1. INTRODUCING THE CAREER MANAGEMENT PROGRAM Talent Focus: The Port Authority of the Future

2. 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

3. External Benchmarking Career Management Career Banding 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

4. Career Management Career Banding

5. 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 1/2 BAND 1 BAND 2 BAND 6 BAND 5 BAND 4 BAND 3 BAND 7 = Manager Track = Individual Contributor Track

6. 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

7. 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

8. Career Management Career Lattice

9.  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”

10. An Example of Lattice Sample TitlesBand Manager, Corporate Financial Services (B96) Senior HR Executive (B96) Manager, Business Services (B96) Band 4 Executive 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 2 Associate 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)

11. 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

12. Career Management External Benchmarking

13. 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)

14. Job TitleMarket Base Salary 25th50th75th Customer Service Rep $25,000$50,000$75,000 $38,460 $61,540 BUILDING MARKET REFERENCE RANGE 60% PA Customer Service Rep PA Customer Service Rep $50,000 (MARKET VALUE) External Benchmarking in Action PA Customer Service Rep

15. 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

16. Career Management Performance Management

17.  Align objectives at the individual, department and Agency level  Provide regular feedback  Differentiate rewards based on performance Performance Management: Core Beliefs

18. 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 Building Performance Exceptional Performance Strong Performance Outstanding Performance Unacceptable Performance Performance-Driven Culture: The Agency View 15% 20% 15% 50%

19. Overall Performance Ratings Reflect… Employee evaluation is a two-step process: Relative performance:  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

20. 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 Criteria Note: Each of the following are assessed on a relative basis, comparing actual accomplishments to objectives, standards and Agency competencies.

21. Performance Management Process Goal Setting Mid-Year Review Calibration Final Review eRamp Sign-Off

22. 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

23.  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