Overview of Salary Administration

Career Banding Salary Administration Objectives: Understand content of new policies Understand content of new policies Understand DHHS Pay Guidelines Understand DHHS Pay Guidelines Practice how to place employees in pay range Practice how to place employees in pay range Review Aggregate Leveling Form Review Aggregate Leveling Form Review Salary Decision Worksheet Review Salary Decision Worksheet Understand new definitions Understand new definitions Practice processing salary decision worksheets Practice processing salary decision worksheets Understand how to consult with management on pay issues Understand how to consult with management on pay issues Practice consulting model using role play Practice consulting model using role play

Operating in Dual Systems Current policies apply to positions in pay grades Current policies apply to positions in pay grades Career Banding policies apply to positions which have been “banded” Career Banding policies apply to positions which have been “banded” Positions will convert to banding gradually over the next several years Positions will convert to banding gradually over the next several years Eventually all positions will be converted Eventually all positions will be converted Until that time, we will operate in dual systems Until that time, we will operate in dual systems Need to know both systems and how they differ Need to know both systems and how they differ

New Salary Administration Policies for Career Banding Focus on Roles and Responsibilities Focus on Roles and Responsibilities Have New Definitions Have New Definitions Emphasize career development Emphasize career development Require using the Four Pay Factors Require using the Four Pay Factors Include a Pay Dispute Review Process Include a Pay Dispute Review Process

Competency Profile Uses the state class specification to customize for our agency Uses the state class specification to customize for our agency Includes input from focus groups Includes input from focus groups Includes the role summary for the class Includes the role summary for the class Describes the competencies at the C, J and A levels Describes the competencies at the C, J and A levels Includes the minimum T&E Includes the minimum T&E Used by managers to assess competency levels for employees and new hires Used by managers to assess competency levels for employees and new hires Provides a direct relationship between competency level and pay Provides a direct relationship between competency level and pay

DHHS Pay Guidelines minmax CRR JMR ARR Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies New hires or employees who do not possess or demonstrate all of the C level competencies New hires or employees who demonstrate some of the C level competencies and some of the J level competencies New hires or employees who demonstrate some of the J level competencies and some of the A level competencies Employees who demonstrate all of the A level competencies and may be demonstrating some higher level banded class competencies

DHHS Pay Band Placement Guidelines minmax CRR JMR ARR Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies New hires or employees who do not possess or demonstrate all of the C level competencies New hires or employees who demonstrate some of the C level competencies and some of the J level competencies New hires or employees who demonstrate some of the J level competencies and some of the A level competencies Employees who demonstrate all of the A level competencies and perform some higher level banded class competencies Business & Technology Applications Analyst $37,000$48,750 $58,500 $70,200$87,000 Collapsed 6 old classification titles into this pay band ranging from pay grade 74 to pay grade 78 The minimum of pay grade 74 is $39,623 The midpoint of pay grade 76 is $54,766 The maximum of pay grade 78 is $74,945

What’s Different  Every classification will have a title and associated schematic code  Five digits  Begins with number “1” - example “12205”  Each title will have a minimum, maximum, CRR, JMR and ARR  No pay “grades” – NG used for all banding pay grades  Pay relationships between job families is much different than current pay grades  Journey Market Rates are used to determine promotions, demotions and reassignments  In-Range Policy is not used in Career Banding  Salaries for employees are based on pay guidelines and pay factors  No pay formulas or calculations are used to set pay

“FAIR” PAY FACTORS Financial Resources - the amount of funding that a manager has available when making pay decisions. Appropriate Market Rate - the market rate applicable to the functional competencies demonstrated by the employee Internal Pay Alignment - 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 - the functional competencies and associated levels that are required based on organizational business need and demonstrated on the job. This pay factor considers: Minimum qualifications for class Knowledge, skills, abilities and behaviors Related education and experience Duties and responsibilities Training, certifications, and licenses

SALARY DETERMINATION Office of State Personnel Career Banding Policy states: Contributing: Salaries for employees with contributing competencies should be below the journey market rate guidelines, as established by OSP, but not below the minimum of the class pay range. Journey: Salaries for employees with journey competencies should be within the journey market rate guidelines, unless business needs (budget) prevent this. Advanced: Salaries for employees with advanced competencies should be above the journey market rate guidelines, unless business needs (budget) prevent this. Salaries must not exceed maximum of the class pay range.

Competency Assessment Existing Employee Supervisor assesses each employee at the C, J or A level Supervisor assesses each employee at the C, J or A level Supervisor uses the profile to determine the level Supervisor uses the profile to determine the level Assessments are conducted at roll-over and annually Assessments are conducted at roll-over and annually Assessments will coincide with PM cycle Assessments will coincide with PM cycle Supervisor completes the Aggregate Leveling Form to record individual competencies Supervisor completes the Aggregate Leveling Form to record individual competencies Aggregate Leveling Form is sent with salary decision worksheet as back-up Aggregate Leveling Form is sent with salary decision worksheet as back-up HR enters the level on the 105 screen HR enters the level on the 105 screen

Competency Assessment New Hire Supervisor completes an initial review for new hire and records on aggregate leveling form Supervisor completes an initial review for new hire and records on aggregate leveling form Pay for new hire is set using the guidelines and pay factors Pay for new hire is set using the guidelines and pay factors HR enters the initial competency level on the 105 HR enters the initial competency level on the 105 At the end of probationary period, supervisor completes a full competency assessment and makes competency or salary adjustments if needed At the end of probationary period, supervisor completes a full competency assessment and makes competency or salary adjustments if needed Employee’s revised level is entered in the 105 screen if applicable Employee’s revised level is entered in the 105 screen if applicable

Aggregate Leveling Form Aggregate Leveling Form Provides a summary of competencies for a work unit Provides a summary of competencies for a work unit The supervisor is responsible for recording and maintaining the information for their work unit The supervisor is responsible for recording and maintaining the information for their work unit The supervisor attaches this form to the salary decision worksheet when making salary changes to any employee The supervisor attaches this form to the salary decision worksheet when making salary changes to any employee

DHHS Pay Band Placement Guidelines minmax CRR JMR ARR Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies New hires or employees who do not possess or demonstrate all of the C level competencies New hires or employees who demonstrate some of the C level competencies and some of the J level competencies New hires or employees who demonstrate some of the J level competencies and some of the A level competencies Employees who demonstrate all of the A level competencies and perform some higher level banded class competencies Business & Technology Applications Analyst $37,000$48,750 $58,500 $70,200$87,000 Gary Google Jane YahooRob Router On the Aggregate Leveling Form, identify the overall competency level for these three employees. Then determine where in the band they should be paid. Discuss in your group.

What happens when employee crosses into a banded class and...? Their salary exceeds the maximum of the class Their salary exceeds the maximum of the class Their salary is below the minimum of the class Their salary is below the minimum of the class They are paid higher than their assessed competency level They are paid higher than their assessed competency level They are paid lower than their assessed level They are paid lower than their assessed level

Salary Decision Worksheet Salary Decision Worksheet Used to document pay decisions Used to document pay decisions New Hire New Hire Promotion Promotion Demotion Demotion Grade-Band Transfer Grade-Band Transfer Probationary to Permanent Probationary to Permanent Reassignment Reassignment Horizontal Transfer Horizontal Transfer Competency Increase Competency Increase Retention Retention Labor Market Labor Market Competency Level Change Competency Level Change Completed by the manager and sent to HR Completed by the manager and sent to HR

PMD105 PD-105 DIRECT ENTRY REV/PRIOR: N ATTACHED FORMS: 1 OF 1 SOCIAL SECURITY NO: EMPLOYEE NAME: EFFECTIVE DATE: __ __ __ POSITION NUMBER: _ EOD (NEW HIRE) _ DEMOTION-POS CHG _ IN RNGE-LEVEL **CAREER-BAND** _ RE-INSTATEMENT _ DEMOTION-CLASS _ IN RNGE-VARIETY _ APPOINTMENT CHG _ DEMOTION-SALARY _ IN RNGE-EQUITY _ GRADE-BAND TRANS _ APPT EXTENSION _ RE-ASSIGNMENT _ IN RNGE-RETENTN _ CP-COMP/SKILL _ PT HOURS CHANGE _ SER INCREASE _ IN RNGE-TURNOVER _ CP-RETENTION _ HORZ/LATRL TRANS _ REALL-GEO DIFF _ IN RNGE-OTHER _ CP-LABOR MKT _ PROMOTION _ SALARY ADJUST _ CANCEL IN RANGE _ CP-COMP LVL CHG _ PRO INC-AFT EFF _ SAL ADJ-RETENTN _ NAME CHANGE _ ACTING PROMOTION _ SAL ADJ-TRAINEE _ SSN CHANGE _ ACTING PROM CANC _ TRAINEE REALL _ COLA _ REALLOCATION UP _ SAL ADJ-LEAD WRK _ CGRA _ REAL INC-AFT EFF _ SAL ADJ-CAN LEAD _ CANCEL COLA/CGRA _ REALL DOWN _ RANGE REVISION _ EPA SUPPL PYMNT _ REALL HORIZONTAL _ RR INC-AFTER EFF _ EPA TITLE CHANGE _ REALL-WK AGAINST _ TITLE CHANGE _ REMARKS ONLY ___ OTHER NEXT ACTION ___ SSN ___ __ ____ POS NO ____ ____ ____ ___ USER ___ ___ HIT ENTER AFTER CHOOSING A PD-105 ACTION. PF9 KEY = DIRECT ENTRY MAIN MENU

PD-105 DIRECT ENTRY DEPT/UNIV : GREAT NC UNIVERSITY DATE PREPARED : PAYROLL UNIT : ACTION : GRADE-BAND TRANSFER EFFECTIVE DATE : TEXT : 1 IMAGES : N LAST NAME FIRST MIDDLE SOC SEC NO. DOB CITIZEN M/S DOE JOHN M N CHG: _______ ___ __ N SCHEM CLASSIFICATION TITLE SALARY MKT-IDX COMP W/H POSITION NUMBER POLICE OFFICER I MP S CHG: PUBLIC SAFETY OFFICER C S ____ ____ ____ ___ APPT TYPE: PERMANENT FULL-TIME HRS/WK MTHS/YR TEMPORARY DURATION X PERM _ PROB _ TRNE _ TMLD | X FT | 40 | 12.0 | DAYS WKS MTHS _ TEMP _ INT _ RET _ STU | _ PT | __ | | CHG: __ DAYS __ WKS __ MTHS REMARKS: ________________________________________ HCP VET EDU RACE SEX OVER- _ SAL _ CRED _ APT _ INCR _ ACT _ OVRL _ EQV NO N 6 W M RIDES: _BUD _ DUAL _ SCH _ SPCL _ STP _ OTHR _ DTE CHG : ___ ___ ___ ___ ___ *** FORM HISTORY *** NEXT ACTION _____ SSN ______ ____ _______ POS NO _____ _____ _____ ____ USER ____ ____ PF8=POS/BUD INFO; PF11=TEXT; PF17=ACTION LIST; PF18=FHS LIST; PF10=PMDLIST

SOC Codes Standard Occupational Classification code Standard Occupational Classification code Federal government standard Federal government standard Defined in the Dictionary of Occupational Titles (DOT) Defined in the Dictionary of Occupational Titles (DOT) Used on the PD-105 screen Used on the PD-105 screen Assigned automatically at rollover Assigned automatically at rollover Not assigned for other actions – must be entered by HR Not assigned for other actions – must be entered by HR Will be providing you a reference chart – OSP currently refining this process Will be providing you a reference chart – OSP currently refining this process

NEW HIRE New employees New employees Reinstatements from separations Reinstatements from separations Apply pay factors Apply pay factors

PROMOTION Transfer into class with higher journey market rate PD 105 “Promotion” Journey market reference rate is not used to determine a promotion Journey market reference rate is not used to determine a promotion Can be within or outside job family/branch Can be within or outside job family/branch No requirement for salary change No requirement for salary change Apply pay factors Apply pay factors Acting promotion is applicable if acting for a class with a higher journey market rate Acting promotion is applicable if acting for a class with a higher journey market rate

Examples Promotion: Public Safety Officer to Public Safety Supervisor Officer JMR = 38,800 Supervisor JMR = 51,100 Not a promotion: Broughton Public Safety Officer, contributing to Cherry Hospital Public Safety Officer, Journey (Employee could still receive an increase)

DEMOTION Disciplinary action (PD-105 “Demotion-Pos Chg”, “Demotion-Class”, “Demotion-Salary”)  Position change: Disciplinary action resulting in employee assignment into a different position with a lower journey market rate.  Class: Disciplinary action resulting in employee’s classification changing to a banded class with a lower journey market rate.  Salary: Disciplinary action resulting in salary reduction in the same position

GRADE-BAND TRANSFER Employee movement between banded and graded classes. (PD-105 : “Grade-Band Transfer”)  At implementation – from grade to band, apply pay factors  With recruitment – from grade to band, apply pay factors  Band to Grade: Salary is established by the New Appointments Policy for graded classes  FR employees (teachers, etc.) treated as new hires

Probationary to Permanent 3-9 months still applicable 3-9 months still applicable Salary increase allowed Salary increase allowed Apply pay factors Apply pay factors

REASSIGNMENT Transfer into class with a lower journey market rate (PD- 105 “Reassignment”)  Not a disciplinary action  Organizational change  Mutual agreement  Recruitment  Apply pay factors  An increase with this action is possible  If employee’s current salary exceeds appropriate rate based on Pay Factors, it may be maintained but cannot exceed the maximum of the class pay range for the new position

Example Reassignment: Business & Technology Application Analyst, journey level, with salary of $59,500 transfers into Operations & Analyst, posted at advanced level. BTA Analyst JMR = $58,500 O&S Analyst JMR = $51,000

HORIZONTAL TRANSFER Employee movement to a different position within the same career-banded class (PD-105 “Horizontal/Lateral Transfer”) Example: Technology Support Tech (Journey) transferring to a Technology Support Tech (Advanced)

CAREER PROGRESSION ADJUSTMENT CAREER PROGRESSION ADJUSTMENT Competencies/Skills (PD-105 “CP-Comp/Skill”)  Greater competencies  Salary increase  Overall competency level may change  PD-105 not necessary if no funding & no overall competency level change  Employee has to be performing satisfactorily

CAREER PROGRESSION ADJUSTMENT (continued) Competency level change (PD-105 “CP-Comp Lvl Chg”)  Greater competencies  No salary change  Overall competency level does change  No funding or current salary exceeds appropriate rate

CAREER PROGRESSION ADJUSTMENT (continued) Retention (PD-105 CP-Retention)  A key employee  Outside of State Government (or non-SPA employment offer)  Criteria is met to support a salary adjustment within the pay range of the employee’s banded class  Apply pay factors in conjunction with the current criteria

Labor Market (PD-105 “CP-Labor Mkt”)  Market rates adjusted after study  Facility/Division/School establishment of market reference rates  Salary below appropriate rate with implementation  Insufficient funding at time of career-banding implementation to pay employee at appropriate rate CAREER PROGRESSION ADJUSTMENT (continued):

Your Role How do you think your role will change when you: Communicate with management Communicate with management Provide guidance and instruction Provide guidance and instruction Provide additional information Provide additional information Understand, communicate, and discuss options Understand, communicate, and discuss options

Human Resources as Consultants FROM TO FROM TO TransactionalStrategic TransactionalStrategic Present focusFuture focus Present focusFuture focus ReactiveProactive ReactiveProactive “Approve”“Recommend” “Approve”“Recommend” Track dataForecast/Plan Track dataForecast/Plan Future training to come: HR as a consultant HR as a consultant Using data to assist managers in making decisions Using data to assist managers in making decisions PMIS, ATS, etc. PMIS, ATS, etc.

Consulting Model Discussions with Management Discussions with Management 1. Open 2. Clarify 3. Discuss 4. Agree 5. Close

Practice the Consulting Model 1. Review the scenario (from handout) 2. Complete the discussion planner 3. Role Play with a partner 4. Discuss as a group

Resources On-line Career Banding Guide On-line Career Banding Guidehttp:// DHHS Career Banding Team (919) DHHS Career Banding Team (919) Please complete the training evaluation Please complete the training evaluation Thank You Thank You