Transcript Slide 1
Career Banding Program for North Carolina State Government Employees What Does Career Banding Do? 1. Collapses thousands of job titles and classifications into fewer and more generic job titles. 2. Creates wider pay ranges where the mid point is pegged to average market rates developed either locally or statewide 3. Movement in the career bands is based on the employee’s development of competencies (knowledge's, skills, and behaviors) which enhance his/her ability to perform the job more effectively and efficiently. Career Banding Program for North Carolina State Government Employees Why Should We Do Career Banding At UNCG? 1. It has been adopted by the state and therefore all state agencies will be mandated to convert to this classification system 2. It bases an employee’s pay on two factors: A. His/her individual level of contribution, based on departmental needs, to attainment of the mission of the unit, department, division and University B. The current labor market rate that is paid for those particular knowledge's, skills and abilities. These KSA’s are known as competencies in the Career Banding methodology Career Banding Program for North Carolina State Government Employees Why Should We Do Career Banding At UNCG (Continued)? 3. To simplify administrative processes 4. To delegate compensation decisions to managers and hold them accountable by attainment of their goals and contribution to the overall mission of the division and University. 5. To encourage employees to develop competencies necessary for the organization to attain its goals and objectives. 6. An employee gains increased compensation as the need for additional and higher level competencies is required by his/her manager. Career Banding Program for North Carolina State Government Employees What Is The Pay Philosophy Behind Career Banding? 1. Salaries should be at or about the journey market rate (midpoint of the salary band) for employees who regularly exhibit successful work behaviors and show they are fully competent in performing the duties of their position as defined in the position description. 2. Salaries should be below the journey market rate when the employee is in the learning stage or still developing his/her journey level of knowledge's, skills, and behaviors according to the duties of the position as defined in the position description. 3. Salaries may exceed the journey market rate (midpoint of the range) only for employees who regularly exhibit competencies beyond those identified at the journey level as defined in the position description. In The Next Three Years The Following Five Job Families Are Tentatively Scheduled To Be Career Banded Estimated Date Employees Of Career Banding Job Family Involved Jan – July 2004 Law Enforcement 29 April – Oct 2004 Inf. Technology 142 TBD Clerical Support 335 TBD Operations & Skilled Trades 103 TBD Institutional Services 123 (There are an additional five more job families to be banded) Participants Human Resources Focus Group Manager(s) Employees Office of State Personnel HUMAN RESOURCES ROLE Lead and Manage the Campus Career Banding Process Orient employees Implement Career Banding (competencies) Evaluate the need for Market Reference Rates Compose and submit plan to OSP for approval (for each Job Family) Prepare and submit salary administration plan to OSP for approval Train and consult with managers on compensation issues Monitor the management of pay FOCUS GROUP’S ROLE Assist in identification and definition of core and functional competencies Act as liaison between committee and represented population Assist in training as needed MANAGEMENT’S Role Communicate career banding to employees Develop career development plans and coach employees toward a goal of the employee contributing to organization’s success Apply the Pay Factors appropriately and equitably in determination of employee pay EMPLOYEE’S ROLE Take responsibility for career selfmanagement Develop competencies and skills that are valued by the University Contribute to the accomplishment of the organization’s mission through continued demonstration of competencies and skills OSP’S ROLE Lead and manage the Career Banding Process Establish job family structure and banded pay classes Establish salary guidelines Assign Job Family Coordinator (Occupational Specialist) Provide Labor Market Data as needed Provide training and consultation Provide periodic review/advice to HR and Focus Group Provide final implementation approval Monitor and evaluate the system SETTING STATEWIDE CAREER-BANDING REFERENCE RATES JOB FAMILY DEVELOPMENT PROCESS IN CAREER-BANDING: Market Pricing is conducted at each of the three benchmarked levels. • CONTRIBUTING (Minimum) • JOURNEY (Medium) • ADVANCED (Maximum) SETTING STATEWIDE CAREER-BANDING REFERENCE RATES MARKET PRICING TO SET STATEWIDE PAY RATES: • define the appropriate labor market o o o o o local statewide regional national (specific competitors) • determine the available data sources (published surveys) CAREER-BANDED CLASS: OFFICE ASSISTANT Identified Benchmark Classes (OA II, AS II, EA II) To set the Minimum To set the Journey To set the Maximum OA II (54) $17,127 AS II (60) $26,283 EA II (66) $41,569 \ MIN $21,179 + CRR EE’s pay will be managed between Minimum and the Journey Market Rate; reference the (CRR) AS I (58) OA II (54) OA III (57) PA III (57) Pers.Asst. III (57) Pers Asst. II (55) PA II (54) $26,285 + JMR EE’s pay will be managed around the Journey Market Rate – (JMR) PA V (61) Pers. Asst. V (61) AS II (60) OA IV (59) PA IV (59) Pers. Asst. IV (59) $33,675 + ARR / MAX EE’s pay will be managed between the Journey Market Rate and the Advanced Market Rate – ARR EAII (66) EA I (64) ASIII (62) STUDY PROCESS FOR EACH JOB FAMILY Identify positions to be in banded classifications Identify and define competencies within bands Determine levels and corresponding criteria Develop management tools for evaluating competencies Identify need for Market reference Rate(s) Determine pay within appropriate band and level for each employee Train managers in use of Career Banding forms including Employee Evaluations