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I thought I was the only one in an organization structured like this. While off topic a bit... I found this structure pretty discouraging. If you don't promot

I thought I was the only one in an organization structured like this. While off topic a bit... I found this structure pretty discouraging. If you don't promote your developers into the role they are actually fulfilling, it quickly begins to feel like you're taking advantage of them. That is, treating them and giving them the responsibilities of a Sr. Engineer but only compensating them like a typical engineer (or developer). There's only so many 'atta boys you can give someone before it seems like you're dodging meaningful compensation for their efforts.

buro9 12y ago
Agreed. If you don't actually give the recognition and promotion after making it clear what is needed to reach the next level... then none of this works and morale will crash. We put in place quarterly reviews that were heavily focused on employee improvement, learning and application of that learning. Promotions were automatic and didn't need many levels of buy-in to approve. It was simply "are you doing the job of a senior dev? Congrats, then you are one". This was also strange as to most it was very different from quarterly or annual reviews they'd encountered elsewhere that had focused on project progress and milestones. The business goal was to build and retain the best team, focusing on that meant the project goals naturally followed.