القائمة
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
التثبيت باستخدام Codex أو Claude انسخ هذا Prompt والصقه في Codex أو Claude أو مساعد آخر ليراجع صفحة Skill ويثبّتها لك.
استنادا إلى تصنيف SOC المهني
Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.
Use when articulating or revising a comp philosophy — covers market positioning, geo strategy, mix, transparency, and differentiation.
| name | career-leveling |
| description | Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes. |
A career framework is foundational infrastructure. Comp bands, performance ratings, hiring decisions, and promotion processes all anchor to it. A vague or absent framework leaves bias and politics to fill the void.
Typical 4–7 dimensions:
Each level defines expected behavior across each dimension. Anchored in observable behavior — not adjectives like "proactive" or "results-oriented."
| Level | Title | Scope | Leadership |
|---|---|---|---|
| L1 | Engineer I | Tasks within a project | Self |
| L2 | Engineer II | Owns features | Informal mentor |
| L3 | Senior Engineer | Owns systems within a team | Mentors others; sometimes tech lead |
| L4 | Staff Engineer | Cross-team scope | Multiplies a team or function |
| L5 | Senior Staff / Principal | Org-wide scope | Multiplies an organization |
| L6 | Distinguished | Company-wide impact | Influences company direction |
| L7+ | Fellow / VP IC | Industry impact | Defines technical strategy |
The IC ladder runs as long as the management ladder. Both reach Director-, VP-, and SVP-equivalent compensation.
Avoid as hard rules. Strong performers should be promoteable when their work demonstrates next-level scope, not at year-N. Use "performing at next level for 6+ months" as the test.
Common failure: IC ceiling at mid-senior, talented ICs forced into management or out. Counters:
When introducing or fixing:
Audit:
Common pattern: women and Black employees often have longer time-in-level than white men with comparable performance. Calibration is the intervention.
career-framework-architect agentperformance-management-systems skillpay-bands-market-data skilldei-strategist agent