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Recruitment in a Career Banded World

Recruitment in a Career Banded World. Angela Miller, Recruitment Services Manager John Grimes, Recruitment Specialist Lori Millette, Recruitment Specialist 919-733-2940. Objectives. Provide Overview of Career Banding Review new posting requirements

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Recruitment in a Career Banded World

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  1. Recruitment in a Career Banded World Angela Miller, Recruitment Services Manager John Grimes, Recruitment Specialist Lori Millette, Recruitment Specialist 919-733-2940

  2. Objectives • Provide Overview of Career Banding • Review new posting requirements • Gain knowledge of how to effectively develop a competency-based job vacancy announcement. • Introduce Executive Order 30 and changes to DHHS Merit Based Employment Plan

  3. Objectives(Continued) • Understand how to link the vacancy announcement to the application screening and selection processes. • Reinforce importance of priority considerations • Introduce behavioral-based interviewing technique

  4. “The only way to make sense out of change is to plunge into it, move with it, and join the dance.” -Alan Watts (philosopher, writer & speaker)

  5. Why Band? • Old system is outdated • Pay is based on current market rates • Pay movement is based on the development of competencies • Gives management more flexibility to set pay rates • Creates more emphasis on career development

  6. Competency Defined Competencies: • The set of knowledge, skills, abilities and behaviors that employees must demonstrate to be successful in their jobs and to support the organization's mission and goals. • Competencies can be taught, learned, measured, monitored and improved through training and development.

  7. Competency Levels Defined • Contributing Competencies: The set of KSAs, and behaviors typically performed in an entry-level position. • Journey Competencies: The set of KSAs, and behaviors typically performed at a full performance, experienced level. • Advanced Competencies: The set of KSAs, and behaviors typically performed at the expert level. These advanced competencies are not always required in every work unit.

  8. Definitions: • Knowledge – understanding gained through experience or study • Skill – proficiency that is readily observable, quantifiable, and measurable • Ability – capacity to perform an activity • Behaviors - the manner in which one carries out the job duties.

  9. Review of Merit-Based Employment Policy • Applies to all positions subject to State Personnel Act • Positions filled from the pool of “Most Qualified” individuals • Selections based solely on job related criteria • Compliance with all state and federal employment laws, regulations, and policies • No hiring on basis of political affiliation or influence (impartial in recruitment and selection decisions)

  10. More Definitions • Job Family • Career Branch • Banded Class Series

  11. Job Family Structure

  12. 10 Job Families • Administrative and Managerial • Information Technology • Law Enforcement and Public Safety • Human Services • Information and Education • Medical and Health • Institutional Services • Operations and Skilled Trades • Engineering and Architecture • Natural Resources and Scientific

  13. Required Competencies: Factors that make an employee successful in a particular job • Knowledge • Skills • Abilities • Behaviors • Training • Education COMPETENCIES

  14. Posting Jobs

  15. Why do we Post? • Sell the job • Attract diverse, qualified applicants • Provide information for applicants to use in determining whether to apply or not • Justify and defend hiring decisions

  16. Developing a Posting • Define the business need • Describe the job responsibilities • Identify the competencies • Establish the recruitment range • Determine where and how long to post, internal or external?

  17. How is “Business Need” Defined? • Departmental goals and objectives • Workforce planning needs • Availability of workers • Funds available

  18. * NEW *Request for Posting Form • Banded Classification Title • Working Title • Recruitment Hiring Range (binding) • Salary Grade Equivalent • Competency Level (C,J,A) • Part time hours (if applicable) • Time-limited duration • Internal Posting

  19. Titles • Class Title – the formal state title, for instance, Business & Technology Applications Analyst • Working Title – Applicant friendly, for example “Web Designer”.

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

  21. Hiring Range • Consider Pay Factors • Business Need • Equity • Market • Relationship with competency level • If willing to accept entry level candidate, drop to the minimum of the class

  22. Ranges Set at Banded Levels • Contributing: Below the journey market rate, but not below the minimum of the class pay range • Journey: Within the journey market rate • Advanced: Above the journey market rate not above the maximum of the class pay range.

  23. DHHS Pay Band Placement Guidelines Technology Support Technician Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies CRR ARR min max JMR $20,910 $27,250 $39,240 $43,550 $32,700 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

  24. Competency Level Based Pay Example: Technology Support Technician Full range is $20,910 - $43,550 Contributing Range $20,910 - $32,699 Journey Range $27,251 – $39,239 Advanced Range $32,701 – $43,550 Option: May use the “Minimum” of the class salary range for any competency level

  25. Salary Grade Equivalency • Set by OSP for each banded class • Used for promotional priority and RIF

  26. Internal Postings Internal to: • DHHS or • State Government • Manager may wish to develop current employees or have specific skills only found internally • Must have Central HR approval • Must still be posted on the web (Don’t use the PMJOB code)

  27. Description of Work • Main or primary responsibilities of the position • Range of duties based on the business need • May include description of facility, unit, reporting, shift

  28. Knowledge, Skills, Abilities & Behaviors “Meat” of the posting – what will be screened. To develop the KSAs: • Review the Position Description and Competency Profile for essential competencies • Review previous Work Plans • Talk to incumbent employee

  29. Training & Experience • Will default from PMJOBS • Minimum Qualifications the same for all levels: • Contributing • Journey • Advanced

  30. Hard to Fill Positions • "If there are no applicants who have the required _______ level competencies listed in the Knowledge, Skills, Abilities, and Competencies section, management may consider other applicants who have lower _______ level competencies at a salary range of [ xxxxx - zzzzz].”

  31. Vacancy Posting • Is the primary purpose and scope of job captured? • Do the competencies accurately reflect the most important job functions? • Will it allow you to include applicants? • Does it attract applicants? • Are requirements appropriate to the level?

  32. PMJOBS • Utilize working titles • Broad salary range will default i.e. for Technology Support Technician $20,910 - $43,550 • Eventually, salary range for C, J, A will default. You may type over this and enter a hiring range.

  33. Screening Applications

  34. Screening • Consult with hiring manager • Know the position • Know the job requirements • Minimum T&E • Minimum KSAs & behavioral competencies

  35. IntroducingExecutive Order 30 **New procedure for DHHS** Effective soon! • Allows hiring managers to participate in screening for highly qualified applicants • Eliminates HQ screening on the basis of the size of the Q applicant pool • Subject matter expert may report to hiring manager

  36. Screening ApplicationsHR will screen for minimally qualified: • T&E (Training and education), and • Minimum competencies (KSAs and behaviors) listed on the vacancy announcement.

  37. Screening Applications Human Resources: • Must not compare applicants to applicants • Must reference job requirements listed on the vacancy announcement

  38. Screening Applications Hiring Manager: • May determine “highly qualified” candidates from the “qualified” pool • May opt to continue to have HR perform this duty • Must document on the Applicant Selection Log HQ

  39. Highly Qualified • HQ applicants are groups of applicants who, to the greatest extent, possess qualifications which exceed the requirements described in the vacancy announcement. • HQ applicant may have: • Higher level of program or technical knowledge, or, • More years of directly related experience, or, • More relevant education or training than “qualified” applicants

  40. Preferences • Human Resources must not use preferences to screen for minimally qualified (Q) • Hiring manager and/or Human Resources will determine HQ applicants based on those who exceed the minimal posted requirements. Preferences should not be used exclusively to screen for HQ applicants • Hiring manager may consider preferences when making selection decisions (e.g. interview candidates and/or finalist candidate) Note: A candidate may be HQ without possessing preferences

  41. Employment Priority Considerations • PROMOTIONAL PRIORITY • REDUCTION-IN-FORCE (RIF)

  42. Impact of Promotional Priority on Banded Positions • Promotional Priority – depends on salary grade equivalency for banded class Note: Career Banding provides more opportunity to progress within the banded class

  43. Impact of RIF on Banded Positions • RIF priority – established based on salary grade equivalency for banded class • RIF applicants must meet the competency and training & experience requirements stated on the vacancy announcement

  44. “Promotion” • Employee movement from one career-banded class to another with a higher journey market rate (JMR) - for example, from technician level to analyst.

  45. Competency-BasedInterviewing

  46. TRADITIONAL Focuses on: Educational background Applicant’s personality Years of experience Salary history and requirements COMPETENCY-BASED Focuses on: Questions developed to obtain job specific data (not vague or theoretical) Job-related behaviors Collecting measurable applicant information Interviewing Approaches

  47. Behavioral-Based Interviewing (Structured Interview) • Same questions asked of every candidate • Uses past experience to predict future success • Evaluates competencies against target job requirements (Knowledge, Skills, Abilities, Behaviors) • Use STAR method

  48. Behavioral Based Interviewing Past behavior is the best predictor of future success.

  49. Behavioral Based Interviewing • Valid • Reliable • Defensible • Uses essential job functions

  50. STAR • Situation or Task – the situation or problem leading to the applicant’s actions • Action – active attempts to affect a change or influence events • Result – the outcome of the applicant’s actions

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