introducing the career management program talent focus: the port authority of the future
TRANSCRIPT
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
Focus on contribution and impact
External Benchmarking
Career Management
CareerBanding
A job classification structure that groups jobs based on broad similarities
Performance Management
A job valuation method that prices jobs against market-defined pay levels
Career Lattice
An organizational tool that encourages multi-directional career movements
A more normalized performance distribution curve to enable meaningful pay differentiation
Career Management
Career Banding
Career Bands
EDP 3/4/5
MT 90/91/92
B 90/91/92
FMT 4
FO 2/3/4
ET 4/5
D 6/7/8/9/10
E 3/4/5
EDP 6/7
MT 93/94
B 93/94
FMN 5/6
FMT 5/6
F0 5
MT 95 / 96
FP 3
B 95/96
MT 97
FP 4/5
B 97
FP 6/7
EM 3/4
EM 1/2
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
NCL 14/15/19/21/22
ECT 15
B 79/80/81
E 1/2BAND 1
BAND 2
BAND 6
BAND 5
BAND 4
BAND 3
BAND 7
= Manager Track
= Individual Contributor Track
Career Banding Criteria
Knowledge and Skills
Problem Solving
Teamwork
Leadership
Impact
Includes breadth and depth of technical knowledge, agency knowledge, and management skills
Includes complexity of problems, precedence, use of judgment, and consideration of risk
Includes collaboration, knowledge sharing, open communications, and cultural awareness
Includes providing direction, building staff capabilities, project/resource management, and persuasion/influence engagement skills
Includes impact of decisions, scope of impact, accountability, and budget impact
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
Career Management
Career Lattice
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”
An Example of Lattice
Sample Titles Band
Manager, Corporate Financial Services (B96) Senior HR Executive (B96) Manager, Business Services
(B96)
Band 4Executive Policy
Analyst (B95)Supervising Financial Analyst
(B95) HR Executive (B95) Executive Business Manager (B95)
Principal Policy Analyst (B94) Principal Financial Analyst (B94) Principal HR Rep (B94) Principal Business
Manager (B94)Band 3
Senior Policy Analyst (B93) Senior Financial Analyst (B93) Senior HR Rep (B93) Senior Business Manager
(B93)
Staff Policy Analyst (B92) Staff Financial Analyst (B92) Staff HR Rep (B92) Staff Business Manager
(B92)
Band 2Associate Policy Analyst (B91) Associate Financial Analyst (B91) Associate HR Rep (B91) Administrator (B91)
Assistant Policy Analyst (B90) Assistant Financial Analyst (B90) Assistant HR Rep (B90)
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
Career Management
External Benchmarking
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)
Job Title Market Base Salary 25th 50th 75th
Customer Service Rep $25,000 $50,000 $75,000
$38,460
$61,540
BUILDINGMARKETREFERENCE RANGE 60%
PACustomer
Service Rep$50,000 (MARKET VALUE)
External Benchmarking in Action
PA Customer Service Rep
Key Points: External Benchmarking
Creates consistency 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
Career Management
Performance Management
Align objectives at the individual, department and Agency level
Provide regular feedback
Differentiate rewards based on performance
Performance Management: Core Beliefs
• Immediate action
• Change responsibilities
• Move jobs
• Manage out
• Check competencies
• Check capabilities vs. responsibilities
• Coach for performance
• Time & experience
• Support & encourage
• Monitor & build consistency
• Achieving success
• Consistent results
• Continuous improvement
• Stretch & broaden
• Build confidence
• Development awareness
• Consistently outstanding contributor
• Recognition
• Raise the bar
• Development awareness
• Demonstrates a distinguished level of performance
• Distinguished contribution to unit and organizational outcomes
• Displays a number of exceptional competency strengths
BuildingPerformance
ExceptionalPerformance
StrongPerformance
OutstandingPerformance
Unacceptable Performance
Performance-Driven Culture: The Agency View
15%20%15% 50%
Overall Performance Ratings Reflect…
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
Impact
Achievement
Effort
Quality/Quantity
Demonstrated Ability
Assesses the effect of one’s accomplishments on division, department, and Agency goals
Assesses the extent of completion of objectives and level of core competencies demonstrated to achieve division, department, or Agency goals
Assesses the level of work, drive, consistency, and initiative put forward to accomplish division, department, or Agency goals
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.
Assesses the depth, breadth, and use of acquired skills to accomplish division, department, or Agency goals
Relative Performance CriteriaNote: Each of the following are assessed on a relative basis, comparing actual accomplishments to objectives, standards and Agency competencies.
Performance Management Process
Goal Setting
Mid-Year
ReviewCalibration
Final
RevieweRamp Sign-Off
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
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
Summary: Key Changes