Fiscal Fiscal Career Banding Career Banding

TrainingTraining

Training AgendaTraining Agenda

I. Career Banding Overview

II. Introduction of Bands

III. Competency Based Pay

Career Banding OverviewCareer Banding Overview

What is Career Banding?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

Why are we banding?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and granting promotions Current system outdated and cumbersome (6000+ classification titles; 47 salary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

Benefits of BandingBenefits 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

Statewide Job Family Statewide Job Family StructureStructure

1. Administrative and Managerial2. Engineering and Architecture 3. Environment, Natural Resources and Scientific4. Human Services5. Information and Education6. Information Technology7. Institutional Services 8. Law Enforcement and Public Safety9. Medical and Health10. Operations and Skilled Trades

Branches in the Administrative Branches in the Administrative and Managerial Job Familyand 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

Who Develops the Banded Who Develops the Banded Classes?Classes?

1. Initiated by the Office of State Personnel (OSP)

2. Transition teams with occupational knowledge provide assistance

3. DHHS adapts each banded job family for Departmental use

Introduction of Fiscal BandIntroduction of Fiscal Band

Includes Five (5) BranchesIncludes Five (5) Branches

Accounting Auditing Budgeting Business Management Business Systems

Fiscal Band – AccountingFiscal 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

Fiscal Band - AuditingFiscal 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

Fiscal Band – BudgetingFiscal 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

Fiscal Band – Business Fiscal Band – Business Management Management

Administers and manages the business and financial affairs of an organization.

Business Officer Business Manager Business Director

Approx. 82 employees

Fiscal Band-Business Mgt Fiscal Band-Business Mgt cont’dcont’d

Each agency must identify any Administrative Officers with a primary business-related role

Includes: Administrative Officer I, II, III 135

employees

Fiscal Band-Business Svcs Fiscal Band-Business Svcs CoordinatorCoordinator

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

Fiscal Band – Business Fiscal Band – Business SystemsSystems

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

Fiscal Banded Class Competency Fiscal Banded Class Competency ProfilesProfiles

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

New Term & New ProcessNew Term & New Process

Crosswalk-Title changing or “cross walking” existing positions into the new career banded classification system

Position Competency Assignments

Fiscal Crosswalk Fiscal Crosswalk (excerpt)(excerpt)Accounting Branch

Accounting Technician

ACCOUNTING TECHNICIAN I ACCOUNTING TECHNICIAN II ACCOUNTING TECHNICIAN III 63

ACCOUNTING TECHNICIAN IV 65

ACCOUNTING TECHNICIAN V 67

ACCOUNTING SPECIALIST I * 67

Accountant ACCOUNTING SPECIALIST II* 69 ACCOUNTANT I * 72 SYSTEMS ACCOUNTANT I 76 ACCOUNTANT II 75 SYSTEMS ACCOUNTANT II 77 ACCOUNTANT III * 77 ACCOUNTANT IV * 79 ACCOUNTANT V * 80 Accounting Manager SYSTEMS ACCOUNTING SUPERVISOR 80 ACCOUNTING MANAGER I 80 Note * - Job description required to determine placement

Competency-Based PayCompetency-Based Pay

What are Competencies?What are Competencies?

Competencies are the observable and measurable set of:

skills knowledge abilities key behaviorsthat are necessary to perform the

job

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

Pay Band ExamplePay Band Example

 

Minimum of Band Contributing

Reference Rate

Journey Reference

Rate

Advanced Reference

Rate

Maximum of Band

(individual market rates for each level)

Career Band ExampleCareer 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

Setting Competency-Based Setting Competency-Based PayPay

• 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

Complete Competency Complete Competency AssessmentAssessment

• 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)

Examples of Examples of Accounting Technician Accounting Technician

Competency Profile Level ConceptsCompetency Profile Level Concepts

  

CONTRIBUTING JOURNEY ADVANCEDMaintainsWorking KnowledgeStandardRecurring

InterpretsTechnical ResourceNon-standardVariety

AnalyzesSpecializedUniqueMost Complex

Evaluate Pay FactorsEvaluate 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

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.

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

Competency #1Competency #1 XX

Competency #2Competency #2

Competency #3Competency #3

Competency #4Competency #4

Overall CompetencyOverall Competency

     

     

     

     

     

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

Reference Rate

XX

Competency Pay Factor - Competency Pay Factor - Example #2Example #2

Competency #1Competency #1 XX

Competency #2Competency #2

Competency #3Competency #3

Competency #4Competency #4

     

     

     

     

     

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

Reference Rate

Overall CompetencyOverall Competency

Competency Pay Factor - Competency Pay Factor - Example #3Example #3

Competency #1Competency #1 XX

Competency #2Competency #2

Competency #3Competency #3

Competency #4Competency #4

     

     

     

     

     

ContributingContributing JourneyJourney AdvancedAdvanced

XX

XX

XX

XX

Min MaxContributing

Reference RateJourney

Reference RateAdvanced

Reference Rate

Overall CompetencyOverall Competency

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

Management’s RoleManagement’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 initial competency level for career band placement

Evaluate employee competencies at least every three (3) years

Manage pay to the market rates

Management’s Role (cont’d)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.

Human Resources’ RoleHuman 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.

Employee’s RoleEmployee’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.

Dispute Review ProcessDispute 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.

Where do we go from here?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)-HRPatti Garcia Division of Social Services (DSS)-HR

Deborah Landry Budget and AnalysisSusan Ann Smith DSSMarcia Silver DSSSuzanne Beasley Controller’s OfficeMichelle Lassiter Controller’s Office

Judith McDermott DPHKaren Corley DPHJimmy Holland Murdoch CenterDanine Edwards Mental Health AdminWanda Mitchell Mental Health Admin

• Project Plan & Timeline

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?