Career Banding Training for Pharmacy

Objectives Understand the basic structure of career banding Understand the basic structure of career banding Understand the new competency profiles for pharmacy classifications Understand the new competency profiles for pharmacy classifications Understand how to assess an employee Understand how to assess an employee Understand the difference between Competency Assessment and PM Understand the difference between Competency Assessment and PM Understand how pay is administered in career banding Understand how pay is administered in career banding Understand the roll over process Understand the roll over process

What is career banding? What is career banding? A new human resources system that affects the way we classify jobs classify jobs hire people hire people pay employees pay employees promote employees promote employees evaluate employees evaluate employees provide career development opportunities provide career development opportunities for our employees

Why are we banding? Directed by OSP as a statewide change Directed by OSP as a statewide change Reduces the number of job classes and titles in state government Reduces the number of job classes and titles in state government Current system outdated and cumbersome Current system outdated and cumbersome classification titles classification titles 47 salary grades 47 salary grades Move toward pay based on current market rates Move toward pay based on current market rates Gives managers more flexibility in setting pay and granting promotions Gives managers more flexibility in setting pay and granting promotions Emphasizes commitment to individual growth and career progress based on facility needs. Emphasizes commitment to individual growth and career progress based on facility needs.

Statewide Job Family Structure 1. A dministrative and Managerial 2. I nformation Technology 3. L aw Enforcement and Public Safety 4. I nformation and Education 5. H uman Services 6. M edical and Health 7. I nstitutional Services 8. O perations and Skilled Trades 9. E ngineering and Architecture 10. N atural Resources and Scientific

Branches in the Medical and Health Job Family  Dental  Medical and Health Program Consulting Program Consulting  Medical Laboratory  Medical Support  Medical Therapeutic  Nursing  Nutrition  Pharmacy  Physician Assistant 177 graded classes to 28 Banded classes

3 New Pharmacy Banded Classes 3 New Pharmacy Banded Classes Pharmacy Technician Pharmacy Technician Pharmacist Pharmacist Pharmacy Director Pharmacy Director

Pharmacy Crosswalk Shows which existing classifications were collapsed into the new banded class Shows which existing classifications were collapsed into the new banded class Total of 17 classes collapsed into 3 Total of 17 classes collapsed into 3 3 collapsed for the Technician 3 collapsed for the Technician 7 collapsed for the Pharmacist 7 collapsed for the Pharmacist 7 collapsed for the Pharmacy Director 7 collapsed for the Pharmacy Director *Crosswalk printout found behind Overview tab

Pharmacy Banded Class Profiles Pharmacy Banded Class Profiles Based on statewide focus group feedback Based on statewide focus group feedback Describe roles Describe roles Describe competencies needed in the job at each level Describe competencies needed in the job at each level Include the minimum Training & Education required for the banded class Include the minimum Training & Education required for the banded class

What is a competency? Competencies are the observable and measurable set of: skills skills knowledge knowledge abilities abilities key behaviors key behaviors that are necessary to perform the job.

Competencies Contributing - Knowledge, skills, abilities and successful work behaviors that are minimally required for an employee in the band. Contributing - Knowledge, skills, abilities and successful work behaviors that are minimally required for an employee in the band. Fully applied body of knowledge, skills, abilities and successful work behavior required for the band. Journey - Fully applied body of knowledge, skills, abilities and successful work behavior required for the band. Advanced - The highest or broadest scope of knowledge, skills, abilities and work behavior required in the band. Advanced - The highest or broadest scope of knowledge, skills, abilities and work behavior required in the band.

Role Summary: Pharmacy Technician Process, prepare, and fill physician’s medication orders Process, prepare, and fill physician’s medication orders screen and prepare physician’s medication orders, record data on patient profiles, prepare and issue drugs, chemicals and other pharmaceutics products, maintain inventory screen and prepare physician’s medication orders, record data on patient profiles, prepare and issue drugs, chemicals and other pharmaceutics products, maintain inventory Receive orders, screen orders for accuracy, resolve questions in consultation with a licensed pharmacist, fill order, and provide basic information to client Provide technical advice, monitor quality work control activities, help prioritize work, and recommend process improvements Coordinate and direct activities of others with supervisory responsibility Contributing Journey Advanced

Role Summary: Pharmacist Perform professional pharmacy work Perform professional pharmacy work Screen and prepare orders; record data on patient profiles; issue drugs, chemicals and other pharmaceutical products; and maintain inventory Screen and prepare orders; record data on patient profiles; issue drugs, chemicals and other pharmaceutical products; and maintain inventory May provide consultation to clinicians, develop and maintain formularies, and participate in drug utilization reviews and pharmacy related research May provide consultation to clinicians, develop and maintain formularies, and participate in drug utilization reviews and pharmacy related research May provide instruction and/or supervision of others May provide instruction and/or supervision of others Review and interpret medication orders, compound a variety of drugs, dispense medications, provide drug information to clinicians and patient Interpret medication orders, obtain patient/client histories, provide drug therapy interventions, and monitor pharmacotherapy May serve as an expert in a specialized field providing technical consultation, guidance and oversight Contributing Journey Advanced

Role Summary: Pharmacy Director Perform supervisory and managerial pharmacy work Perform supervisory and managerial pharmacy work Develop, implement and evaluate short and long range goals and objectives Develop, implement and evaluate short and long range goals and objectives Develop, implement and enforce plans, policies, procedures, systems, programs and performance standards Develop, implement and enforce plans, policies, procedures, systems, programs and performance standards Participate in strategic planning efforts Participate in strategic planning efforts Manage staff, equipment and facilities Manage staff, equipment and facilities Determine resource needs and priorities and make recommendations Determine resource needs and priorities and make recommendations Determine training needs and make appropriate arrangements for provision of training Determine training needs and make appropriate arrangements for provision of training Supervision, planning and budgeting, quality control, and policy development under general supervision. Direct pharmacy operations including supervision, planning and budgeting, quality control, and policy development under minimal supervision Typically responsible for the direction, administration and supervision of multiple pharmacy services/ programs in an organization/system, including consultation to organizations, whose scope is extensive and complex. Contributing Journey Advanced

Now What? “Classifying the job is one thing... But how do I determine the level of my employees?” “Am I determining the level of the position or the person?”

Competency Assessment The process used to determine an employee’s level (C,J,A) in career banding The process used to determine an employee’s level (C,J,A) in career banding Compares the banded class profile to the work demonstrated by the employee Compares the banded class profile to the work demonstrated by the employee Competency level rating (C,J,A) is provided for each competency in the profile Competency level rating (C,J,A) is provided for each competency in the profile An overall level of C, J or A is then determined based on the summary of all the individual competency ratings An overall level of C, J or A is then determined based on the summary of all the individual competency ratings

Example Review the blank form Review the blank form Review the sample competency assessment form for William Proctor Review the sample competency assessment form for William Proctor Notice the individual ratings Notice the individual ratings Compare them to the overall rating Compare them to the overall rating Comments and Questions? Comments and Questions?

Competency Assessment Steps Gather all necessary documents Gather all necessary documents Job description Job description PM form PM form Documentation Documentation Reports Reports Feedback from others Feedback from others Begin completing the blank form (one for each employee) Begin completing the blank form (one for each employee) Cut and paste job description summary Cut and paste job description summary Write 2-3 sentences for each competency Write 2-3 sentences for each competency Determine the level of the competency by comparing your sentences to the profile Determine the level of the competency by comparing your sentences to the profile Determine an overall rating based on the summary of individual competencies. Determine an overall rating based on the summary of individual competencies. Communicate ratings to the employee through discussion Communicate ratings to the employee through discussion Record the ratings on the Aggregate Leveling Form for your work unit Record the ratings on the Aggregate Leveling Form for your work unit

Supervisor Tips Collect data throughout the year to avoid last minute recency effect Collect data throughout the year to avoid last minute recency effect Ensure that job descriptions are current Ensure that job descriptions are current Keep files on employees to collect data Keep files on employees to collect data Put responsibility on employee to provide work examples related to competencies Put responsibility on employee to provide work examples related to competencies Do not consider pay when initially assessing employees – that is done after the assessment is complete Do not consider pay when initially assessing employees – that is done after the assessment is complete Use work examples not personal characteristics when completing the assessment Use work examples not personal characteristics when completing the assessment

Focus on the work being performed: Professional Knowledge Don’t Say – “William is a smart person and a great pharmacist. He works hard to get his work done.” Say – William serves on the treatment team as an expert in drug interactions. He contributes to ensuring ICF-MR regulations are met.

Exercise Read the summary documentation for Tammy Tablet Read the summary documentation for Tammy Tablet Write up a sample summary for one competency as a small group Write up a sample summary for one competency as a small group Share with large group Share with large group Choose another competency and write up a sample summary on your own Choose another competency and write up a sample summary on your own

Manager’s “CA” Toolkit Blank Competency Assessment Form Blank Competency Assessment Form Sample Competency Assessment Form Sample Competency Assessment Form Blank aggregate leveling form for each banded class Blank aggregate leveling form for each banded class Sample aggregate leveling form Sample aggregate leveling form Supervisor’s guide for CA Supervisor’s guide for CA Discussion Planner Discussion Planner Request for Posting form Request for Posting form Web resources ( Web resources (

Differences between CA and PM Competency Assessment Performance Management Assesses level of work being demonstrated by the employee Assesses level of work being demonstrated by the employee Uses the banded class profile as a foundation Uses the banded class profile as a foundation Completed at rollover Completed at rollover Completed thereafter when changes occur (should be completed at least every 3 years) Completed thereafter when changes occur (should be completed at least every 3 years) Uses CB dispute policy Uses CB dispute policy As competencies are developed, pay can be awarded As competencies are developed, pay can be awarded Includes career development discussion Includes career development discussion Evaluates employee performance based on goals of work unit Evaluates employee performance based on goals of work unit Uses the vision, mission and goals of the work unit as foundation Uses the vision, mission and goals of the work unit as foundation Completed annually Completed annually Uses PM Grievance policy Uses PM Grievance policy Pay may be awarded if funded by legislature Pay may be awarded if funded by legislature Includes Performance Improvement Plan if needed Includes Performance Improvement Plan if needed

Making it Easier for You New shorter PM form/process New shorter PM form/process Dimensions are no longer on PM Dimensions are no longer on PM Key Responsibilities are replaced by Goals and Results Key Responsibilities are replaced by Goals and Results Still an annual process – can be combined with competency assessment cycle Still an annual process – can be combined with competency assessment cycle Training to come Training to come

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

Pay Factors: 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 level of competencies that are required based on organizational business need and demonstrated on the job. This pay factor considers: Minimum qualifications for class Minimum qualifications for class Knowledge, skills, abilities and behaviors Knowledge, skills, abilities and behaviors Related education and experience Related education and experience Duties and responsibilities Duties and responsibilities Training, certifications, and licenses Training, certifications, and licenses

Career Band Example Journey Market Rate Journey Market Rate $32,100 $32,100 $22,100 $54,100 $22,100 $54,100 Minimum Maximum Contributing JourneyAdvanced $27,203 $ 32,100 $43,014 Contributing JourneyAdvanced $27,203 $ 32,100 $43,014 Pharmacy Technician

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.

Employee Name: Phillip Pharmacy Tech Banded title :Pharmacy Technician Knowledge - Technical Coordination – Work Communication and Instruction Human Resources Management (if applicable) Overall Level Market RateCurrent Salary JAAAA$43,014$39,000 Employee Name: Andrea Apothecary Banded title :Pharmacy Technician Knowledge - Technical Coordination – Work Communication and Instruction Human Resources Management (if applicable Overall Level Market RateCurrent Salary JJCJ$32,100$27,315 Employee Name: Tammy Tablet Banded title: Pharmacy Technician Knowledge - Technical Coordination – Work Communicati on and Instruction Human Resources Management (if applicable Overall Level Market RateCurrent Salary JJJJ$32,100$30,500 Aggregate Leveling Form Used by managers to track competency levels and make pay decisions.

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 Pharmacist $43,500$71,986 $100,060 $112,067$125,000 William Proctor George Bartell Elizabeth Marshall 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.

Employee Name: William Proctor Banded title: Pharmacist Knowledge - Professional Coordination - Work Assessment and Decision Making Communication and Instruction Human Resources Management BudgetingOverall Level Market Rate Salary AJAAJC Employee Name: George Bartell Banded title: Pharmacist Knowledge - Professional Coordination - Work Assessment and Decision Making Communication and Instruction Human Resources Management BudgetingOverall Level Market Rate Salary AJJJAC Employee Name: Elizabeth Marshall Banded title: Pharmacist Knowledge - Professional Coordination - Work Assessment and Decision Making Communication and Instruction Human Resources Management BudgetingOverall Level Market Rate Salary AAJAAC Aggregate Leveling Form

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

Exercise Review Phillip Pharmacy Tech salary decision worksheet. Review Phillip Pharmacy Tech salary decision worksheet. Complete a salary decision worksheet for Andrea Apothocary to give her a career progression adjustment to bring her to the appropriate rate. Her current salary is $27,315. Complete a salary decision worksheet for Andrea Apothocary to give her a career progression adjustment to bring her to the appropriate rate. Her current salary is $27,315. Work in small groups Work in small groups Report back to full group Report back to full group

Career Banding Dispute Process For career status career banding employees only For career status career banding employees only Dispute Process for career banding pay decisions only Dispute Process for career banding pay decisions only Definition of a pay decision Definition of a pay decision Promotion, reassignment, CPA Promotion, reassignment, CPA Not disputable if no funding Not disputable if no funding Limited funding plan (priority list) Limited funding plan (priority list)

Career Banding Dispute Process Four issues to appeal: Four issues to appeal: Amount is less than appropriate Amount is less than appropriate Did not get money when pay factors indicate otherwise Did not get money when pay factors indicate otherwise Competencies are not evaluated correctly (did not follow process) Competencies are not evaluated correctly (did not follow process) Management did not follow limited funding plan priorities Management did not follow limited funding plan priorities

Process Steps Employee completes form Employee completes form Received in HR within 15 days of salary decision Received in HR within 15 days of salary decision Management must respond within 60 days Management must respond within 60 days Final decision by higher level manager – one level up from direct supervisor or can be a designee in the division Final decision by higher level manager – one level up from direct supervisor or can be a designee in the division

Checks and Balances OSP Audit OSP Audit DHHS Monitoring DHHS Monitoring Delegation of Authority – DHHS and local Delegation of Authority – DHHS and local EEO Review EEO Review

Where do we go from here? Where do we go from here? 1.Complete/Conduct Competency Assessments by 11/10/08 2.Copy documents to keep and send originals to your HR manager by 11/10/08 3.You will receive notification from your HR managers when actions are approved 4.Communicate final results to employees 5.Recruitment Training - TBA 6.Performance Management Training - TBA

Resources DHHS Banding Website: DHHS Banding Website: DHHS Brochure (linked on website) DHHS Brochure (linked on website) Banding Team: Banding Team: Phone (919) or