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Objectives
 To provide a historical perspective on career
banding
 To familiarize you with career banding
terminology and career banding concepts
 To answer questions you may have regarding
the career banding system
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WCU Banding History
 IT and Law Enforcement Implemented
4/1/2006
 Legislative Suspension enacted 7/1/2006
 Flexibility to band all available bands

WCU chose to band approx. 470 positions
effective 2/1/2007
 UNC System allowed to move forward
7/1/2007
 All UNC System position implemented by
6/1/2008
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The Career Banding System
 A human resources system that changed the
way we classified positions, administered
salary, and assessed and developed
employees
 Consolidation of classification titles into
bands
 Pay based on current market rates
 Management flexibility and responsibility in
granting promotions, setting pay, and
promoting career growth
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Career Banding Structure
Operations and Skilled Trades Job Family
Banded Classes
Facility
Maintenance
TechMechanical
Facility
Maintenance
TechBuilding
Vehicle/
Equipment
Repair Tech
Banded Classes
Facility
Maintenance
Supervisor
Vehicle/
Equipment
Repair Super.
Vehicle/
Equipment
Operator
Transportation
Supervisor
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What are competencies?
Competencies are the observable and
measurable set of:
 skills
 knowledge
 abilities
 key behaviors
that are necessary to perform the job.
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Position vs. Employee
 Business Need is determined by the position
competency requirements
 Employee’s are assessed in relation to the
business need
 Two levels must be determined through
assessment


The position level and employee level
Employee level can not be higher than the
position level
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Contributing Competencies
 Position-Knowledge, skills, and
abilities that are required for an
entry level or basic position.
 Employee-Knowledge, skills,
abilities, and work behaviors
needed to successfully perform the
requirements of a basic position.
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Journey Competencies
 Position-Fully applied body of knowledge,
skills, and abilities required for the
position.
 Employee-Fully applied body of
knowledge, skills, abilities, and work
behaviors needed to successfully perform
the requirements of a broad and
moderately complex position.
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Advanced Competencies
 Position-The highest and/or broadest scope
of knowledge, skills, and abilities that are
required for the position.
 Employee-The highest and/or broadest scope
of knowledge, skills, abilities, and work
behaviors needed to successfully perform the
requirements of a specialized and complex
position.
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Competency Profile
 One for each banded class
 Description of Work
 Functional Competencies
described at each level –
Contributing, Journey, Advanced
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Competency Profile Example - Facility
Maintenance Technician, Building Trades
Competency
Contributing
Journey
Advanced
Knowledge –
Technical
Performs a limited variety of
recurring and related tasks/functions
using easily understood
steps/processes/functions/applications
to perform corrective and preventive
maintenance or construction of
facilities. Provides technical
assistance to others by
troubleshooting simple facilities
maintenance issues and determining
their cause. More complex issues are
typically referred to a higher level
technician. Skilled at operating basic
tools and equipment of assigned
trade(s).
Performs a variety of recurring and
non-recurring tasks/functions. These
tasks/functions may involve related or
varying processes to test, renovate,
overhaul, replace, and perform
preventive maintenance on standard
building systems. Provides technical
assistance to others by
troubleshooting standard facilities
maintenance issues and determining
their cause. Mentors other
technicians.
Routinely and consistently performs widely
varying and broad, functionally diverse facility
maintenance assignments requiring in-depth
analysis and problem solving regarding the
most complex, non-routine building systems,
using advanced skills related to assigned trade
area. Serves as a technical expert within the
work unit. Guides, directs and coaches others
regarding application and interpretation of
technical issues. Applies and interprets
technical knowledge to resolve unique or
highly complex situations. Analyzes and
researches appropriate solutions. Has a
thorough and extensive understanding of
programs, concepts and practices in the most
complex building systems trades area as well
as a general understanding of one or more
different trades areas
Attention to Detail
Follows instructions through standard
work-orders for assigned tasks.
Performs routine or repetitious tasks
completely and accurately. Checks
work for mistakes before completion
of tasks. Compares finished work to
what is expected. Seeks approval of
supervisor based upon complexity of
task completed.
Ensures all work meets and/or
exceeds applicable codes and
standards. Checks and re-checks
work prior to, during, and after
completion. Ensures that all parts of
a project/task are completed. Uses
appropriate record keeping methods.
Checks and re-checks work of others
considering accuracy with respect to standards
and codes. Considers options and details that
are not obvious. Troubleshoots total systems.
Integrates highest quality control standards
into work.
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Pay Factors:
3.
Financial Resources
Appropriate Market Rate
Internal Pay Alignment
4.
Required Competencies
1.
2.
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Salary Structure
 Career banding uses a Market Pay Structure
 Statewide Market rates have been
researched and implemented by OSP
 WCU has adopted the statewide market rates
 Rates correspond to Competency levels
 Rates have been established for each career
band.
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Management’s Role
 Keep position descriptions current
 Ensure career banding concept is communicated
to employees
 Assess the business need of the position you
supervise independent of the employee
 Evaluate employee’s initial competency level
 Evaluate competencies on an on-going basis
 Discuss competency level with employees
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Management’s Role (cont’d.)
 Provide detailed documentation for band/level
placement and salary adjustments-Online
employment system
 Establish career development plans and
coaching that should enhance an employee’s
contribution to the organization’s success.
 Use new career banding processes for
recruitment and selection.
 Apply pay factors equitably-HR maintains
salary approval responsibility
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Rater Bias
Positions and Employees should be assessed
objectively for skill requirements and skill set without
any impact from the rater biases listed below
 Horns effect
 Halo effect
 Stereotyping
 Recency effect
 Leniency
effect
 Strictness
effect
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Expected Agency’s
Distribution
 Manage to Journey level
 Very few Advanced
Journey
Contributing
Advanced
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Thank You!