Name: Penelope Purchasing Banded title: Business Officer



HR Management


Overall Level

Market Rate

Current Salary

J C J C J J $60,000

$55,100

Employee Name: Bobby Budget Banded title: Business Officer



HR Management


Overall Level

Market Rate

Current Salary

A A A J A A $79,874 $67,980

Sample: Aggregate Leveling Form

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DHHS Pay Band Placement Guidelines

min maxCRRJMR

ARR

Fully demonstratesC level competencies

Fully demonstratesJ level competencies

Fully demonstratesA level competencies

New hires or employeeswho do not possess ordemonstrate all of the Clevel competencies

New hires or employeeswho demonstrate some of the Clevel competencies and some of the J level competencies

New hires or employeeswho demonstrate some of theJ level competencies and someof the A level competencies

Employees who demonstrateall of the A level competencies and perform some higher level banded class competencies

$37,300 $48,650$60,000 $79,874 $99,409

Bobby Business

Carol Controller

Freddy Fiscal

On the Aggregate Leveling Form, identify the overall competency level for these three employees. Then determine where in the band they should be paid. Discuss in your group.

Business Officer

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Employee Name: Bobby Business Banded title: Business Officer


FinancialManagement


Communication Human Resource Management

OverallLevel

Market Rate

Salary

A J A A C

Employee Name: Carol Controller Banded title: Business Officer





Overall Level

Market Rate

Salary

A J J J CEmployee Name: Freddy Fiscal Banded title: Business Officer





Overall Level

Market Rate

Salary

A A J J A

Exercise: Aggregate Leveling Form

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Salary Decision WorksheetSalary Decision WorksheetUsed to document pay decisions – New hire– Promotion– Demotion– Grade-Band Transfer– Probationary to Permanent– Reassignment– Horizontal Transfer– Competency Increase– Retention– Labor market– Competency Level Change

Completed by the manager and sent to HR

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Exercise: Salary Decision Exercise: Salary Decision WorksheetWorksheet

Review Connie Contract salary decision worksheet

Complete a salary decision worksheet for Molly Miller to give her a career progression adjustment (Labor Market) to bring her closer to the appropriate JMR of $37,200. Her current salary is $35,000. She has all Journey level competencies.

Work in small groups Report back to full group

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Dispute Review ProcessDispute Review Process

For career status career banding employees only

Dispute Process for career banding pay decisions only

Definition of a pay decision (promotion, reassignment, Career Progression Adjustment)

Not disputable if no funding Limited funding plan (priority list)

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Where do we go from here?Where do we go from here?

Complete/Conduct Competency Assessments by April 30, 2009

Copy documents to keep & send originals to your HR Manager by April 30, 2009

Communicate final results to employees Recruitment Training – TBA Performance Management Training - TBA

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TimeframesTimeframes

Competency Assessments due to local HR Office by April 30, 2009

HR Managers will send copies of Competency Assessments to Central HR- Class/Comp (Elaine Barnes) by May 6, 2009

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Web ResourcesWeb Resources

DHHS Human Resourceshttp://www.dhhs.state.nc.us/humanresources/banding

OSP Career Banding http://www.osp.state.nc.us/CareerBanding/career-banding.htm

Competency Profileshttp://www.osp.state.nc.us/CareerBanding/specs%20profiles%20crosswalks/Profiles/profiles.htm

Questions?Questions?

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