In order to provide all employees with clear opportunities for growth, we use a job levels system. This system applies to all roles and gives us a rubric for setting compensation and assigning responsibilities.
Our system defines six levels for every title. Levels are set by management and not shared publicly. Earning a level increase generally will be accompanied by an increase in pay and sometimes a change in responsibilities.
The following is a description of the criteria we use to determine someone's level:
Capable of handling most assigned tasks within a given area of expertise. Some oversight from management or a higher level colleague is necessary to review work. Breadth of experience is limited and comfort is with a very small number of focuses. Not yet familiar with every aspect of our products, services, and processes.
Very little oversight and review is needed for primary functions. Most work meets or exceeds our standards. Able to work on a variety of tasks and with multiple technologies.
Able to work mostly independently and assist with a variety of duties beyond core focus. Helps contribute improvements to our processes. Capable of mentoring and assisting with the training of new hires.
Capable of leading entire projects. Comfortable with every aspect of our process and technologies. No assistance or oversight required for normal duties.
Is a peer within our company. Can lend assistance with reviewing the work of more junior counterparts. All work meets or exceeds our standards and can often be used as an example of "how it should be done".
Is a peer in our industry. Recognized outside our company as someone to emulate. Capable of consulting upper management and lending highly valuable insight. Work is innovative and always high quality. Should be working on the company's most complicated and important projects.
Very little to no management experience. Comfortable overseeing a very small number of projects and personnel. Still learning the basics of management and how to lead a team. Frequent assistance from the managing director or other managers is needed.
Very little oversight is needed by managing director. Most projects are completed on time and meet company standards. Subordinates have more praise than critiques regarding management style.
Possesses a thorough understanding of company processes and departmental issues. Is a subject matter expert who can effectively teach others about the inner workings of their team's responsibilities. Breadth of knowledge and capacity are such that assisting other overburdened managers is sometimes possible.
Capable of mentoring other less senior managers. Handles numerous large projects with ease. Can manage large, diverse groups. Some exhibited management or leadership practices are so effective that they are adopted by other teams.
Is a peer in terms of leadership within our company. Can manage very large teams effectively. When employees are moved to this leader's team, they consistently become measurably more productive and satisfied with their jobs.
Recognized outside our company as a leader to emulate. New talent joins our company just to work for them. Leadership methods are innovative and always effective. Should be managing the company's most complicated and challenging teams.