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Overview of Salary Administration. Career Banding Salary Administration. Objectives: Understand content of new policies Understand DHHS Pay Guidelines Practice how to place employees in pay range Review Aggregate Leveling Form Review Salary Decision Worksheet Understand new definitions

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Overview of salary administration l.jpg
Overview ofSalary Administration


Career banding salary administration l.jpg
Career Banding Salary Administration

Objectives:

  • Understand content of new policies

  • Understand DHHS Pay Guidelines

  • Practice how to place employees in pay range

  • Review Aggregate Leveling Form

  • Review Salary Decision Worksheet

  • Understand new definitions

  • Practice processing salary decision worksheets

  • Understand how to consult with management on pay issues

  • Practice consulting model using role play


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Operating in Dual Systems

  • Current policies apply to positions in pay grades

  • Career Banding policies apply to positions which have been “banded”

  • Positions will convert to banding gradually over the next several years

  • Eventually all positions will be converted

  • Until that time, we will operate in dual systems

  • Need to know both systems and how they differ


New salary administration policies for career banding l.jpg
New Salary Administration Policiesfor Career Banding

  • Focus on Roles and Responsibilities

  • Have New Definitions

  • Emphasize career development

  • Require using the Four Pay Factors

  • Include a Pay Dispute Review Process


Competency profile l.jpg
Competency Profile

  • Uses the state class specification to customize for our agency

  • Includes input from focus groups

  • Includes the role summary for the class

  • Describes the competencies at the C, J and A levels

  • Includes the minimum T&E

  • Used by managers to assess competency levels for employees and new hires

  • Provides a direct relationship between competency level and pay


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DHHS Pay Guidelines

Fully demonstrates

C level competencies

Fully demonstrates

J level competencies

Fully demonstrates

A level competencies

CRR

ARR

min

max

JMR

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

J level competencies and some

of the A level competencies

New hires or employees

who demonstrate some of the

C level competencies and some

of the J level competencies

Employees who demonstrate

all of the A level competencies

and may be demonstrating

some higher level banded

class competencies


Slide7 l.jpg

DHHS Pay Band Placement Guidelines

Business & Technology Applications Analyst

Fully demonstrates

C level competencies

Fully demonstrates

J level competencies

Fully demonstrates

A level competencies

CRR

ARR

min

max

JMR

$37,000

$48,750

$70,200

$87,000

$58,500

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

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


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What’s Different Placement Guidelines

  • 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


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  • “FAIR” PAY FACTORS Placement Guidelines

  • 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


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  • SALARY DETERMINATION Placement Guidelines

  • 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.


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Competency Assessment Placement GuidelinesExisting Employee

  • Supervisor assesses each employee at the C, J or A level

  • Supervisor uses the profile to determine the level

  • Assessments are conducted at roll-over and annually

  • Assessments will coincide with PM cycle

  • Supervisor completes the Aggregate Leveling Form to record individual competencies

  • Aggregate Leveling Form is sent with salary decision worksheet as back-up

  • HR enters the level on the 105 screen


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Competency Assessment Placement GuidelinesNew Hire

  • 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

  • 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

  • Employee’s revised level is entered in the 105 screen if applicable


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Aggregate Leveling Form Placement Guidelines

  • 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 attaches this form to the salary decision worksheet when making salary changes to any employee


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DHHS Pay Band Placement Guidelines

Business & Technology Applications Analyst

Fully demonstrates

C level competencies

Fully demonstrates

J level competencies

Fully demonstrates

A level competencies

CRR

ARR

min

max

JMR

$37,000

$48,750

$70,200

$87,000

$58,500

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

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.

Gary Google

Jane Yahoo

Rob Router


What happens when employee crosses into a banded class and l.jpg
What happens when employee crosses into a banded class and . . .?

  • Their salary exceeds the maximum of the class

  • Their salary is below the minimum of the class

  • They are paid higher than their assessed competency level

  • They are paid lower than their assessed level


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Salary Decision Worksheet . .?

  • Used to document pay decisions

    • New Hire

    • Promotion

    • Demotion

    • Grade-Band Transfer

    • Probationary to Permanent

    • Reassignment

    • Horizontal Transfer

    • Competency Increase

    • Retention

    • Labor Market

    • Competency Level Change

  • Completed by the manager and sent to HR


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PMD105 PD-105 DIRECT ENTRY REV/PRIOR: N

ATTACHED FORMS: 1 OF 1

SOCIAL SECURITY NO: 222 33 4444 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


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PD-105 DIRECT ENTRY REV/PRIOR: N

DEPT/UNIV: GREAT NC UNIVERSITY DATE PREPARED: 11 13 03 PAYROLL UNIT:

ACTION: GRADE-BAND TRANSFER EFFECTIVE DATE: 07 01 03 TEXT: 1 IMAGES: N

LAST NAME FIRST MIDDLE SOC SEC NO. DOB CITIZEN M/S

DOE JOHN M 222 22 2222 05 01 73 N

CHG:_______ ___ __ N

SCHEM CLASSIFICATION TITLE SALARY MKT-IDX COMP W/H POSITION NUMBER

06040 POLICE OFFICER I 32625 63 +MP S 5530 0000 0044 444

CHG: 15830 PUBLIC SAFETY OFFICER 34256 99 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 l.jpg
SOC Codes REV/PRIOR: N

  • Standard Occupational Classification code

  • Federal government standard

  • Defined in the Dictionary of Occupational Titles (DOT)

  • Used on the PD-105 screen

  • Assigned automatically at rollover

  • Not assigned for other actions – must be entered by HR

  • Will be providing you a reference chart – OSP currently refining this process


New hire l.jpg
NEW HIRE REV/PRIOR: N

  • New employees

  • Reinstatements from separations

  • Apply pay factors


Promotion l.jpg
PROMOTION REV/PRIOR: N

Transfer into class with higher journey market rate

PD 105 “Promotion”

  • Journey market reference rate is not used to determine a promotion

  • Can be within or outside job family/branch

  • No requirement for salary change

  • Apply pay factors

  • Acting promotion is applicable if acting for a class with a higher journey market rate


Examples l.jpg
Examples REV/PRIOR: N

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 l.jpg
DEMOTION REV/PRIOR: N

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 l.jpg
GRADE-BAND TRANSFER REV/PRIOR: N

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 l.jpg
Probationary to Permanent REV/PRIOR: N

  • 3-9 months still applicable

  • Salary increase allowed

  • Apply pay factors


Reassignment l.jpg
REASSIGNMENT REV/PRIOR: N

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 l.jpg
Example REV/PRIOR: N

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 l.jpg
HORIZONTAL TRANSFER REV/PRIOR: N

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 l.jpg
CAREER PROGRESSION ADJUSTMENT REV/PRIOR: N

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 l.jpg
CAREER PROGRESSION ADJUSTMENT (continued) REV/PRIOR: N

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 continued31 l.jpg
CAREER PROGRESSION ADJUSTMENT (continued) REV/PRIOR: N

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


Career progression adjustment continued32 l.jpg
CAREER PROGRESSION ADJUSTMENT (continued): REV/PRIOR: N

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


Your role l.jpg
Your Role REV/PRIOR: N

How do you think your role will change when you:

  • Communicate with management

  • Provide guidance and instruction

  • Provide additional information

  • Understand, communicate, and discuss options


Human resources as consultants l.jpg
Human Resources as Consultants REV/PRIOR: N

FROMTO

Transactional Strategic

Present focus Future focus

Reactive Proactive

“Approve” “Recommend”

Track data Forecast/Plan

Future training to come:

  • HR as a consultant

  • Using data to assist managers in making decisions

    • PMIS, ATS, etc.


Consulting model l.jpg
Consulting Model REV/PRIOR: N

Discussions with Management

  • Open

  • Clarify

  • Discuss

  • Agree

  • Close


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Practice the Consulting Model REV/PRIOR: N

  • Review the scenario (from handout)

  • Complete the discussion planner

  • Role Play with a partner

  • Discuss as a group


Resources l.jpg
Resources REV/PRIOR: N

  • On-line Career Banding Guide

    http://www.dhhs.state.nc.us/humanresources/banding/hrguide.html

  • DHHS Career Banding Team (919) 733-4344

    Please complete the training evaluation

    Thank You


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