INTRODUCING THE
CAREER MANAGEMENT PROGRAM
Talent Focus: The Port Authority of the Future
Goals of Career Management
 Simplify Agency hierarchy
 Broaden and deepen skills and capabilities
 Encourage movement across functions
 Recognize expertise and specialization
 Ensure market alignment
 Focus on contribution and impact
Career
Banding
A job classification
structure that groups
jobs based on broad
similarities
Career
Lattice
An organizational tool
that encourages
multi-directional
career movements
External
Benchmarking
A job valuation method
that prices jobs against
market-defined pay
levels
Performance
Management
A more normalized
performance distribution
curve to enable meaningful
pay differentiation
Career Management
Career Banding
Career Management
EM 1/2
Career Bands
EM 3/4
FP 6/7
BAND 7
BAND 6
B 97
 Salary ranges connected
to jobs; no longer
connected to the bands
FP 4/5
MT 97
B 95/96
FP 3
MT 95 / 96
 Job responsibilities and
reporting relationships
remain the same
BAND 5
BAND 4
B 93/94
MT 93/94
EDP 6/7
FMN 5/6
BAND 3
FMT 5/6
 14-grade structure moving
to 7 Career Bands
F0 5
B 90/91/92
EDP 3/4/5
MT 90/91/92
FMT 4
D 6/7/8/9/10
BAND 2
FO 2/3/4
ET 4/5
= Manager Track
= Individual Contributor Track
E 3/4/5
B 79/80/81
E 1/2
ECT 15
NCL 14/15/19/21/22
BAND 1
Career Banding Criteria
Knowledge
and Skills
Includes breadth and depth of technical knowledge,
agency knowledge, and management skills
Leadership
Includes providing direction, building staff capabilities,
project/resource management, and persuasion/influence
engagement skills
Problem
Solving
Includes complexity of problems, precedence, use of
judgment, and consideration of risk
Teamwork
Includes collaboration, knowledge sharing, open
communications, and cultural awareness
Impact
Includes impact of decisions, scope of impact,
accountability, and budget impact
Key Points: Career Banding
 Significant, meaningful differences between bands
 Consistent application of band criteria
 Simplifies job hierarchy
 Identifies competencies, skills, and level of impact
required of positions at different levels
Career Lattice
Career Management
Career Lattice
 Rewards and encourages multi-directional career
movement
 Expands career opportunities beyond the traditional
“career ladder”
 Promotes breadth (as well as depth) of experience
and skills to build “portfolio”
An Example of Lattice
Sample Titles
Manager, Corporate Financial Services
(B96)
Senior HR Executive (B96)
Band
Manager, Business Services
(B96)
Band 4
Executive Policy
Analyst (B95)
Supervising Financial Analyst
(B95)
HR Executive (B95)
Executive Business
Manager (B95)
Principal Policy
Analyst (B94)
Principal Financial Analyst (B94)
Principal HR Rep (B94)
Principal Business
Manager (B94)
Band 3
Senior Policy
Analyst (B93)
Senior Financial Analyst (B93)
Senior HR Rep (B93)
Senior Business Manager
(B93)
Staff Policy
Analyst (B92)
Staff Financial Analyst (B92)
Staff HR Rep (B92)
Staff Business Manager
(B92)
Associate Policy
Analyst (B91)
Associate Financial Analyst (B91)
Associate HR Rep (B91)
Administrator (B91)
Assistant Policy
Analyst (B90)
Assistant Financial Analyst (B90)
Assistant HR Rep (B90)
Band 2
Key Points: Career Lattice
 Rewards for career moves that build skills
– Incentive for horizontal movement
 Emphasizes career development
 Reinforces Agency talent and succession strategies
– Breadth
– Specialization
External Benchmarking
Career Management
External Benchmarking: Market Pricing
 Salary surveys compiled by impartial third-party experts based
on job content
 Establishes pay ranges for substantially similar jobs
 Each survey contains 3,000+ organizations, 1,200+ position
titles, and 1.8 million employees
 Includes private, public, and government
 Adjusts salaries for geographic region
 Benchmarking completed in 2013 (will be reevaluated every
two years)
External Benchmarking in Action
Job Title
Market Base Salary
25th
Customer Service Rep
$25,000
PA Customer Service Rep
$61,540
BUILDING
MARKET
REFERENCE
RANGE 60%
PA
Customer
Service Rep
$50,000 (MARKET VALUE)
$38,460
50th
75th
$50,000
$75,000
Key Points: External Benchmarking
 Creates consistency and awareness about salary
ranges in the Agency
 Aligns internal jobs with external market and pays
jobs competitively
 Positions the agency to compete for and retain talent
Performance Management
Career Management
Performance Management: Core Beliefs
 Align objectives at the individual, department and
Agency level
 Provide regular feedback
 Differentiate rewards based on performance
Performance-Driven Culture: The Agency View
• Check competencies
• Immediate
action
• Change
responsibilities
• Consistently
outstanding
contributor
• Check capabilities
vs. responsibilities
• Recognition
• Move jobs
• Coach for
performance
• Achieving success
• Raise the bar
• Manage out
• Time & experience
• Consistent results
• Support & encourage
• Continuous
improvement
• Development
awareness
• Monitor & build
consistency
• Stretch & broaden
• Development
awareness
Building
Performance
15%
Strong
Performance
50%
• Distinguished
contribution to
unit and
organizational
outcomes
• Displays a
number of
exceptional
competency
strengths
• Build confidence
Unacceptable
Performance
• Demonstrates a
distinguished
level of
performance
Outstanding
Performance
20%
Exceptional
Performance
15%
Overall Performance Ratings Reflect…
 Individual (absolute) performance
– Employee accomplishments achieved through set objectives
 Competency performance
– How an employee approached and completed work, and the
behaviors demonstrated
 Relative performance
–
Employee accomplishments compared against a set of
standards, taking into account the performance of others
against the same standards
Relative Performance Criteria
Note: Each of the following are assessed on a relative basis, comparing actual
accomplishments to objectives, standards and Agency competencies.
Impact
Assesses the effect of one’s accomplishments on division,
department, and Agency goals
Quality/Quantity
Assesses the level of excellence, consistency, and magnitude of
accomplishments to achieve division, department, or Agency goals.
Aims for value-added deliverables that meet or exceed expectations.
Achievement
Assesses the extent of completion of objectives and level of core
competencies demonstrated to achieve division, department, or
Agency goals
Effort
Assesses the level of work, drive, consistency, and initiative put
forward to accomplish division, department, or Agency goals
Demonstrated
Ability
Assesses the depth, breadth, and use of acquired skills to
accomplish division, department, or Agency goals
Performance Management Process
Goal
Setting
Mid-Year
Review
Calibration
Final
Review
eRamp
Sign-Off
Key Points: Performance Management
 Greater emphasis on skill development
 Constructive feedback on a regular basis
 Rewards linked to high performance
 Standards applied consistently agency-wide
Summary: Key Changes
 Adopting more streamlined, flexible structure
through Career Bands
 Redefining career progression through Career
Lattice
 Valuing jobs and setting ranges through Market
Pricing
 Moving to a reward philosophy that differentiates
based on performance through Calibration