Change Management Career Path – Get rid of all your repetitive HR tasks and save hours each week to focus on your core business.
Without a clear understanding of progress, your team risks losing momentum and looking elsewhere for opportunities. Here’s how to solve these problems by building a development framework.
Change Management Career Path
In a previous article, Ben Gateley wrote about how we failed to give Charlie’s team a real sense of progress, and how it could have democratized the company, undermined our performance and driven people out of business.
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Eventually, Ben, Rob (CEO) and I came to the conclusion that if we wanted to solve this problem, we needed to build a self-development platform.
A good professional development plan gives your team clarity and gives them a sense of meaningful progress. It prevents them from feeling stagnant, with the subsequent risk of becoming demotivated or looking for opportunities to advance in other companies. And then, and especially for Ben, Rob and I, it shows them that you’ve invested in their own development, which is something we’ve always strived to do with Charlie.
Throughout this process, the best and most important decision we made was to commit to this as a major project. This was an opportunity to build a core part of Charlie’s culture, not something we had to build over the course of a year. We wanted this to be in line with things like our holiday policy and our high standards of behavior as we implemented it, and we got it right.
Countless big, rich, experienced companies have done this before us, and many of them have published their progress. We’ve taken a lot of inspiration from Monzo and Buffer, and spent hours looking at the amazing collection of public works on developer.fyi.
Career Path Template
At a basic level, a developmental system organizes an employee’s career into a sequence and provides rules for how to move from one level to another while performing a performance evaluation.
There are different jobs for Charlie, from salesman to final engineer. How can you build a system that works for everyone?
One solution would be to do everything on a granular and micro level. Build a progression system for each team, each with a different number of levels and specific rules about how and when you progress.
Instead, we decided to build a more complete system: one where everyone had the same number of levels, and the same rules for how to progress from one level to another. This means focusing on ethics and values, rather than job descriptions.
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As this functionality evolves over time, we’ll add more granularity around specific skills, but the expectations for each career level will remain the same.
We had two main goals in mind which were how many levels we had and how they were built.
Ben discussed this in a recent article, but in a nutshell: Not everyone wants to be promoted to a leadership role; some people want to focus on developing specific skills to be successful. A good example is Jørgen, the design director. Her writing and drawing skills make her very useful to Charlie, but she’s not very interested in directing people. Companies need Jørgens, but if the only improvement you give them is to move them into people management, they’ll pack up and move on.
To address this, we’ve created a system to provide clear choices between these different roles. Equilibrium systems start with small workers like IC, but as it progresses, the process becomes fragmented. At this point, they are given the choice of continuing as CIs or transitioning to civilian management.
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Our old system was traditional. We have divided many roles into ‘junior’, ‘mid-level’, ‘senior’ and ‘leader of’. This was not clear enough for people to understand the development. A very good example is the “developer” title, which sits between junior trainers and developers. People felt stuck in this role, with no real idea of when or how they would progress.
We realized that our new system had to provide a large number of units. We’ve looked at a lot of things that have chosen to do this: most have chosen six or seven levels of development. We decided to go with six.
But even with six levels, we still worry that people will feel powerless. We wanted our system to cover all of life. A level 1 person is just starting out, while a level 6 person is really at the top of their game, so the jump between each level represents a major step in career development. To avoid this feeling of dread, and people feeling “stuck” on the level, we added a lower level. This gives a strong idea of day-to-day, month-to-month progress and works like this:
We had a structure of departments and sub-levels. Now it was necessary to know the rules to advance from one level to another.
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This means defining expectations and capabilities at each level. Since we were building a common framework to work across all companies, it had to be big enough to be used worldwide.
We divided our expectations into three areas, which we felt applied to all members of the business, regardless of their specific role:
Now we will decide what we expect from each career goal. It wasn’t an easy task – remember, this system is designed to cover you for the rest of your life. Each level should have expectations that represent a significant factor in personal and professional development.
It was slow, hard and expensive, but we’re happy with the end result. In fact, we’ve decided to make it public, so if you’re building a professional development system for your own business, you can save time and money by leveraging the work we’ve done. Just click on the image below to see a full page of what we expect at each Personal Contribution and People Manager level:
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This was the hard part. We needed a rating system that told us not only how great a person is, but also how they should be paid.
We knew that – if we wanted to hire and retain people – we had to pay at least the “market rate”. But “market rate” is not an exact figure. Different people and companies have different ideas about what the “right” salary is for any role, and all of these figures will change based on the market. To make matters more difficult, while sites like Glassdoor might give you an average number of small developers, you’ll never find a benchmark for “IC4 software developer,” because that’s Charlie’s specific category.
The answer here was to get in touch with The People Collective, a London-based consultancy specializing in helping growing companies get their people strategy right. Alistair from People Collective was able to provide us with accurate and reliable salary metrics for each experience level in our business, which we can now map into our payroll system (if you’d like help with your team’s compensation strategy, I recommend that you get in touch). with them – you can find their information here).
In terms of experience, jumping from level 1 to level 2, when there is nothing to smell, is
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Smaller than jumping from level 5 to level 6. Each step is bigger than the previous one, and we wanted the salaries offered at each level to reflect that, so we added a multiplier effect: every time you level up , your salary increases by a larger percentage, making each jump bigger than the last.
We had levels, a list of expectations for each level, and a salary associated with each level. Then we had to give the names of all the institutions.
This work was a request. We could have left everyone with a basic number of IC/Boss – adding bosses at each level would have been icing on the cake. But we decided to do it for two reasons:
Each job has been assigned a list of honors, at the IC level and in all directions, which results in the following:
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This took a long time. A more fundamental issue is fairness, especially between CI and professional processes. We wanted the organization to show that we value leaders and IC. If the bosses felt incongruous between the two career paths, we would have undermined all our work.
For example, a high-level position in the software management professional management process has the title “Director of Architecture”. It seems important, so how do you make the head compatible with the IC again? How can you communicate that an IC software project is as important as an engineering manager, but not responsible for people management?
In the end, we settled on “Lead Software Developer” – the vendor
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