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Yikes, and here I am as a manager trying to create employee development plans for my team members so I can vouch for their promotions come end of year (or next,

Yikes, and here I am as a manager trying to create employee development plans for my team members so I can vouch for their promotions come end of year (or next, depending on the plan and the leveling-up needed). Sorry you all have had these experiences. In two of the companies I've worked at, I've been promoted to new titles with substantial pay bumps at least once, so this is pretty foreign to me.

_carbyau_ 6y ago
I think it is a culture/approach thing. Where I am, you have a job with a pay band. As time goes by you pretty much automatically go up the pay bands unless you have done something drastically poor. Once you hit the top, that's pretty much it. "Performance planning" is universally seen as mostly for show, so that HR can say they are implementing best practice. If we didn't have to do it we'd breathe a sigh of relief. Different horses on different courses.
ryandrake 6y ago
I'm not trying to change the world here, just making a practical utilitarian point: Due to an HR mistake, OP is underleveled and likely at the top of that level's pay band. You don't want to be here because being a the top of your pay band limits your future raises. It's in OP's financial best interest to bring this up with HR ASAP and get it corrected. If you think promotions are straightforward when you're performing well and found to be underleveled, then the problem is less urgent, but in my experience this is not the case. As the saying among employees goes: "It's easier to get hired at [FAANG competitor] than to get an internal promotion." I know that we HN folks have heard this one before, so I'm kind of puzzled by the downvotes.
mtberatwork 6y ago
You are doing it right. A big problem is that companies are new to having engineering/design/social/digital/whatever teams and do not have much in the way of career tracks in place. So what happens is that you get hired as a software engineer (or some other techy title) and get stuck because there's no upward mobility since no one has taken the time to outline career paths in the org chart for these new roles. This is compounded by the fact that upper management is usually filled with non-tech people who haven't a clue as to what to do with these newfangled roles.

_carbyau_ 6y ago

I think it is a culture/approach thing. Where I am, you have a job with a pay band. As time goes by you pretty much automatically go up the pay bands unless you have done something drastically poor. Once you hit the top, that's pretty much it. "Performance planning" is universally seen as mostly for show, so that HR can say they are implementing best practice. If we didn't have to do it we'd breathe a sigh of relief. Different horses on different courses.

ryandrake 6y ago

I'm not trying to change the world here, just making a practical utilitarian point: Due to an HR mistake, OP is underleveled and likely at the top of that level's pay band. You don't want to be here because being a the top of your pay band limits your future raises. It's in OP's financial best interest to bring this up with HR ASAP and get it corrected. If you think promotions are straightforward when you're performing well and found to be underleveled, then the problem is less urgent, but in my experience this is not the case. As the saying among employees goes: "It's easier to get hired at [FAANG competitor] than to get an internal promotion." I know that we HN folks have heard this one before, so I'm kind of puzzled by the downvotes.

mtberatwork 6y ago

You are doing it right. A big problem is that companies are new to having engineering/design/social/digital/whatever teams and do not have much in the way of career tracks in place. So what happens is that you get hired as a software engineer (or some other techy title) and get stuck because there's no upward mobility since no one has taken the time to outline career paths in the org chart for these new roles. This is compounded by the fact that upper management is usually filled with non-tech people who haven't a clue as to what to do with these newfangled roles.