|
| Last Revision: | 06/02/2009 |
| Posted to Website: | 04/24/2008 |
Career Banding
Career banding is a compensation management and position classification system that was first introduced by North Carolina's Office of State Personnel (OSP) in 2004 on a pilot basis. Career banding greatly reduces the number of classification titles used, while increasing the size of our salary ranges. In the traditional graded system, there were approximately 6,000 classification titles statewide; under career banding this number is reduced to less than 300. It has been used in industry, government and some universities for over a decade. The career banding system is used to identify competencies -- which are the knowledge, skills and abilities -- needed by an organization and as demonstrated by employees to accomplish its goals and objectives and to promote the development of those competencies in the workforce. Managers have the flexibility, in conjunction with the Office of Human Resources (OHR), to determine the competency level required for their positions and are able to make pay decisions based on competitive labor market rates for similar positions and competency levels.
Click on the links below for more information.
Goals of Career Banding
The banding system, with defined levels of position competencies, encourages employees to develop their skills and knowledge in order to grow within their position or to advance to other positions. Overall, the organization is better able to recruit and retain a talented and diverse workforce with a pay system which is tied to the labor market and which rewards employees for developing the knowledge, skills and abilities required in their position.
Overview of the Career Banding Framework
Career banding categorizes work within job families, branches and roles. Job families are major groupings of jobs that represent general fields of work where career paths are identified and career planning is emphasized. Each job family is further categorized into branches, which in turn contain roles. Roles represent the various classifications that have been banded together due to similarities in position attributes, nature and scope of the work, and competencies required to meet business needs.
Career Banding Pay Factors
Managers are responsible for documenting compensation decisions and are accountable for ensuring employees in career banded positions receive fair and consistent treatment for career opportunities and compensation. Pay factors represent the general parameters within which pay decisions must be made.
Career Banding Forms
Here you will find forms used to process position actions and/or salary actions specific to career banded positions. These include the Position Description, SPA Performance Management and Competency Assessment Form, and Salary Recommendation Form. Also included here are the Career Banding Dispute Resolution Form and instructions for completing a Position Description.
Career Banding Pay Bands
All career banded roles have unique market rates at three levels: contributing, journey, and advanced. Career banding market rates are established by OSP by comparing benchmark jobs to relevant local, state or national labor market data from public, non-profit and private employers. Compensation is managed to the market rates versus the salary grade maximum, as was the case in the State's traditional compensation system. Employees may be paid below, at or above market rates based on a manager's evaluation and application of the pay factors. Market rates reflected in the career banding pay bands are regularly monitored by OSP and adjusted, when necessary, to reflect changes in labor markets as reported in industry compensation surveys. The University must implement the pay bands developed by OSP.
Career Banding Competency Profiles and Role Specifications
The links below are to the Office of State Personnel Web site.
- For competency profiles, click here.
- For role specifications, click here.
Job Posting, Recruitment and Selection in Career Banding
The University is committed to recruiting, selecting and developing a qualified, motivated and diverse workforce. The recruitment and selection process in a career banded environment maintains a focus on the position competencies required to perform the work and the specific competencies of the applicants. The desired outcome of the recruitment and selection process is to find the best match between the applicant and the position, i.e., to find the applicant whose competencies represent the closest match possible with the competencies required for the position.
Career Banding Pay Plan Provisions
Pay Plan Provisions are essentially directions and requirements managers must consider when recommending pay actions for employees. Pay Plan Provisions are developed by the University in conjunction with the Office of State Personnel.
Additional Resources and Information
This section includes the salary administration plan, glossary, salary grade reference inventory and information on career banding training.
System Monitoring and Self-Assessment
System assessment and monitoring are essential components of the compensation/classification system. Members of the Equal Opportunity Advisory Committee provide an independent, informed and concerned voice with respect to achievement of the goals of equal opportunity. Members of that respected group extend the value of their knowledge and opinions through participation on the Career Banding Advisory Committee.
|
