Career Banding Education
Sessions
1
Today’s Agenda
•
•
•
•
•
•
•
•
Welcome
Career Banding Overview
Administrative Process
WCU Implementation Process and Timeline
Introduction of Bands
Evaluating Competencies
Break
Supervisor Training Session
2
Career Banding Overview
3
What is Career Banding?
• Private sector concept
• Market-based classification &
compensation system
• Collapse of titles, grades, and pay ranges
• Broad titles & competencies
• Effort to attain market competitiveness
4
Banding Project Development
1.
2.
3.
4.
Office of State Personnel (OSP) initiates
Transition team develops
State Personnel Commission approves
North Carolina adapts
– Project team established
– Career Banding coordinators identified
– Focus groups conducted
5
Advantages to Banding
•
•
•
•
•
Simpler processes
Wider pay ranges
Enhanced recruitment & retention
Flexibility in management’s pay decisions
Pay movement based on market rates,
development of skills & contribution
• Enhanced partnership between HR & the
campus community
6
Current NC State System
• 6,000+ narrowly defined classification
titles
• 47 salary grades and ranges theoretically
based on “maximum qualifications”
• Special Minimum Rates
• Geographic Rates
7
Example of Banding Conversion
Current Titles:
• Admin Secretary I
• Office Asst IV
• Processing Asst III
• Program Asst IV
New Title:
•Admin Support Associate
8
Pay Band Example
Administrative Support Associate
Maximum of
Band
Minimum of
Band
Contributing
Reference Rate
Journey
Market Rate
Advanced
Reference Rate
9
Management’s Role
•
•
•
•
Communicate Career Banding concept
Learn & administer new processes
Evaluate employee’s competencies
Manage pay around the market rates based on
Pay Factors
– Below, at, and above market
• Enhance career development plans and
coaching through Performance Management
• Complete work planning, interim review, and
annual performance appraisal
10
Employee’s Role
• Plan for career development
• Obtain competencies and skills that are valued
and needed by the organization
• Contribute to the accomplishment of the
department’s mission/goals
• Follow established dispute resolution process (if
necessary)
11
Human Resources’ Role
•
•
•
•
Administer banding program
Evaluate market
Train and consult with managers
Audit compensation decisions
12
Administrative Processes
• Classification
– New position creation
– Reclassification
• Recruitment & Selection
–
–
–
–
Posting of vacancies
Interviewing
Selection & new hire pay
Promotion
13
Administrative Processes
• Compensation
–
–
–
–
Budget
Required and demonstrated competencies
Market
Internal pay alignment
• Performance Management
– Similar overall process
– Evaluation includes key responsibilities and
competencies
14
Implementation Process
• Campus education
– General sessions for employees and
supervisors: August, 2nd & 3rd
– The need for follow up education sessions will
be assessed after initial sessions
• Focus groups identified and meetings
conducted: August 7th thru September 15
15
Implementation Process
• Crosswalk utilized for position mapping
– Allocation list distribution: August 21st thru
September 1st
– Supervisory appeals process: September 1st
thru September 22nd
• Implementation: September 25th thru
November 3rd
– Competency assessments to justify
organizational need
16
Implementation Process
• Implementation continued
– Title changes uploaded into the system
– New work plans
• Labor market analysis conducted by HR:
November 6th thru December 22nd
• Labor market analysis will reveal any
issues within the bands
• Funding is not guaranteed but efforts to
identify funds will be ongoing
17
Introduction of Bands
18
Administrative & Managerial
• Branch: Administrative Support
– Administrative Support Associate
– Administrative Support Specialist
– Executive Assistant
• Branch: Legal Services
– Paralegal
• Social Research
– Social Research Assistant
19
Institutional Services
• Branch: Food & Nutrition
– Food Services Technician
– Food Services Manager
• Branch: Building Environmental
– Building Environmental Services Technician
– Building Environmental Services Supervisor
– Building Environmental Services Manager
20
Natural Resources & Scientific
• Branch: Research
– Research Technician
– Research Operations Manager
21
Operations & Skilled Trades
• Branch: Vehicle/Equipment Operations
– Vehicle/Equipment Repair Technician
– Vehicle/Equipment Repair Technician
Supervisor
– Vehicle/Equipment Operator
• Branch: Facility Maintenance
– Facility Maintenance-Building Trades
– Facility Maintenance-Mechanical Trades
– Facility Maintenance Supervisor
22
What are Competencies?
• Competencies are the observable and
measurable skills, knowledge, abilities,
behaviors, and other characteristics that
an individual needs to perform work roles
or occupational duties successfully.
23
Levels of Competencies
• Contributing:
– Knowledge, skills, and, work behaviors minimally
necessary in the band
• Journey:
– Full body of knowledge, skills, and work behaviors
required in the band
• Advanced:
– Highest or broadest scope of knowledge, skills, and
work behaviors required in the band
24
Competency Examples
• Administrative Support Associate
– Communication-Verbal
– Communication-Written
– Office Technology
– Work Coordination
– Problem Solving
– Knowledge-Program
– Information/Records Administration
– Budgeting
25
Competency Examples
• Facility Maintenance TechnicianMechanical Trades
– Knowledge-Technical
– Problem Solving
– Attention to Detail
– Coordination-Work
– Communication
– Safety & Health Compliance
– Client/Customer Service
26
Break (Supervisor Training
will begin in 10 minutes)
27
Supervisor Training
28
Supervisory Processes
• Setting competency-based pay
– Competency assessment
– Pay factors
– Process & forms
• Performance Management
– Training tentatively planned for later in fall semester
or early spring semester
• Recruitment & selection
– Training tentatively planned for later in fall semester
or early spring semester
29
Setting Competency-Based
Pay
30
Setting Pay Process
1.
Complete Competency Assessment
a) new hire
b) salary adjustment
c) change banded level
2. Evaluate the 4 pay factors
a) Competency level
b) Appropriate market rate
c) Available financial resources
d) Internal pay alignment
3. Determine salary
4. HR will assist with, assess, and audit pay decisions
31
Complete Competency Assessment
• Identify key individual competencies for
the position
• Assess individual competencies (C,J,A)
• Weight competencies (if applicable)
• Determine overall competency level
(C,J,A)
32
Identify Key Competencies
Competency
Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment
Information/
Records
Mgmt
Communication Verbal
Knowledge Program
Budgeting
Initial Level
Contributing 
Identify the competencies
from the profile that are
relevant to the position
Journey

Advanced

Contributing 
Journey

Advanced

Contributing 
Journey

Advanced

Contributing 
Journey
Advanced


33
Rank/Weight Competencies
Competency
Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment
Initial Level
Contributing 
Information/ Records
Management
Communication –
Verbal
40%
30%
Rank/Weight
competencies according
to importance to the job
Journey

Advanced

Contributing 
Journey

Advanced

Contributing 
Knowledge –
Program
20%
Journey

Advanced

Contributing 
Budgeting
10%
Journey

Advanced 
34
Assess Individual Competencies
Competency
Information/ Records
Management
Communication –
Verbal
Knowledge - Program
Budgeting
Demonstrated Knowledge, Skills and Abilities Supporting Level Assignment
Initial Level
Compiles reports from Wolf system. Maintains records in
access database. Creates management summary on reports
from various systems.
Contributing 
Responds to questions/issues that deviate from standard
operating procedures by determining and consulting
appropriate resources such as policies, manuals or other
staff.
Journey
X
Advanced

Contributing 
Journey
X
Advanced

Understands general operation of the functional unit, to
include knowledge of staff and program responsibilities.
Applies knowledge necessary to provide answers to
“frequently asked questions.”
Contributing X
Reviews expenditures. Researches options. Collects
financial data. Produces cost comparison analysis.
Recommends cost-effective action. Improves department’s
overall use of resources.
Contributing 
Journey

Advanced

Journey
Advanced

X
35
Determine Overall Level
Competency
Information/ Records
Management
Weight
40%
Initial Level
Contributing 
Journey
X
Advanced

Contributing 
Communication –
Verbal
30%
Journey
X
Advanced

Contributing X
Knowledge - Program
20%
Journey

Advanced

Contributing 
Budgeting
Band Placement:
10%
Band Level: Contributing 
Journey

Advanced
X
Journey X
Advanced 
36
Evaluate Pay Factors
•
•
•
•
Competency level
Appropriate market rate
Available financial resources
Internal pay alignment
37
Competency Pay Factor Example #1
Contributing
Journey
Competency #1
X
Competency #2
X
Competency #3
Advanced
X
Competency #4
Overall
X
X
Max
Min
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
38
Competency Pay Factor Example #2
Contributing
Journey
Competency #1
X
Competency #2
X
Competency #3
X
Competency #4
Overall
Advanced
X
X
Max
Min
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
39
Competency Pay Factor Example #3
Contributing
Journey
Competency #1
X
Competency #2
X
Advanced
Competency #3
X
Competency #4
X
Overall
X
Max
Min
Contributing
Reference Rate
Journey
Reference Rate
Advanced
Reference Rate
40
Market Rate Pay Factor
• Use applicable reference/market rate
determined by overall competency level
(C,J, or A)
• Consider the Market Halo (.90 to 1.10 of
Reference/Market Rate)
Example:
If reference rate is $25,000, the Market Halo is:
From
$22,500 = $25,000 x .90
To
$27,500 = $25,000 x 1.10
41
Internal Pay Alignment
• The consistent alignment of salaries among
employees who demonstrate similar required
competencies in the same banded class within a
work unit or organization.
• Monitored at the department or college with
assistance from HR
• Group employees for comparison
–
–
–
–
Band
Level
Number of competencies rated at C, J, or A
Performance rating
42
Pay Factors
Budget
Maximum
Market Halo
(+/- 10%)
Tom
Minimum
of Band
Contributing
Reference Rate
Jane
Sue
Journey
Reference
Rate
Advanced
Reference Rate
Maximum
of Band
Competency Level
43
Final Salary Determination
• Salary will be determined by application of the 4
Pay Factors
• Consultation with HR will be critical for salary
administration
• Contacts for salary administration
– Cory Causby-Director of Employment & Affirmative
Action Programs/Title IX Coordinator
– Matthew Brown-Career Banding
Coordinator/Classification Analyst
– Leigh Ann Busby-SPA Recruitment Coordinator
44
Career Banding Homework
• Champion this effort to accurately capture
the work your employees are performing
• Flexibility with focus group schedules
(4-6 week period)
• Provide your valuable insights in focus
groups
• Seek HR consultation for answers to any
questions
45
Any Final Questions?
46
Thank You!
47