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Couple thoughts...

1. Not every case but often the things that makes a person "popular" are also actually really adding value for the team: Happy, optimistic attitude, helpfulness, attentiveness, good listener, good mentor. Promotions are given to a whole person not just for their coding contributions.

2. Everybody is on a unique path and as a manager I would never expect anybody to follow a develoment path exactly as laid out on a career ladder. (See: the map is not the territory)

3. Managers giving promotions are more likely to be biased by their own feelings (often: appreciation), but in many cases beyond a certain level a promotion requires a committee approval where a ladder is probably applied more objectively (who knows if this adds value or not!)




Good points! I'm also a manager and recognize more than a bit of myself in your answers. I wasn't passing blame on my past employers. As a reasonably senior engineering leader I was part of the machine.

In response to your points:

1. Definitely. But shouldn't your job ladder also cover those things? I don't want to promote anyone up to a high level if they can't mentor others, for example.

2. Definitely. Shouldn't a decent job ladder allow people to excel in certain areas while maintaining some sort of minimum acceptable level in others?

3. Definitely. But that's the problem I've experienced. A lack of a committee means that it's basically a matter of running it up the ladder and then your ability to be promoted hinges on your manager's ability to work the system.


I would also just add that most promotion documents will tie in what's laid out on the career ladder. At larger companies promo documents have a template and often directly ask for evaluations on whatever's in the career ladder rubric.




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