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INTRODUCING THE CAREER MANAGEMENT PROGRAM

INTRODUCING THE CAREER MANAGEMENT PROGRAM . Talent Focus: The Port Authority of the Future. Goals of Career Management . Simplify Agency hierarchy Broaden and deepen skills and capabilities Encourage movement across functions Recognize expertise and specialization Ensure market alignment

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INTRODUCING THE CAREER MANAGEMENT PROGRAM

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  1. INTRODUCING THE CAREER MANAGEMENT PROGRAM Talent Focus: The Port Authority of the Future

  2. Goals of Career Management • Simplify Agency hierarchy • Broaden and deepen skills and capabilities • Encourage movementacross functions • Recognize expertise and specialization • Ensure market alignment • Focus on contribution and impact

  3. Career Banding A job classification structure that groups jobs based on broad similarities Career Banding Career Management Career Lattice An organizational tool that encourages multi-directional career movements Performance Management Career Lattice External Benchmarking A job valuation method that prices jobs against market-defined pay levels External Benchmarking Performance Management A more normalized performance distribution curve to enable meaningful pay differentiation

  4. Career Banding Career Banding Career Management Performance Management Career Lattice External Benchmarking

  5. Career Bands BAND 7 EM 1/2 BAND 6 EM 3/4 FP 6/7 • Salary ranges connected to jobs; no longer connected to the bands • Job responsibilities and reporting relationships remain the same • 14-grade structure moving to 7 Career Bands B 97 BAND 5 FP 4/5 MT 97 BAND 4 B 95/96 FP 3 MT 95 / 96 B 93/94 MT 93/94 BAND 3 EDP 6/7 FMN 5/6 FMT 5/6 F0 5 B 90/91/92 EDP 3/4/5 MT 90/91/92 BAND 2 FMT 4 D 6/7/8/9/10 FO 2/3/4 ET 4/5 = Manager Track E 3/4/5 = Individual Contributor Track B 79/80/81 BAND 1 E 1/2 ECT 15 NCL 14/15/19/21/22

  6. Career Banding Criteria Knowledge and Skills Includes breadth and depth of technical knowledge, agency knowledge, and management skills Includes providing direction, building staff capabilities, project/resource management, and persuasion/influence engagement skills Leadership Problem Solving Includes complexity of problems, precedence, use of judgment, and consideration of risk Includes collaboration, knowledge sharing, open communications, and cultural awareness Teamwork Includes impact of decisions, scope of impact, accountability, and budget impact Impact

  7. Key Points: Career Banding • Significant, meaningful differences between bands • Consistent application of band criteria • Simplifies job hierarchy • Identifies competencies, skills, and level of impact required of positions at different levels

  8. Career Lattice Career Banding Career Management Performance Management Career Lattice External Benchmarking

  9. Career Lattice • Rewards and encourages multi-directional career movement • Expands career opportunities beyond the traditional “career ladder” • Promotes breadth (as well as depth) of experience and skills to build “portfolio”

  10. An Example of Lattice

  11. Key Points: Career Lattice • Rewards for career moves that build skills • Incentive for horizontal movement • Emphasizes career development • Reinforces Agency talent and succession strategies • Breadth • Specialization

  12. External Benchmarking Career Banding Career Management Performance Management Career Lattice External Benchmarking

  13. External Benchmarking: Market Pricing • Salary surveys compiled by impartial third-party experts based on job content • Establishes pay ranges for substantially similar jobs • Each survey contains 3,000+ organizations, 1,200+ position titles, and 1.8 million employees • Includes private, public, and government • Adjusts salaries for geographic region • Benchmarking completed in 2013 (will be reevaluated every two years)

  14. External Benchmarking in Action PA Customer Service Rep $61,540 PA Customer Service Rep BUILDING MARKET REFERENCE RANGE 60% $50,000 (MARKET VALUE) $38,460

  15. Key Points: External Benchmarking • Createsconsistency and awareness about salary ranges in the Agency • Aligns internal jobs with external market and pays jobs competitively • Positions the agency to compete for and retain talent

  16. Performance Management Career Banding Career Management Performance Management Career Lattice External Benchmarking

  17. Performance Management: Core Beliefs • Align objectives at the individual, department and Agency level • Provide regular feedback • Differentiate rewards based on performance

  18. Performance-Driven Culture: The Agency View • Demonstrates a distinguished level of performance • Distinguished contribution to unit and organizational outcomes • Displays a number of exceptional competency strengths • Check competencies • Check capabilities vs. responsibilities • Coach for performance • Time & experience • Support & encourage • Monitor & build consistency • Immediate action • Change responsibilities • Move jobs • Manage out • Consistently outstanding contributor • Recognition • Raise the bar • Development awareness • Achieving success • Consistent results • Continuous improvement • Stretch & broaden • Build confidence • Development awareness OutstandingPerformance ExceptionalPerformance StrongPerformance BuildingPerformance Unacceptable Performance 20% 15% 50% 15%

  19. Overall Performance Ratings Reflect… Employee evaluation is a two-step process: Relative performance: • Individual (absolute) performance • Employee accomplishments achieved through set objectives • Competency performance • How an employee approached and completed work, and the behaviors demonstrated • Relative performance • Employee accomplishments compared against a set of standards, taking into account the performance of others against the same standards

  20. Relative Performance Criteria Note: Each of the following are assessed on a relative basis, comparing actual accomplishments to objectives, standards and Agency competencies. Assesses the effect of one’s accomplishments on division, department, and Agency goals Impact Assesses the level of excellence, consistency, and magnitude of accomplishments to achieve division, department, or Agency goals. Aims for value-added deliverables that meet or exceed expectations. Quality/Quantity Assesses the extent of completion of objectives and level of core competencies demonstrated to achieve division, department, or Agency goals Achievement Assesses the level of work, drive, consistency, and initiative put forward to accomplish division, department, or Agency goals Effort Demonstrated Ability Assesses the depth, breadth, and use of acquired skills to accomplish division, department, or Agency goals

  21. Performance Management Process • Mid-Year • Review • Goal Setting • Calibration • Final • Review • eRamp Sign-Off

  22. Key Points: Performance Management • Greater emphasis on skill development • Constructive feedback on a regular basis • Rewards linked to high performance • Standards applied consistently agency-wide

  23. Summary: Key Changes • Adopting more streamlined, flexible structure through Career Bands • Redefining career progression through Career Lattice • Valuing jobs and setting ranges through Market Pricing • Moving to a reward philosophy that differentiates based on performance through Calibration

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