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 3/4/5MT 90/91/92

B 90/91/92

FMT 4

FO 2/3/4ET 4/5

D 6/7/8/9/10

E 3/4/5

EDP 6/7MT 93/94B 93/94

FMN 5/6FMT 5/6

F0 5

MT 95 / 96FP 3

B 95/96

MT 97FP 4/5B 97

FP 6/7EM 3/4EM 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 14/15/19/21/22ECT 15

B 79/80/81E 1/2 BAND 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 LatticeSample 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-YearReview Calibration

FinalReview

eRamp 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