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I don’t think this is a bad idea but promotions are often very circumstantial and cannot really be normalized across companies. Meta promotions for instance ge
by endisneigh 4y ago
I don’t think this is a bad idea but promotions are often very circumstantial and cannot really be normalized across companies.
Meta promotions for instance generally happen faster than Google. This is to say nothing about the actual quality of the person being promoted.
Other companies promote strictly with tenure. Unfortunately promotions are generally zero sum. As a hypothetical if everyone who is in the industry used this the main effect would ironically be making it harder for some poor sap who isn’t using this to be promoted as the bar is raised.
This is a good idea but I’d probably still prefer to find trusted people within my org and outside my org who’ve been promoted once or twice and are one, at most two levels from me and solicit their advice.
- rpandey1234 4y agoI agree there are certainly differences across companies with career growth, but there are also best practices that are generally applicable. As a concrete example, as a manager at Meta, I had a report who did a poor job of talking about his work in self-review. Giving him some structure made his impact much more obvious, and it was easier to get him the rating he deserved. The ability to explain your work is critical regardless of company. I also think that having multiple companies in the community makes it more valuable -- Taro can give you a valuable perspective from people at your company, along with a smart external perspective. Curious what kind of advice would you be looking for from trusted people within your company?