Career Banding Training for Pharmacy

1. Career Banding TrainingforPharmacy

2. Objectives • Understand the basic structure of career banding • Understand the new competency profiles for pharmacy classifications • Understand how to assess an employee • Understand the difference between Competency Assessment and PM • Understand how pay is administered in career banding • Understand the roll over process

3. What is career banding? A new human resources system that affects the way we • classify jobs • hire people • pay employees • promote employees • evaluate employees • provide career development opportunities for our employees

4. Why are we banding? • Directed by OSP as a statewide change • Reduces the number of job classes and titles in state government • Current system outdated and cumbersome • 6000+ classification titles • 47 salary grades • Move toward pay based on current market rates • Gives managers more flexibility in setting pay and granting promotions • Emphasizes commitment to individual growth and career progress based on facility needs.

5. Statewide Job Family Structure • Administrative and Managerial • Information Technology • Law Enforcement and Public Safety • Information and Education • Human Services • Medical and Health • Institutional Services • Operations and Skilled Trades • Engineering and Architecture • Natural Resources and Scientific

6. Dental Medical and Health Program Consulting Medical Laboratory Medical Support Medical Therapeutic Nursing Nutrition Pharmacy Branches in the Medical and Health Job Family • Physician Assistant • 177 graded classes to28 • Banded classes

7. 3 New Pharmacy Banded Classes • Pharmacy Technician • Pharmacist • Pharmacy Director

8. Pharmacy Crosswalk • Shows which existing classifications were collapsed into the new banded class • Total of 17 classes collapsed into 3 • 3 collapsed for the Technician • 7 collapsed for the Pharmacist • 7 collapsed for the Pharmacy Director *Crosswalk printout found behind Overview tab

9. Pharmacy Banded Class Profiles • Based on statewide focus group feedback • Describe roles • Describe competencies needed in the job at each level • Include the minimum Training & Education required for the banded class

10. What is a competency? Competencies are the observable and measurable set of: • skills • knowledge • abilities • key behaviors that are necessary to perform the job.

11. Competencies • Contributing - Knowledge, skills, abilities and successful work behaviors that are minimally required for an employee in the band. • Journey - Fully applied body of knowledge, skills, abilities and successful work behavior required for the band. • Advanced - The highest or broadest scope of knowledge, skills, abilities and work behavior required in the band.

12. Role Summary: Pharmacy Technician • Process, prepare, and fill physician’s medication orders • screen and prepare physician’s medication orders, record data on patient profiles, prepare and issue drugs, chemicals and other pharmaceutics products, maintain inventory Contributing Journey Advanced • Coordinate and direct activities of others with supervisory responsibility • Receive orders, screen orders for accuracy, resolve questions in consultation with a licensed pharmacist, fill order, and provide basic information to client • Provide technical advice, monitor quality work control activities, help prioritize work, and recommend process improvements

13. Role Summary: Pharmacist • Perform professional pharmacy work • Screen and prepare orders; record data on patient profiles; issue drugs, chemicals and other pharmaceutical products; and maintain inventory • May provide consultation to clinicians, develop and maintain formularies, and participate in drug utilization reviews and pharmacy related research • May provide instruction and/or supervision of others Contributing Journey Advanced • Interpret medication orders, obtain patient/client histories, provide drug therapy interventions, and monitor pharmacotherapy • Review and interpret medication orders, compound a variety of drugs, dispense medications, provide drug information to clinicians and patient • May serve as an expert in a specialized field providing technical consultation, guidance and oversight

14. Role Summary: Pharmacy Director • Perform supervisory and managerial pharmacy work • Develop, implement and evaluate short and long range goals and objectives • Develop, implement and enforce plans, policies, procedures, systems, programs and performance standards • Participate in strategic planning efforts • Manage staff, equipment and facilities • Determine resource needs and priorities and make recommendations • Determine training needs and make appropriate arrangements for provision of training Contributing Journey Advanced • Typically responsible for the direction, administration and • supervision of multiple • pharmacy services/ • programs in an • organization/system, • including consultation to • organizations, whose • scope is extensive and • complex. • Supervision, planning • and budgeting, quality • control, and policy • development under • general supervision. • Direct pharmacy operations including supervision, planning and budgeting, quality control, and policy development under minimal supervision

15. Now What? “Classifying the job is one thing. . . But how do I determine the level of my employees?” “Am I determining the level of the position or the person?”

16. Competency Assessment • The process used to determine an employee’s level (C,J,A) in career banding • Compares the banded class profile to the work demonstrated by the employee • Competency level rating (C,J,A) is provided for each competency in the profile • An overall level of C, J or A is then determined based on the summary of all the individual competency ratings

17. Example • Review the blank form • Review the sample competency assessment form for William Proctor • Notice the individual ratings • Compare them to the overall rating • Comments and Questions?

18. Competency Assessment Steps • Gather all necessary documents • Job description • PM form • Documentation • Reports • Feedback from others • Begin completing the blank form (one for each employee) • Cut and paste job description summary • Write 2-3 sentences for each competency • Determine the level of the competency by comparing your sentences to the profile • Determine an overall rating based on the summary of individual competencies. • Communicate ratings to the employee through discussion • Record the ratings on the Aggregate Leveling Form for your work unit

19. Supervisor Tips • Collect data throughout the year to avoid last minute recency effect • Ensure that job descriptions are current • Keep files on employees to collect data • Put responsibility on employee to provide work examples related to competencies • Do not consider pay when initially assessing employees – that is done after the assessment is complete • Use work examples not personal characteristics when completing the assessment

20. Focus on the work being performed:Professional Knowledge Don’t Say – “William is a smart person and a great pharmacist. He works hard to get his work done.” Say – William serves on the treatment team as an expert in drug interactions. He contributes to ensuring ICF-MR regulations are met.

21. Exercise • Read the summary documentation for Tammy Tablet • Write up a sample summary for one competency as a small group • Share with large group • Choose another competency and write up a sample summary on your own

22. Manager’s “CA” Toolkit • Blank Competency Assessment Form • Sample Competency Assessment Form • Blank aggregate leveling form for each banded class • Sample aggregate leveling form • Supervisor’s guide for CA • Discussion Planner • Request for Posting form • Web resources (www.dhhs.state.nc.us/humanresources/banding)

23. Differences between CA and PMCompetency Assessment Performance Management • Assesses level of work being demonstrated by the employee • Uses the banded class profile as a foundation • Completed at rollover • Completed thereafter when changes occur (should be completed at least every 3 years) • Uses CB dispute policy • As competencies are developed, pay can be awarded • Includes career development discussion • Evaluates employee performance based on goals of work unit • Uses the vision, mission and goals of the work unit as foundation • Completed annually • Uses PM Grievance policy • Pay may be awarded if funded by legislature • Includes Performance Improvement Plan if needed

24. Making it Easier for You • New shorter PM form/process • Dimensions are no longer on PM • Key Responsibilities are replaced by Goals and Results • Still an annual process – can be combined with competency assessment cycle • Training to come

25. 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 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 may be demonstrating some higher level banded class competencies

26. 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 level of competencies 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

27. Career Band Example Pharmacy Technician Journey Market Rate $32,100 $22,100 $54,100 Minimum Maximum Contributing Journey Advanced $27,203 $ 32,100 $43,014

28. SALARY DETERMINATION • 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.

29. Aggregate Leveling Form Used by managers to track competency levels and make pay decisions.

30. DHHS Pay Band Placement Guidelines Pharmacist Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies CRR ARR min max JMR $43,500 $71,986 $112,067 $125,000 $100,060 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. William Proctor George Bartell Elizabeth Marshall

31. Aggregate Leveling Form

32. 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

33. Exercise • Review Phillip Pharmacy Tech salary decision worksheet. • Complete a salary decision worksheet for Andrea Apothocary to give her a career progression adjustment to bring her to the appropriate rate. Her current salary is $27,315. • Work in small groups • Report back to full group

34. Career Banding Dispute Process • For career status career banding employees only • Dispute Process for career banding pay decisions only • Definition of a pay decision • Promotion, reassignment, CPA • Not disputable if no funding • Limited funding plan (priority list)

35. Career Banding Dispute Process • Four issues to appeal: • Amount is less than appropriate • Did not get money when pay factors indicate otherwise • Competencies are not evaluated correctly (did not follow process) • Management did not follow limited funding plan priorities

36. Process Steps • Employee completes form • Received in HR within 15 days of salary decision • Management must respond within 60 days • Final decision by higher level manager – one level up from direct supervisor or can be a designee in the division

37. Checks and Balances • OSP Audit • DHHS Monitoring • Delegation of Authority – DHHS and local • EEO Review

38. Where do we go from here? • Complete/Conduct Competency Assessments by 11/10/08 • Copy documents to keep and send originals to your HR manager by 11/10/08 • You will receive notification from your HR managers when actions are approved • Communicate final results to employees • Recruitment Training - TBA • Performance Management Training - TBA

39. Resources • DHHS Banding Website: http://www.dhhs.state.nc.us/humanresources/banding • DHHS Brochure (linked on website) • Banding Team: Phone (919)733-4344 or DHHS.HR.division@ncmail.net