BestPracticer

HR

Job Leveling

A job level matrix (also called a career ladder or career progression chart) is a way of defining the levels within a department and the skills within and across levels. It is used to helped team members objectively understand how to get a promotion, as opposed to promotions being fully reliant upon the subjectivity and biases of an individual manager.
  • What is the Purpose of Job Leveling?

    Career ladders help companies make sure that they’re taking a consistent approach to the way they evaluate and pay their team members. They also help team members understand how to progress between titles in a specific department.

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  • Guides On How to Set Up Job Levels

    The first step in a career ladder process is to set up job levels. This process usually entails building consensus around competencies used at each level. The second step is to equip managers to figure out how to identify the level each of their team members is at, and how to that conversation initially and again on an ongoing basis. The final step is how to track progression in a person’s skills relative to their level.

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  • How to Use Job Levels

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  • Progression for Senior ICs

  • Management Levels

    For someone who is looking to get into management or is new to management, it can be hard to decipher the meaning behind titles like “manager”, “director”, and “VP”. Are they really different from one another? What do these people do differently in their roles? It turns out there are meaningful differences. Managers are new to people management and typically manage individual contributors. They usually have the experience of the individual contributors they manage, and can take responsibility for team outcomes, but are still learning people management skills and will have questions and will need support. They usually do not yet develop departmental strategy, but instead decide and manage the tactics to execute on for strategies that have already been created. Directors usually manage managers, and possibly some individual contributors. They are paid to drive results with little or no supervision and can easily judge whether right tactics are being used for a project. They usually are very good at working cross-functionally with other departments across the organization, and are either driving strategy or a strong contributor to it. VPs are paid to set the strategy of their department, and they are accountable to the outcomes of that strategy. They understand the business they work in regardless of what department they are in, they set strategy, build consensus around it, and drive their department to have the right team, processes, and technologies in place to succeed with that strategy.