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 band, level and pay on two fundamentals: A. His/her individual level of contribution, based on departmental needs, to attain the mission of the unit, department, division and University B. The current labor market rate that is paid for those particular knowledge, 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.

Job Family Band Structure (Ten Families) Administrative and Managerial Information Technology Law Enforcement and Public Safety Information and Education Human Services Medical and Health

Job Family Band Structure (Ten Families) (cont’d.) Institutional Services Operations and Skilled Trades Engineering and Architecture Natural Resources and Scientific

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

Participants Human Resources Advisory Group 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

Advisory Group Role Serve as liaisons with HR Study Career Banding concepts and terminology Evaluate competencies, suggest changes, make recommendations, validate competencies Serve as advisors in Focus Groups as needed Assist in job description re-writes

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 self-management 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 local statewide regional national (specific competitors)   determine the available data sources (published surveys)

North Carolina’s Career Banding Compensation System Pay Factors: Organizational Business Need (Budget) Appropriate Market Rate Internal Pay Alignment Required Competencies

Administrative Support Branch Bands Administrative Support Associate Administrative Support Specialist Executive Assistant Administrative Support Supervisor

Administrative Support Associate Characteristics: Variety of general office support duties Knowledge & performance of office support tasks, procedures & policies May include a personal support role Examples of current classes: Off. Asst. , Proc. Assist, Admin. Sec. I & II

Administrative Support Specialist Characteristics: Duties & tasks require specialized knowledge Verification of data, records, management data collection and analysis Typically assigned to a specialized environment Examples: Acct. Clk., Medical Records Asst., Payroll Clk.

Executive Assistant Characteristics: Staff asst or personal assistant responsible for a high level administrator who has multiple and varied program components Mutual working relationship est. with and on behalf of administrator May serve as principal office, personal and/or administrative support for supervisor Examples: Executive Assistant, Admin. Sec. III

Administrative Support Supervisor Characteristics: Supervision of staff is the primary purpose Does not include positions that are mixed between Executive Asst. function and supervisory functions Examples: Proc. Unit Supervisor V, Payroll Supervisor V