Transcript Engineering Career Banding Training Training Agenda I. Career Banding Overview II. Introduction of Bands III. Competency Based Pay Career Banding Overview What is Career Banding? A new human resources systems that.

Engineering
Career Banding
Training
Training Agenda
I.
Career Banding Overview
II.
Introduction of Bands
III. Competency Based Pay
Career Banding Overview
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
Why are we banding?
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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Current system outdated and cumbersome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 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 Structure
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10.
Administrative and Managerial
Engineering and Architecture
Environment, Natural Resources and Scientific
Human Services
Information and Education
Information Technology
Institutional Services
Law Enforcement and Public Safety
Medical and Health
Operations and Skilled Trades
Branches in the Engineering and
Architectural Job Family
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Architect Branch
Landscape Architect Branch
Engineering Assistant
Branch
Engineering/Architectural
Technician Branch
Engineer Branch
Engineering/Architectural
Supervisor Branch
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Engineering Director Branch
Facility Planner Branch
Geologist/Hydrogeologist
Engineering/Architectural
Manager Branch
Who Develops the Banded 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 Engineering
Family
Includes Ten (10) Branches
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Architect
Landscape Architect
Engineering Assistant
Engineering/Architectural Technician
Engineer
Engineering/Architectural Supervisor
Engineering/Architectural Manager
Engineering Director
Facility Planner
Geologist/Hydrogeologist
Engineering Band – Engineer
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Responsible primarily for consultation, investigation,
evaluation and planning, design, design review and approval,
and/or determination of environmental and safety impacts of
work processes and products (buildings, utilities, systems,
sites, mapping, or infrastructures, and providing project
management oversight.
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Building Systems Engineers I,II,III
Facility Mechanical Engineer II
Rehabilitation Engineer
Engineering Band - Architect
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Positions plan, design, manage, and review construction,
development, or manipulation of the physical environment
for practical, esthetic, religious, or creative objectives, such
as university facilities, office buildings, theaters, industrial
facilities, landscaping, and/or other physical property.
Facility Architect II
Engineering Band –
Engineering/Architectural Supervisor
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Supervises a component or multiple components of an engineering or
architect program.
Assist program leadership with administrative duties such as planning,
organizing, and managing daily operations, quality assurance, human
resource management functions, and staff development
Building Systems Engineer III
Facility Architectural Supervisor II
Engineering Band
Engineering/Architectural Manager
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Manages an engineering or architect program.
Performs administrative duties such as planning, organizing
and managing daily operations, ensuring quality assurance,
managing human resource management functions, and staff
development.
Facility Maintenance Director I
Approx. 82 employees
Engineering BandEngineering/Architectural Director
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Manage and direct an engineering program for an agency or
university of considerable scope and complexity.
Oversee all engineering and related services provided by staff
and assist top management with budget and strategic planning,
organizing business functions quality assurance, and defending
the agency or university budget and plans before the legislature
and/or governing body.
Facility Engineering Director II (Lic)
Engineering Band
Engineering Technician
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Perform technical duties supporting engineers and other
professionals in areas such as construction, materials testing,
design, surveys, and/or program/regulatory compliance
Facility Engineering Specialist
Construction and Renovation Design Tech I and IIs:
Engineering Banded Class Competency
Profiles
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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 Terms & New Processes
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Crosswalk-Title changing or “cross walking”
existing positions into the new career banded
classification system
Position Competency Assignments
Competency-Based Pay
What are Competencies?
Competencies are the observable and
measurable set of:
 skills
 knowledge
 abilities
 key behaviors
that are necessary to perform the job
Levels 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 Example
Minimum
of Band
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
(individual market rates for each level)
Maximum
of Band
Career Band Example
Engineer Technician
Journey Market Rate
$44,083
$ 27,384
$68,613
Minimum
Maximum
Employees progress through the range
Contributing
$35,840
Journey
$44,083
Advanced
$56,752
Setting Competency-Based Pay
•
Complete the competency assessment form for:
New hires
Changes of band or level/initial implementation
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Evaluate pay factors
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Determine Salary
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Document decision making process and
complete forms
Complete Competency Assessment
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Use the applicable Competency Profile to
identify key individual competencies
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Assess & document individual competencies at
Contributing, Journey, or Advanced (C, J, A)
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Determine overall competency level at
Contributing, Journey, or Advanced (C, J, A)
Examples of
Engineering Technician
Competency Profile Level Concepts
CONTRIBUTING
 Entry level duties
 General Knowledge
 Routine Assignments
 Work subject to
review
JOURNEY
 Independently
performs
moderately complex
duties
 Working
Knowledge
 Work is less subject
to review
ADVANCED
 Independently
performs
complex duties
 Advanced
knowledge
 Very limited
review of work
Evaluate Pay Factors
Financial Resources
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The amount of funding that a manager has available when making pay decisions.
Appropriate Market Rate
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The market rate applicable to the competencies demonstrated by the employee.
Internal Pay Alignment
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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
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The competencies and associated levels that are required based on organizational
business need and demonstrated on the job.
This pay factor considers:
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Minimum qualifications for class
Knowledge, skills, abilities and behaviors
Related education and experience
Duties and responsibilities
Training, certification, and licenses
Compensation
Managers must consider the 4 pay factors
when any of the following occur:
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New Hire/Transfer
Permanent Status
Promotion
Reassignment
Career Progression Adjustment
Career Banding offers more flexibility and fewer
restrictions.
Competency Pay Factor - Example #1
Contributing
Journey
Competency #1
X
Competency #2
X
Competency #3
X
Competency #4
X
Overall Competency
Advanced
X
Max
Min
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
Competency Pay Factor - Example #2
Contributing
Journey
X
Competency #1
Competency #2
X
Competency #3
X
Competency #4
X
Overall Competency
Advanced
X
Max
Min
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
Competency Pay Factor - Example #3
Contributing
Journey
X
Competency #1
Competency #2
X
X
Competency #3
Competency #4
Overall Competency
Advanced
X
X
Max
Min
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
Internal Pay Alignment
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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 Role
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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)
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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’ Role
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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 Role
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Take responsibility for career development
• Participate in work planning/career development
plans.
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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 Process
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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 unavailability of funding
are not eligible for consideration under the dispute
resolution process.
Where do we go from here?
DHHS Engineering Career Banding Project
• Team Members include:
Marilyn Long - Division of Vocational
Rehabilitation HR
Phil Harker – HR Central
Debbie Souza - Division of Health Service
Regulation HR
Web Resources
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DHHS Human Resources
http://www.dhhs.state.nc.us/humanresources/banding
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OSP Career Banding
http://www.osp.state.nc.us/CareerBanding/career-banding.htm
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Competency Profiles
http://www.osp.state.nc.us/CareerBanding/specs%20profiles%20c
rosswalks/Profiles/profiles.htm
Questions?