The document discusses functional competency assessment for career banding. It describes how functional competencies are tied to knowledge, skills and abilities and have distinct levels. Agencies and universities identify key competencies critical for jobs and determine expectations for competency demonstration. Employees are assessed and their competency levels determined based on demonstrated competencies. Their pay is then set within the salary ranges for their career band based on their competency levels and consideration of pay factors like market rates, internal alignment and required competencies.

1. Assessing Functional Competencies N.C. Office of State Personnel Career-Banding Project Team

2. Functional Competency Assessment Functional Competencies: Are tied to demonstrated knowledge, skills, and abilities Can be observed and measured Have distinct Contributing, Journey, and Advanced levels established for roles within a banded classification Developed by Transition Teams and validated within A/U, both using focus groups

3. Functional Competency Assessment Key Functional Competencies: “ Key” Competencies are the essential, “most important” competencies required of an individual job. From statewide banded class specs; validated internal to A/U using focus groups List in order of importance

4. Functional Competency Assessment Core to A/U? (check box): Competencies set by Agencies and Universities as critical to all jobs within the organization.

5. Functional Competency Assessment Expectations: Knowledge, skills, or abilities that are expected to be demonstrated on the job. Refer to competency profile (level descriptions) adopted by your Agency/University Determine what is needed by the organization How should competencies be demonstrated on the job? How will they be observed and tracked? Discuss with employee

6. Functional Competency Assessment Final Competency Assessment: Assessed in relation to the established Functional Competencies and Expectations. Have functional competencies been demonstrated by the employee? How or how not? At what level?

7. Functional Competency Assessment Level: Correlate “Final Results” to appropriate level for each Key Functional Competency based on demonstrated competencies and established level descriptions. Contributing Journey Advanced

8. Functional Competency Assessment Final Competency Assessment: Overall level determined based on the majority of individual Key Functional Competencies. Generally, if most Competencies are Contributing, overall level should be Contributing. Exceptions: if one or more Key Functional Competencies is more critical to the organization, may carry more “weight” in final assessment. Must explain and justify in “Comments” section (establish at Initial Work Planning Discussion).

9. Career Development What is the organizational need? What employee attributes need development or strengthening to accomplish the above? What areas does employee wish to improve? Are these attainable within current position and work unit? If so, are training resources available and what is a reasonable time frame? What specific training and/or education should improve the performance and competency level? Include Employee and Supervisor responsibilities

10. Competency Assessment Exercise! Determine individual and final functional competency levels for Dot Matrix

11. Competency Assessment and Pay Determination Determining Pay

12. Pay Based on Competencies Competency Evaluation Form Contributing Journey Advanced Comp A X Comp B X Comp C X Overall X Employee’s Pay Min Max Career-Banded Class Rates Contributing Reference Rate Journey Market Rate Advanced Reference Rate

13. Pay Based on Competencies Competency Evaluation Form Contributing Journey Advanced Comp A X Comp B X Comp C X Overall X Employee’s Pay Min Max Career-Banded Class Rates Contributing Reference Rate Journey Market Rate Advanced Reference Rate

14. Pay Based on Competencies Competency Evaluation Form Contributing Journey Advanced Comp A X Comp B X Comp C X Overall X Employee’s Pay Min Max Career-Banded Class Rates Contributing Reference Rate Journey Market Rate Advanced Reference Rate

15. Determining Pay Process: Evaluate groups of employees in same banded classes and in same general competency level Apply Pay Factors consistently among employees Fine-tune the pay recommendations based on application of the Pay Factors Justify and document!

16. Determining Pay Career-Banding Pay Factors 1. Financial Resources (1) Agency business need (budget) 2. Appropriate Market Rate (2) Journey market rate guidelines/market reference rate guidelines and related market information (3) Market dynamics 3. Internal Pay Alignment (4) Internal pay alignment (equity) (5) Current salary and total compensation 4. Required Competencies (6) Minimum qualifications for class (7) Knowledge, skills, and abilities (8) Related education and experience (9) Duties and responsibilities (10) Training, certifications, and licenses

17. Determining Pay Career-Banding 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.