SHRA Employees

SHRA Position Management

The Compensation and Position Management Team consults with and advises University managers and supervisors with the following:

  • Establishing new positions and changes to existing positions.
  • Organizational structure and compensation issues.
  • Evaluation of work assigned to those positions that are Subject to the Human Resources Act of North Carolina (SHRA).

Career Banding is a program developed by the Office of State Human Resources (OSHR) to enable more flexible salary administration and career growth opportunities for state employees. The previous position structure of graded classifications with pay ranges for each grade has been replaced with career bands of broader salary ranges and competency levels within the bands tied to market rates. UNC Charlotte uses a career banded system to promote employee growth and opportunities. 

Our team has developed and provided a wealth of information on our website in order to provide you with the information needed to manage your positions.

New Positions: Summary of Steps and Documentation Needed from Manager

Position Description: The description of the position’s purpose, role, and responsibilities; what you are recruiting for SHRA Position). In order to expedite, please speak with your management team to obtain a funding commitment before completing a Proposal Request for a new position through NinerTalent.

Identify Business Need: Proposal Request: Describe the work you need to assign (or re-assign) List the competencies (knowledge and skills) you anticipate the work requiring. Have some idea of available budgeted salary Have confirmation of leadership’s commitment of resources Submit NinerTalent Create New Position Proposal Request When response from HR Consultant received, add job duties and submit to Approver.

Position Description Components:
Career Band – role description; description of work
Functional Competencies – required knowledge, skill and abilities to perform the work
Job Duties – tasks and responsibilities; examples of the work to be done in the job specific to each required functional competency area
Priority Order – ranking of required functional competency areas from most important to least important for successfully achieving business needs Requirements (State Minimum and Preferred Qualifications) Physical Requirements (ADA Checklist)

Within 30 days of the new hire being on board, the manager is required to submit a Work Plan. The work plan section is outlined based on position description and you can add SMART (Specific, Measurable, Aligned, Realistic & Timely) goals that will guide the employee towards what you expect to measure them against. This work plan  will be used during the annual evaluation process so it is imperative to think through the work plan, your expectations for this position and how you will measure it.

By the end of the employee’s first six months, a Competency Assessment be completed (via HRMS) to indicate that the person is demonstrating the competencies required for the position and to confirm that the employee is being compensated in the appropriate market range.  The competency assessment only needs to be completed at the end of probation if it was not completed within the recruitment hiring proposal.  If you find it hard to align the competencies being demonstrated by the employee to the budgeted position level you recruited for, contact your compensation consultant to discuss.

SHRA Career Banding

Career banding is the North Carolina statewide classification and compensation system for SHRA employees that focuses on demonstrated competencies as required by the business need of the organization. Employees in the career-banded system are assigned a specific classification and level based on the knowledge, skills, and abilities required for their specific position. Each employee in a career-banded position is evaluated on the competencies they demonstrate in their position.

Each competency is given a rating of Contributing, Journey or Advanced. From these individual competency ratings, an overall competency rating is assigned by the supervisor that reflects the competency level of the employee. The overall level that is assigned to the employee should not exceed the overall level of the position.

For a review of OSHR competency profiles, please explore the classification specifications and select the career band that you wish to review. This will provide you with an overview of the different career bands. Once you have identified the career band that fits your business need, please contact your HR Consultant to obtain a current job description template.  

The compensation team will work with managers to identify the most appropriate career band/role/level for the business need. Once the correct career band is identified, the job description can be built based on the appropriate competencies which will support the compensation needs for the position.

Once you are ready to build a new position, or make a change to an existing position, please consult with your HR Consultant as regards the most appropriate course of action.

Classification Title Job Family
Accountant Administrative and Managerial
Accounting Manager Administrative and Managerial
Accounting Technician Administrative and Managerial
Administrative Support Associate Administrative and Managerial
Administrative Support Specialist Administrative and Managerial
Administrative Support Supervisor Administrative and Managerial
Auditor Administrative and Managerial
Budget Analyst Administrative and Managerial
Budget Manager Administrative and Managerial
Business Officer Administrative and Managerial
Business Services Coordinator Administrative and Managerial
Business Systems Analyst Administrative and Managerial
Executive Assistant Administrative and Managerial
Human Resources Consultant Administrative and Managerial
Human Resources Manager Administrative and Managerial
Human Resources Specialist Administrative and Managerial
Paralegal Administrative and Managerial
Purchasing Specialist Administrative and Managerial
Social Research Assistant Administrative and Managerial
Social Research Specialist Administrative and Managerial
Support Services Associate Administrative and Managerial
Support Services Supervisor Administrative and Managerial
University Program Associate Administrative and Managerial
University Program Manager Administrative and Managerial
University Program Specialist Administrative and Managerial
Broadcast Media Manager Education and Information
Broadcast Media Specialist Education and Information
Broadcast Media Technician Education and Information
Educational Consultant Education and Information
Interior Designer Education and Information
Performing Artist Education and Information
Public Communications Specialist Education and Information
Student Services Specialist Education and Information
Training Specialist Education and Information
University Library Specialist Education and Information
University Library Technician Education and Information
Visual Arts Specialist Education and Information
Architect Enginnering and Architecture
Engineering/Architectural Manager Enginnering and Architecture
Engineering/Architectural Supervisor Enginnering and Architecture
Engineer Enginnering and Architecture
Engineer-Architectural Technician Enginnering and Architecture
Facility Planner Enginnering and Architecture
Landscape Architect Enginnering and Architecture
Environmental Health and Safety Professional Environmental and Scientific Research
Environmental Health and Safety Technician Environmental and Scientific Research
Environmental Specialist Environmental and Scientific Research
Environmental, Health and Safety Program Manager/Consultant Environmental and Scientific Research
Research Operations Manager Environmental and Scientific Research
Research Specialist Environmental and Scientific Research
Research Technician Environmental and Scientific Research
Business Technology Application Analyst Information Technology
Business Technology Application Specialist Information Technology
Business Technology Application Techician Information Technology
IT Manager - Business Technology Application Information Technology
IT Manager - Networking Information Technology
IT Manager - Operations Information Technology
IT Manager Information Technology
IT Manager - Systems Information Technology
IT Manager - Technology Support Information Technology
IT Operations Analyst Information Technology
IT Operations Technician Information Technology
IT Project Analyst/Manager Information Technology
IT Project Program Manager Information Technology
IT Security Specialist Information Technology
Networking Analyst Information Technology
Networking Specialist Information Technology
Networking Technician Information Technology
Operations & Systems Analyst Information Technology
Operations & Systems Specialist Information Technology
Operations & Systems Technician Information Technology
Systems Programmer Analyst Information Technology
Systems Programmer Specialist Information Technology
Technology Support Analyst Information Technology
Technology Support Specialist Information Technology
Technology Support Technician Information Technology
Building Environmental Services Manager Institutional Services
Building Environmental Services Supervisor Institutional Services
Building Environmental Services Technician Institutional Services
Grounds Services Technician Institutional Services
Property Security Officer Law Enforcement and Public Safety
Property Security Supervisor Law Enforcement and Public Safety
Public Safety Director Law Enforcement and Public Safety
Public Safety Officer Law Enforcement and Public Safety
Public Safety Supervisor Law Enforcement and Public Safety
Public Safety Telecommunicator Law Enforcement and Public Safety
Public Safety Manager Law Enforcement and Public Safety
Licensed Practical Nurse Medical and Health
Medical and Health Program Consultant Medical and Health
Medical Diagnostic Technician Medical and Health
Medical Lab Supervisor Medical and Health
Medical Lab Technician Medical and Health
Medical Laboratory Technologist Medical and Health
Medical Nursing Assistant Medical and Health
Medical Records Manager Medical and Health
Nurse Consultant Medical and Health
Nurse Director Medical and Health
Nurse Practitioner Medical and Health
Nurse Supervisor Medical and Health
Nutrition Specialist Medical and Health
Pharmacist Medical and Health
Pharmacy Technician Medical and Health
Physician Assistant Medical and Health
Professional Nurse Medical and Health
Electronics Specialist Operations and Trades
Facilities Superintendent Operations and Trades
Facilities Maintenance Supervisor Operations and Trades
Facilities Maintenance Technician - Building Trades Operations and Trades
Facilities Maintenance Technician - Mechanical Trades Operations and Trades
High Voltage Distribution Specialist Operations and Trades
High Voltage Distribution Supervisor Operations and Trades
Specialty Trades Operations and Trades
Utilities Plant Operations Supervisor Operations and Trades
Vehicle Equipment Operator Operations and Trades
Vehicle Equipment Repair Technician Operations and Trades

 

The Career Banding Employee Advisory Committee is charged with reviewing our overall Career Banding programs to ensure that employees are being treated fairly in opportunities for career development and compensation. The committee will be updated on proposed career banding programs and offer input regarding its effectiveness, efficiency, and equity to employees. The committee will be responsible for:

  • Reviewing the career banding programs to ensure consistency and fairness.
  • Advise management on needed changes and improvements.
  • Serves as a forum for employees to raise questions concerning career banding policy as well as to recommend improvements in the policy.
  • Serves as a liaison between employees within their respective Divisions and the UNC Charlotte Department of Human Resources
  • Report findings from the committee back to the AVC of Human Resources and the Office of State Human Resources.

 
Membership:
 
Members shall serve a term of two years. Based on the size and demographics of our University, fifteen members representing various SHRA work teams have been selected for this first term. In addition, during the first meeting a chairperson and vice-chairperson will be elected by the committed members along with a recorder. Efforts shall be made to appoint new members or reappoint current members in a staggered manner in order not to disrupt cohesiveness and/or work of the committee when changes are warranted.
 
Voting:
 
For all issues to be decided upon by the committee, a simple majority rule should apply. The chairperson should not serve as a voting member except in the case of a tie wherein he/she may cast one vote. No proxy votes should be allowed.
 

Once you are ready to build a new position, or make a change to an existing position, please consult with your HR Consultant as regards the most appropriate course of action. Anyone of our team members can assist you, but here is a general outline of how our team assists the University.

  • Kieffer Gaddis, executive director of staff position, employment & performance management: 704-687-0654, kgaddis@charlotte.edu
    • Create New Position Description
    • Modify Position Description
  • Rachel Pierson-Bonin, HR Consultant: 704-687-0655, rpierso1@charlotte.edu
    • Create New Position Description
    • Modify Position Description
  • Steve Barnhart, HR Consultant: 704-687-0657, sbarnhart@charlotte.edu
    • Temporary Career Progression Adjustment
    • Market Adjustment
    • Supervisor Change
    • Change/Extend Funding Source 
    • FTW Change
    • NinerTalent Access
    • NinerTalent Navigation
    • User Type changes or access in NinerTalent
    • Banner entry/reconciliation of SHRA position & job information

Salary Increase Requests

Definitions of salary increase terms may be found in the Salary Administration Plan.

There are three (3) terms used to define the different types of SHRA position actions which may result in a salary increase:

  • Career Band Change or Reallocation - the duties have changed so completely that the former career band and its set of competencies do not address what is needed to accomplish the work done by the position. This is a change from one career band to another career band - "reallocation" is the term used.
  • Position Competency Level Change - the duties have changed so that a new level of competency is required to do the work.  The competency levels are tied to salary market ranges, so that if the overall level of required competency changes from Contributing to Journey or from Journey to Advanced, a salary increase may be possible.
  • Career Progression Increase - the duties have changed, but not to the extent that a level or a career band change is justified.  The career band and overall level remain the same, but some competencies are being required and demonstrated at a different level.  This may allow for an increase within the competency level range.

Note: All SHRA salary increase requests must be submitted through NinerTalent via the Modify PD action.  

More information can be found at PIM 56: Salary Adjustments for Career Banded Employees.