Career development is the overlap of the organization’s needs with the individual employee’s career interests. It can also be described as an ongoing process of gaining knowledge and improving skills that allows an employee, when in alignment with the organization’s needs and individual career interests, the opportunity to advance their career.
The graphic illustrates that when the needs of the unit overlap with the individual's interests, career development plans and goals can be developed. The organization’s needs may arise from new competencies needed in the workplace, new strategic initiatives or other opportunities to fill emerging roles or open positions. Individual career interest may be identified through the person’s strengths and development needs, long term career interests or annual goals for professional development.
The key areas of responsibility (KAR's) defining the job classifications and the competencies that are necessary to carry out these responsibilities will help individuals and their supervisors in setting goals and planning for career development to meet the needs of the unit.
The pay practices will also support career development by providing the opportunity for salary adjustments to recognize significant changes in responsibility, whether or not the change is sufficient to justify new classification assignment via promotion or career shift.
Using Competencies in Career Development
How to Begin
What is different?
- Has the employee acquired new key areas of responsibilities that have increased the level of responsibility for their role?
- Have they increased their knowledge, skills, and abilities (competencies) to the benefit of the organization?
- If yes, to either question, utilize the Job Classification View Tool to review current classification key areas of responsibilities and competencies to complete the Career Development Documentation form.
Best Practices
Consider the expanded work that is being done by the employee, what skills are required for the employee to be successful in the performance of that work?
Review the competency descriptions and typical behaviors for the job family and optional technical competencies assigned to the employee's current classification and the next classification within the series (if applicable) or another classification.
Do the job family and/or optional technical competencies from the higher or different level classification best describe the changes in KAR's or competency? If so, use this information in Section 3 of the Documentation of Career Development.
Any competency (accessible through the job classification view tool) may be used to document career development. Unit HR Reps may consult with Compensation & Classification, in University Human Resources, to identify other relevant competencies that may not currently be utilized in the Job Classification View tool.
To allow flexibility, the nouns in the typical behaviors may be changed to fit the specific college/division/unit activity; however, to preserve the integrity of the Kenexa library, the verbs cannot be changed. Before modifying the typical behaviors, consider the following:
- Have you selected the right competency? There may be another competency that is a better fit and behaviors that fit what you are looking for.
- Is the proficiency level assigned accurate?
- Is what you are looking to describe a task versus a competency?
- Determine if it's Career Advancement, Career Promotion or Career Shift.
Types of Professional and Scientific Career Development
In Professional and Scientific employment, there are three types of career development:
Career Advancement in Your Current Classification
To recognize significant and sustained career advancement within the classification as demonstrated by new duties, new skills, additional key areas of responsibility, expanded scope and/or advanced competency. The key areas of responsibility of the current classification still remain the best fit overall for the work performed.
Requests for career advancement adjustments may be initiated by the staff member, the department or jointly, and are submitted to the college/division (org). The department or org may deny a request.
The new duties and responsibilities should be performed for an appropriate period of time that is sufficient enough to evaluate the employee’s performance and continuing success in the role. The evaluation period is at the discretion of the college/division, and is often between 3 and 6 months. Examples that do not warrant a career advancement include but not limited to: ad-hoc project(s) completion, short-term duties shift, non-job-related certification(s) or degree(s) acquirement, one-time presentation or conference representation, etc. The new responsibilities must not have been recognized in previous classification and/or compensation decisions. If it is later determined that the employee is unable to continue performing the new duties and responsibilities, their salary should be reduced accordingly.
Salary increase of 1-5% for career advancement within the current classification, not to exceed range maximum, and consistent with the responsibilities and performance of others within the same budgetary unit. In exceptional cases, the employee’s responsibilities, performance, and market analysis may support a salary increase outside of the defined parameters. Any increase outside of the normal range must also follow “Market Adjustment” procedure and approved by University Human Resources, not to exceed the market range maximum.
Approval of Salary Increase
Org level Human Resources approval if new salary is below or within median zone, not to exceed one in-classification increase per individual per fiscal year. The procedures for requests, approval and appeal of career advancements are outlined in the University Policy Manual, Part III Section 3.7.
University Human Resources must approve:
- More than one in-classification increase per individual per fiscal year (regardless of relationship to median zone), or
- Any salary above the median zone, or
- Any salary in a classification in an open pay range (9 & 10), or
- Any salary increase above 5%, as submitted through the market adjustment review process.
Effective date is the 1st day of the month following College/Division approval.
Related Samples
Career Promotion to a New Classification
To recognize career promotion to a new classification in a higher pay level (whether same or different function/family), demonstrated by significant and sustained changes involving new duties, additional key areas of responsibility, expanded scope, and to the extent that the key areas of responsibilities of another classification have become the best fit overall for the work performed.
Requests for career promotion may be initiated by the staff member, the department or jointly and are submitted to the college/division (org). Denial of a request for a change in classification would follow the existing procedures for classification review within the org.
The new duties and responsibilities should be performed for an appropriate period of time that is sufficient enough to evaluate the employee’s performance and continuing success in the role. The evaluation period is at the discretion of the college/division, and is often between 3 and 6 months. The new responsibilities must not have been recognized in previous classification and/or compensation decisions. If it is later determined that the employee is unable to continue performing the new duties and responsibilities, their salary and classification should be changed accordingly. For any promotion of more than two pay levels, University Human Resources may work with the Office of Civil Rights Compliance to determine whether a P&S Search Waiver would be needed.
P&S status and associated dates will not be impacted unless the employee is changing from career status to an At Will classification, or vice versa.
Approval of the new classification by University Human Resources is required to assure the correct University classification is assigned. The procedures for requests, approval and appeal of classification change/review are outlined in the University Policy Manual, Part III Section 3.4.
Salary increase is typically 1-10% dependent upon relative position to the new median zone and consistent with the responsibilities and performance of others within the same budgetary unit. For promotions involving a change of more than one pay level, it is recommended that the college/division consult with University Human Resources to determine an appropriate salary increase.
- If the current salary is below or within the new median zone, the recommended salary increase is 5-10%.
- If the current salary is above the new median zone, the recommended salary increase is 1-10%, but not to exceed the market range maximum.
- In exceptional cases, the employee’s responsibilities, performance, and market analysis may support a salary increase outside of the defined parameters. Any increase outside of the normal range must be approved by University Human Resources, not to exceed the market range maximum.
Approval of Salary Increase
- Org level Human Resource approval if new salary is below or within median zone.
- University Human Resources must approve any new salary above the median zone, or for any classification in an open pay range.
- Any lesser salary increase amount proposed due to exceptional circumstances must be discussed with the staff member and approved in advance by University Human Resources, regardless of the salary relationship to the median zone.
Effective date is the 1st day of the month following University HR approval.
Related Documents
- P&S Classification Change Form (docx)
- Career Promotion Sample (docx)
Career Shift to a New Classification
To recognize a career shift to a new classification at the same or lower pay level (whether same or different function/family), demonstrated by significant and sustained changes involving different duties, key areas of responsibilities, changes in scope, and to the extent that the key areas of responsibilities of another classification have become the best fit overall for the work performed.
Requests for a career shift may be initiated by the staff member, the department or jointly and are submitted to the college/division (org). Denial of a request for a change in classification would follow the existing procedures for classification review within the org.
The new duties and responsibilities should be performed for an appropriate period of time that is sufficient enough to evaluate the employee’s performance and continuing success in the role. The evaluation period is at the discretion of the college/division, and is often between 3 and 6 months. The new responsibilities must not have been recognized in previous classification and/or compensation decisions. If it is later determined that the employee is unable to continue performing the new duties and responsibilities, their salary and classification should be changed accordingly.
P&S status and associated dates will not be impacted unless the employee is changing from career status to an At Will classification, or vice versa. A Regents Merit System staff member whose position is reclassified to a position that carries career status, will serve one year in probationary status before becoming eligible for career status.
Approval of the new classification by University Human Resources is required to assure the correct University classification is assigned. The procedures for requests, approval and appeal of classification change/review are outlined in the University Policy Manual, Part III Section 3.4. A Merit to P&S career shift requires approval by the Board of Regents Merit System Office, and is outlined in the University Policy Manual, Part III Section 3.6.
Salary change is dependent upon the type of career shift change, the relative position to the median zone, consistent with the responsibilities and performance of others within the same budgetary unit.
Career Shift to the Same Pay Level
- The recommended salary increase is 0-5%.
- The structure placement (A vs. B) should be factored into the new salary.
Career Shift to a Lower Pay Level
- A salary increase is normally not given unless there are exceptional circumstances, and must have prior approval from University Human Resources.
- May be given a lower salary depending upon level of responsibility and relationship to median zone.
Merit to P&S Career Shift
- The recommended salary increase is 0-5%.
- Consideration should be given based on the level of responsibility and relationship to median zone.
SEIU to P&S Career Shift
- The recommended salary increase is 0-10%.
- Consideration should be given based on the level of responsibility and relationship to median zone.
In exceptional cases, the employee’s responsibilities, performance and market analysis may support a salary increase outside of the defined parameters. Any increase outside of the normal range must be approved by University Human Resources, not to exceed the market range maximum.
Approval of New Salary
- Org level Human Resource approval if new salary is below or within median zone.
- University Human Resources must approve any reduction in salary or any salary above the median zone, or for any classification in an open pay range.
Effective Date is the 1st day of the month following University HR approval.
Related Documents
- P&S Classification Change Form (docx)
- Career Shift Sample (docx)
Career Development Process
Compensation and Classification evaluates requests for Professional and Scientific career development through a three step process and provides guidelines to determine appropriate salary adjustments.
Evaluating a Request for Classification Change
Three-Step Process
Step 1: Is the job function still correct?
Review the job function purpose statement for the job function. Is it still the best fit?
Step 2: Is the job family correct?
Review the job family purpose statement for the job family. Is it still the best fit or is there another job family that is a best fit due to the changes in responsibilities?
In determining the best fit, be sure to consider the guiding principles for each job family that are embedded with the job family purpose statements. You will find information there that may help guide your thinking. For example, a guiding principle for the Admissions and Enrollment Services job family indicates that this job family includes positions at the departmental, collegiate and University level. The guiding principles also give a summary of the key areas of responsibilities.
Step 3: Which classification within the job family is the best fit?
For example, study the current classification and the next classification in the job family series as defined by their key areas of responsibility.
Keep in mind the following:
- The new classification system defines classifications by their key areas of responsibilities that are focused on outcomes.
- Key areas of responsibilities within a job family are cumulative; meaning they build upon the responsibilities from the previous classification in the job family.
- Different levels of responsibility and competencies may exist between jobs that are appropriately classified in the same classification.
- Do the job changes reflect a change in outcomes (KAR's) or in the responsibilities within the same outcomes (KAR's)? What is the significance of the change?
- How do the individual's responsibilities compare or contrast to others in the same classification and budget unit?
- Is career advancement more appropriate than a classification change? Would the use of or change in a working title be appropriate?
- Is the person now performing the majority of the key areas of responsibility of a different classification such as the classification requested or to another?
- Considering the options, what classification is the "best fit"? The match will not be exact; it is expected that some individual responsibilities may be described in higher or lower classifications, but most should be in the classification designated as a best fit.
- One way to check your conclusion is to look at the level profile and determine if the job attributes for the job level you propose are consistent with your evaluation of the job.
Determining Salary Adjustments
The University Pay Practices allow for some discretion in the amount of increase for career advancement, career promotion, or career shift. The following are typical and appropriate considerations for departments and organizations in utilizing this discretion. Different factors may be weighted differently based upon the circumstances of individual salary decisions:
- Significance of the change in responsibilities of the position
- Individual position responsibilities in relation to the job classification
- Competency level of the individual in the new responsibilities
- Individual responsibilities in relation to the responsibilities of others in the same classification and budget unit
- Relationship of the individual salary to the relevant market range and median zone
- Individual salary compared to the external market data
- Individual’s unique competencies, knowledge, skills, and abilities
- Salaries of others in the same level within the budget unit in relation to the same market range and median zone
- Salaries of others in the same budget unit in different classifications and pay levels and their relationship to their different market ranges and median zones
- What salary increases are anticipated for others, either during the year or on July 1 or January 1 that would change any existing relationships; remember that increases to base salary on July 1 or January 1 focus on performance and market, while increases to base during the year through career advancement, promotion and career shift reflect changes in responsibilities and competencies.
- Past practice with similar adjustments during the year
- Funding: what is available currently and can it be sustained?
- Any additional guidelines provided by your college/organization leadership
Considerations for Career Advancement
- Change in scope and complexity of Key Areas of Responsibility (KAR's) and/or competencies
- Introduction of new KAR's from same or different classifications
- Competency level in performing new KAR's
- Classification and pay level of new KAR's and/or competencies
- What responsibilities have already been recognized in previous pay decisions?
- Any org level guidelines specific to career advancement
Considerations for Promotion/Career Shift
- Scope and complexity of new KAR's
- Competency level in performing new KAR's
- Difference in the market ranges and median zones for old and new classifications
- What responsibilities have already been recognized in previous pay decisions (if within same budget unit)
- Any org level guidelines specific to promotion
Supervisor and Staff Responsibilities
Employee Responsibilities
- Review unit needs and career interests with your supervisor to identify career development opportunities, and potential changes in job responsibilities that are in alignment with unit needs.
- The new duties and responsibilities should be performed for an appropriate period of time that is sufficient enough for your supervisor to evaluate your performance and continuing success in the role. The period of time necessary for evaluation is at the discretion of the college/division.
- Complete employee Documentation of Career Development.
Supervisor Responsibilities
- Review unit needs and career interests with your staff member(s) to identify career development opportunities, changes in job responsibilities and performance expectations that are in alignment with unit needs.
- Discuss career development plans with department and organization leadership to confirm their support.
- As significant changes are sustained for an appropriate period of time, consider a request for career advancement, promotion or career shift. Consult with your Human Resources representative for assistance.
- Review completed Documentation of Career Development from your staff member(s), and complete the supervisor section, using the instructions provided. This includes your recommendation and assessment of the change requested, and confirmation of the most recent job performance rating.
- Consult with your Unit Human Resource Representative and department leadership regarding the funding available and the amount of any proposed salary increase.
- Forward the Career Development Documentation to the appropriate administrator in your area to begin the workflow transaction, when appropriate.