Knows more about rope than anyone else at the company
Knows more about rope than anyone else, period.
Knowledge
Learns to use professional concepts. Applies company policies and procedures to resolve routine issues.
Developing professional expertise, applies company policies and procedures to resolve a variety of issues.
A full understanding of area; resolves a wide range of issues in creative ways.
Has wide-ranging experience, uses professional concepts and company objectives to resolve complex issues in creative and effective ways.
Has broad expertise or unique knowledge, uses skills to contribute to development of company objectives and principles and to achieve goals in creative and effective ways.
Expert in the field, uses professional concepts in developing resolution to critical issues and broad design matters.
Job Complexity
Works on problems of limited scope. Follows standard practices and procedures. Builds stable working relationships internally.
Works on problems of moderate scope where analysis of situations or data requires a review of a variety of factors. Exercises judgment within defined procedures and practices to determine appropriate action.
Works on problems of diverse scope where analysis of data requires evaluation of identifiable factors. Demonstrates good judgment in selecting methods and techniques for obtaining solutions.
Works on complex issues where analysis of situations or data requires an in-depth evaluation of variable factors. Exercises judgment in selecting methods, techniques and evaluation criteria for obtaining results.
Works on significant and unique issues where analysis of situations or data requires an evaluation of intangibles. Exercises independent judgment in methods, techniques and evaluation criteria for obtaining results.
Works on issues that impact design/selling success or address future concepts, products or technologies.
Supervision
Normally receives detailed instructions on all work.
Normally receives general instructions on routine work, detailed instructions on new projects or assignments.
Normally receives little instruction on day-to-day work, general instructions on new assignments.
Determines methods and procedures on new assignments and may coordinate activities of other personnel.
Acts independently to determine methods and procedures on new or special assignments. May supervise the activities of others.
Exercises wide latitude in determining objectives and approaches to critical assignments.
Individual Contributor Step Placement Chart
Level
Step 1
Step 2
Step 3
Step 4
Level 1 Entry
Ownership: No ownership, receives instructions on nearly all tasks
Initiative: None expected, does work as directed
Ownership: Little ownership, receives instructions on most tasks
Initiative: Little, expected, does work as directed
Ownership: Some ownership, receives instructions on some tasks
Initiative: Beginning to take initiative through asking questions and learning
Ownership: Increasing ownership, can work independently on many tasks.
Initiative: Increasing initiative through asking targeted questions
Level 2
Developing
Ownership: Works on individual tasks mostly independently
Initiative: Begins deeper questioning of processes in order to improve them
Ownership: Works on individual tasks completely independently
Initiative: Deep questioning of processes; begins to suggest improvements and tweaks
Ownership: Mastering ability to break down projects into tasks; co-owns projects with strong guidance
Initiative: Takes initiative through iterating on existing processes
Ownership: Co-owns projects and owns pieces of larger projects with decreasing guidance
Initiative: Takes initiative through iterating on existing processes
Level 3
Career
Ownership: Co-owns projects and owns pieces of larger projects in their area completely
Initiative: Makes good decisions within their scope without seeking consensus
Ownership: Fully owns projects in their area with guidance
Initiative: Makes good decisions within their scope without seeking consensus
Ownership: Fully owns projects in their area with decreasing guidance
Initiative: Takes initiative through identifying gaps and opportunities
Ownership: Fully owns projects in their area completely
Initiative: Takes initiative through identifying gaps and opportunities
Level 4
Advanced
Ownership: Works independently and owns projects entirely, both in their area and cross-functionally
Initiative: Gives guidance and unblocks others; finds opportunities to mentor and grow teammates
Ownership: Sought out as a mentor and known as the“teammate of record” in their subject area
Initiative: Gives guidance and unblocks others; finds opportunities to mentor and grow teammates
Ownership: Identifies and proactively tackles major challenges and problems in their area
Initiative: Shows discretion in delegating tasks and focusing on higher level
Ownership: Leads adoption of new systems/tools/methodologies in their area
Initiative: Shows discretion in delegating tasks and focusing on higher level
Level 5
Expert
Ownership: Conceives and own projects entirely, both in their area and cross-functionally. Regularly scopes and stages work into well-defined milestones
Initiative: Reduces the complexity of projects/services/processes in order to get more done with less work
Ownership: Demonstrates knowledge of industry trends; researches and leads adoption of new approaches in their area
Initiative: Reduces the complexity of projects/services/processes in order to get more done with less work
Ownership: Involved in setting direction at area level
Initiative: Takes initiative to identify and solve important problems, often coordinating cross-functionally
Ownership: Involved in setting direction at area level
Initiative: Takes initiative to identify and solve important problems, often coordinating cross-functionally
Level 6
Principal
Ownership: Drives projects on which multiple teams depend
Initiative: Routinely and consistently pushes multiple teams within the company forward.
Ownership: As subject matter expert, plays a key role in developing overall company strategy
Initiative: Drives the conversation about their area’s direction, drives team-wide consensus to adopt direction
Ownership: Decisions have a direct impact on the long-term success of Buffer
Initiative: Identifies major strategic opportunities to allow Buffer to grow as a business
Ownership: Leads the company in developing direction in major areas
Initiative: Identifies and acts on major strategic opportunities to allow Buffer to grow as a business
(Skills/training needed, risk-taking support systems in place)
Scope
Receives assignments in the form of objectives with goals and the process by which to meet goals. Provides direction to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees. Recommends changes to unit or sub-unit policies. Management reviews work to measure meeting of objectives.
IC levels
Individual Contributor Job Level Chart
Individual Contributor Step Placement Chart
People leader levels
People Leader Job Level Chart