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Level and Step placement guide

See more at https://open.buffer.com/career-framework/

IC levels

Individual Contributor Job Level Chart

Source: Radford

Level:	Level 1	Level 2	Level 3	Level 4	Level 5	Level 6
	Entry	Developing	Career	Advanced	Expert	Principal
Analogy:	Learning about rope	-Can tie basic knots -Participates as others tie complex knots	-Ties complex knots -Calculates rope strength -Knows a lot about knots	Understands rope making	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

People leader levels

People Leader Job Level Chart

Source: Radford

Job Level:	Level 1
Title:	Lead/Manager 1
Analogy:	Guides team while rock climbing (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.
Complexity	Works on issues where analysis of situation or data requires review of relevant factors. Exercises judgment within defined procedures and policies to determine appropriate action.
Discretion	Erroneous decisions or failure to achieve results will cause delays in schedules.
Interaction	Frequently interacts with subordinate supervisors and functional peer groups. Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects or schedules.
Supervision	Provides direct supervision to professional individual contributors and/or skilled, support individual contributors (e.g., technicians, designers, support personnel). Acts as advisor to unit or sub-units and may become actively involved, as required, to meet schedules and resolve problems.

Job Level:	Level 2
Title:	Lead/Manager 2
Analogy:	Leads extended alpine mountain-climbing trips (Experienced leadership required for multi-faceted environment)
Scope	Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals. Provides guidance to subordinates within the latitude of established company policies. Recommends changes to policies and establishes procedures that affect immediate organization(s).
Complexity	Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends. Follows processes and operational policies in selecting methods and techniques for obtaining solutions. Acts as advisor to subordinate(s) to meet schedules and/or resolve technical problems. Develops and administers schedules, performance requirements; may have budget responsibilities.
Discretion	Erroneous decisions or failure to achieve results will add to costs and may impact the short-term goals of the organization.
Interaction	Frequently interacts with subordinate supervisors, customers, and/or functional peer group managers, normally involving matters between functional areas, other company divisions or units, or customers and the company. Often must lead a cooperative effort among members of a project team.
Supervision	Manages, perhaps through subordinate supervisors, the coordination of the activities of a section or department with responsibility for results, including costs, methods and staffing. In some instances this manager may be responsible for a functional area and not have any subordinate employees.

Job Level:	Level 3
Title:	Senior Manager/Associate Director/Head of X
Analogy:	Pilots expedition through unexpected snow storm (Strong tactical decision-maker, handles unforeseen issues)
Scope	Establishes operational objectives and work plans and delegates assignments to subordinates. Senior management reviews objectives to determine success of operation. Involved in developing, modifying and executing company policies that affect immediate operations and may also have company-wide effect.
Complexity	Works on issues where analysis of situations or data requires an in-depth knowledge of organizational objectives. Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results. Establishes and assures adherence to budgets, schedules, work plans, and performance requirements.
Discretion	Erroneous decisions will result in critical delay(s) in schedules and/or unit operations and may jeopardize overall business activities.
Interaction	Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions, and/or customers. Requires the ability to change the thinking of, or gain acceptance from, others in sensitive situations, without damage to the relationship.
Supervision	Manages activities of two or more sections or departments. Exercises supervision in terms of costs, methods, and staffing. In some instances this manager may have subordinate supervisors.

Job Level:	Level 4
Title:	Director
Analogy:	Controls search efforts to find missing hikers (Strategic battle-tested leader, directs operational units)
Scope	Participates with other senior managers to establish strategic plans and objectives. Makes final decisions on administrative or operational matters and ensures operations effective achievement of objectives.
Complexity	Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company. Participates in corporate development of methods, techniques and evaluation criteria for projects, programs, and people. Ensures budgets and schedules meet corporate requirements.
Discretion	Erroneous decisions will have a serious impact on the overall success of functional, division, or company operations.
Interaction	Regularly interacts with executives and/or major customers. Interactions frequently involve special skills, such as negotiating with customers or management or attempting to influence senior level leaders regarding matters of significance to the organization.
Supervision	Directs and controls the activities of a broad functional area through several department managers within the company. Has overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. May manage other managers.

People Leader Step Placement Chart

Level and Radford “scope”	IC =	Core Duties	Step 1	Step 2	Step 3	Step 4
Level 1: Lead/Manager	IC 3	Executes well-defined work assignments that are subject to a moderate level of control and review.	Meets regularly with direct reports; ensures tasks are completed as specified	Deepens experience in giving clear expectations, goals and accountabilities for team members	Frequently solicits, synthesizes and delivers increasingly nuanced feedback; helps individuals set goals and works to ensure teammate growth	Operates at a high level within their scope; responsible for their team's overall productivity and collective impact
Level 2: Lead/Manager	IC4	Executes assignments in the form of objectives with goals and the process by which to meet goals. -Builds a strong culture of open communication, where teammates can ask questions without fear	-Mentors, coaches, and deeply contributes to the career development of their team and others -Communicates timelines, scope and milestones to stakeholders.	- Partners effectively outside their area to manage projects -Leads delivery of major initiatives on clear timelines -Building successful record of project execution	-Works to develop holistic perspective on the organization, its vision and its activities	-Excels at getting the team to focus on the highest-impact projects -Excellent track record of developing and growing teammates -Strong ability to delegate
Level 3: Senior Manager/Associate Director/Head of “X”	IC5	-Receives work in the form of objectives and determines how to use resources to meet schedules and goals. -Decreasing amount of supervision across the steps	-Able to lead recruiting efforts and determine headcount for their team - Establishes procedures that affect the immediate organization.	-Proactive in identifying and clearing roadblocks for the team	-Seeks opportunities to grow beyond their strengths and develop a broad repertoire of complementary capabilities	-Drives excellent results with little supervision -Increasing time spent creating and refining strategy, connecting the dots and observing important trends and patterns at the high level
Level 4: Director	IC6	-Establishes operational objectives and work plans and delegates assignments to teammates. -Involved in developing, modifying and executing company policies that affect immediate operations and may have company-wide effect. -Might manage teammates who manage others -Focused on developing initiatives that others will likely execute	-Responsible for examining and evaluating the organization’s process	-Establishes direction and communicates direction (vision and strategies) to stakeholders	Is able to motivate stakeholders to implement strategies and fulfill their vision	-Exercises excellent critical thinking and has a track record of proven good judgment and successfully executed high-level projects

GG

Garima Gupta last year

@Adam R take a look , can we develop our framework

AR

Adam Reusing last year

yes, I have started already that is somewhat similar but a bit simpler.

MA

Mariana Ageitos 5 years ago

@Mariana A @camila.garcia@wolox.com.ar @luciana.safdie@wolox.com.ar Hola! Miren esto! Creo que puede ser muy útil para los playbooks de las ár

Level and Step placement guide
IC levels
Individual Contributor Job Level Chart
Individual Contributor Step Placement Chart
People leader levels
People Leader Job Level Chart
People Leader Step Placement Chart

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