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Career Banding 101

Career Banding 101. Office of Human Resources. 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. WCU Banding History.

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Career Banding 101

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  1. Career Banding 101 Office of Human Resources

  2. 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

  3. 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

  4. 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

  5. Operations and Skilled Trades Job Family Facility Maintenance Tech-Mechanical Transportation Supervisor Vehicle/ Equipment Repair Super. Facility Maintenance Tech- Building Vehicle/ Equipment Repair Tech Vehicle/ Equipment Operator Facility Maintenance Supervisor Career Banding Structure Example: Banded Classes Banded Classes

  6. What are competencies? Competencies are the observable and measurable set of: • skills • knowledge • abilities • key behaviors that are necessary to perform the job.

  7. 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

  8. 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.

  9. 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.

  10. 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.

  11. Competency Profile • One for each banded class • Description of Work • Functional Competencies described at each level – Contributing, Journey, Advanced

  12. Competency Profile Example - Facility Maintenance Technician, Building Trades

  13. Pay Factors: • Financial Resources • Appropriate Market Rate • Internal Pay Alignment • Required Competencies

  14. 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.

  15. 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

  16. 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

  17. Horns effect Halo effect Stereotyping Recency effect Leniency effect Strictness effect Rater Bias Positions and Employees should be assessed objectively for skill requirements and skill set without any impact from the rater biases listed below

  18. Expected Agency’sDistribution • Manage to Journey level • Very few Advanced Journey Contributing Advanced

  19. Thank You!

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