Mattakushi432 Talent Development
Career Ladders
Engineering Ladder Example
| Level | Title | Scope | Autonomy |
|---|---|---|---|
| IC1 | Junior Engineer | Task | Supervised |
| IC2 | Engineer | Feature | Guided |
| IC3 | Senior Engineer | System | Independent |
| IC4 | Staff Engineer | Cross-team | Self-directed |
| IC5 | Principal Engineer | Organization | Strategic |
| M1 | Engineering Manager | Team | Guided |
| M2 | Senior Manager | Org | Independent |
| M3 | Director | Division | Strategic |
What Changes at Each Level
- Scope: Task → Feature → System → Domain → Company
- Ambiguity tolerance: Low → Medium → High → Extreme
- Influence: Self → Team → Cross-team → Org → Company
- Time horizon: Days → Weeks → Quarters → Years
Designing a Career Ladder
- Define 4-6 levels with clear scope expansion at each step
- Write behavioral expectations per level (not just skills checklists)
- Separate IC and management tracks at senior+ levels
- Add 3-5 concrete real-world examples per level
- Calibrate across teams before publishing
- Review annually — levels drift as company scales
Performance Review Cycles
Typical Cadence
| Review type | Frequency | Purpose |
|---|---|---|
| Weekly 1:1 | Weekly | Ongoing feedback, blockers |
| Mid-cycle check | Semi-annual | Course correction |
| Annual review | Annual | Compensation, promotion |
| Promotion review | As needed | Specific evidence package |
Annual Review Process
- Self-assessment (1-2 weeks to write)
- Peer feedback (manager selects 3-5 peers)
- Manager assessment (calibrated against ladder)
- Calibration session (cross-manager leveling)
- Review conversation (manager delivers)
- Development plan (co-created next steps)
- Comp decisions (separate conversation)
Feedback Frameworks
SBI (Situation-Behavior-Impact)
Situation: "In yesterday's engineering review..."
Behavior: "...you interrupted the junior engineer three times
before they could finish their point..."
Impact: "...which made them visibly withdraw. This risks
losing valuable input from the team."
Radical Candor Quadrants
| High care | Low care | |
|---|---|---|
| Challenge directly | Radical Candor (ideal) | Obnoxious aggression |
| Don't challenge | Ruinous empathy | Manipulative insincerity |
Positive Feedback (often neglected)
- Specific: "The way you structured that RFC made it easy for non-engineers to engage" — not "Great job"
- Attribute behavior: "When you did X, it had Y effect on Z"
- Don't dilute positive with immediate "but"
Individual Development Plans
IDP Template
## IDP — [Name] — [Period]
Career goal (12-18 months): [Where they want to be]
Current strengths to leverage:
- [Strength 1]
- [Strength 2]
Development focus areas (max 2-3):
| Focus | Why | Actions | Success looks like | Timeline |
|-------|-----|---------|-------------------|----------|
| [Skill] | [Goal link] | [Actions] | [Observable outcome] | [Date] |
Support needed from manager:
- [Coaching, sponsorship, stretch assignment]
Development Activity Types
| Activity | Best for | Investment |
|---|---|---|
| Stretch assignment | Hands-on skill building | High |
| Mentorship | Perspective, guidance | Medium |
| Formal training | Foundational knowledge | Medium |
| Internal teaching | Deepening mastery | Low-medium |
| Book / self-study | Conceptual depth | Low |
Succession Planning
9-Box Grid
Performance
Low Medium High
High | C2 | B2 | A1 |
Med | C3 | B3 | A2 |
Low | C4 | C4 | B4 |
Potential
- A1: Future leaders — invest heavily, accelerate
- A2/B2: High performers — grow, stretch, retain
- B3: Solid contributors — support, recognize
- C2/C3: Misaligned — coaching or redeployment
- C4: Action required — PIP or exit
Successor Readiness
For each critical role:
- Ready now: Could step in within 90 days
- Ready 1-2 years: High potential, needs development
- Ready 3+ years: Early talent, long-term pipeline
L&D Programs
Learning Pathways
- Onboarding (weeks 1-12): Company, domain, role fundamentals
- Role-specific: Technical skills for the function
- Leadership track: For ICs moving to management
- Executive development: Senior leaders
L&D Budget Benchmarks
- Tech companies: $1,000–$3,000 per employee/year
- High-growth: ~0.5-1% of total payroll
- Allocation: 40% formal, 40% stretch assignments, 20% mentoring
Learning Culture Indicators
- Leaders visibly model learning (share what they're reading)
- Failure is analyzed, not punished
- Time is protected for learning (not squeezed by delivery)
- Knowledge sharing is recognized and rewarded
Retention Risk Management
Early Warning Signals
- Reduced participation in meetings
- Withdrawing from long-term projects or planning
- Increased LinkedIn activity
- Missed 1:1s or shorter conversations
- Life events: promotion denial, passed over for stretch role
Stay Interview Questions
- What keeps you here?
- What would make you consider leaving?
- What would you change about your role?
- What development opportunities matter most to you?
- How can I better support you?
Retention Conversation Opener
"I want to make sure you feel set up for success here and that
we're working toward your goals. What's energizing you right now?
What's frustrating you? What should we be doing differently?"