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Карьерные уровни в Wargaming, Platform

Илья Росляков

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Что такое Wargaming, Platform?

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Проблема

Сотрудники хотят расти в компании и за её пределами,

руководители — простых инструментов и переговоров, компания — роста компетенций и автономии сотрудников.

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Статистика Wargaming

Более 75% профессионалы, из них:

~40% не автономны, нуждаются развитии;
~40% автономны, но не отвечают за развитие других.

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Помогут ли карьерные уровни?

Изучен опыт топовых ИТ-компаний
Много людей с похожими ролями
Развитый институт People Management
Люди хотят обсуждать именно рост

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Решение

Карьерные уровни — инструмент развития людей и формирования к ним ожиданий через измерение и категоризацию

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Что такое карьерные уровни?

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Level	P7	P6	P5	P4	P3	P2	P1
International	Junior	Middle	Senior	Staff	Principal	Distinguished	Fellow
Internal	Junior	Middle	Senior	Expert, Tech Lead	Principal	Technical Director	God

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Грейды vs. Карьерные уровни

ЗП = компания + регион + (роль + карьерный уровень + ЗП-вилка) = грейд

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Трёхсторонний договор

Сотрудники + руководители + компания

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Для руководителей, 1/2

Формирование ожиданий, в т.ч. для планов развития и переговоров

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Using common terminology:

talk to HRBPs and recruiters and to hire people,
talk to the top management (company) and to balance and budget the team.

Considering high-level expectations to a role:

set specific baseline expectations for each particular employee,
create personal development plans for employees to achieve next career levels,
conduct tough conversations about sensitive topics like salary increases and promotions.

Exploring all the possible directions of growth,

prevent competent professionals from becoming bad managers - but allow them to overcome the career choice in direction with more soft-skills expected.

Assuming an adjustment of expectations to the world outside of the company,

calculate the fair market salary range, based on the benchmarks of external recruiting agencies, data from employees have left, and expectations of candidates;
motivate existing employees to own their career inside the company so they can estimate their growth even outside of the company.

Having the career levels as a pre-requisite, develop then

career paths,
assessments.

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Для руководителей, 2/2

Формирование ожиданий, в т.ч. для планов развития и переговоров
Связь с внешним миром для открытости и исследований рынка
Общая терминология
Направление амбиций
База для карьерных путей и аттестации

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Using common terminology:

talk to HRBPs and recruiters and to hire people,
talk to the top management (company) and to balance and budget the team.

Considering high-level expectations to a role:

set specific baseline expectations for each particular employee,
create personal development plans for employees to achieve next career levels,
conduct tough conversations about sensitive topics like salary increases and promotions.

Exploring all the possible directions of growth,

prevent competent professionals from becoming bad managers - but allow them to overcome the career choice in direction with more soft-skills expected.

Assuming an adjustment of expectations to the world outside of the company,

calculate the fair market salary range, based on the benchmarks of external recruiting agencies, data from employees have left, and expectations of candidates;
motivate existing employees to own their career inside the company so they can estimate their growth even outside of the company.

Having the career levels as a pre-requisite, develop then

career paths,
assessments.

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Для компании, 1/2

Систематизация

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Для компании, 2/2

Систематизация
Удержание лучших
Формирование ожиданий
Открытость
Прокачка руководителей в

оценке сотрудников,
развитии команды,
переговорных навыках

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Для сотрудников

Рост ради признания, большей автономии, самореализации
Понимание ожиданий по умолчанию
Обзор возможностей роста для выбора подходящей
Связь с внешним миром для контроля будущего
Открытость для повышения осознанности и переговоров

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Эволюция

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Плоский граф требований, 1/2

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Плоский граф требований, 2/2

Требования многократно наследуются

Навыки разрознены

Критерии бинарны

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2. Двумерная матрица, 1/2

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2. Двумерная матрица, 2/2

Семь уровней компетенций неразличимы

Рост ожиданий дискретный

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3. Трехмерная матрица, 1/2

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3. Трехмерная матрица, 2/2

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4. Двумерная матрица и линейка, 1/2

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4. Двумерная матрица и линейка, 2/2

Описания�Уровней�компетенций�бессодержательны

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5. Area of Effect (AoE)

Area of Effect (AoE) измеряет постоянное, позитивное бизнес-влияние компетенции в текущей компании.

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5. Area of Effect (AoE), пример

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Competency level	1	2	3	4	5
Area of Effect (AOE)	Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Knowledge
Sharing
Innovation				an innovator at our business unit scale
Complexity
Goals / tasks
Autonomy / management

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6.1. Калибровка

Десять тестовых инженеров привнесли калибровку для P4 и выше

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In the fifth attempt

We tried to estimate career levels of ten engineers, then

moved gaps between the descriptions of competency levels to avoid unused levels and to increase differentiation;
introduced calibration to sign estimations between teams.

We interviewed several engineers from the Big Four tech companies (Google, Amazon, Facebook, Apple) and Microsoft, Netflix, Electronic Arts, then

increased the top boundary of engineering levels to consider the top engineers in the world;
agreed that levels after the P5 are unachievable without exceptional effort.

We reviewed the career levels with several direct managers, then

removed details overlapping with job descriptions to provide direct managers more autonomy and simplify and generalize descriptions of the career levels;
introduced a concept of positive impact to estimate a career level not based on a title or a current job but based on how an employee can positively impact the company business.

We had several long discussions about salary as the most sensitive topic, then

decided to share the career levels with everyone;
prepared clear non-bullshit answers to expected questions.

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6.2. Верхний предел

Инженеры из The Big Four задали высокую планку

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In the fifth attempt

We tried to estimate career levels of ten engineers, then

moved gaps between the descriptions of competency levels to avoid unused levels and to increase differentiation;
introduced calibration to sign estimations between teams.

We interviewed several engineers from the Big Four tech companies (Google, Amazon, Facebook, Apple) and Microsoft, Netflix, Electronic Arts, then

increased the top boundary of engineering levels to consider the top engineers in the world;
agreed that levels after the P5 are unachievable without exceptional effort.

We reviewed the career levels with several direct managers, then

removed details overlapping with job descriptions to provide direct managers more autonomy and simplify and generalize descriptions of the career levels;
introduced a concept of positive impact to estimate a career level not based on a title or a current job but based on how an employee can positively impact the company business.

We had several long discussions about salary as the most sensitive topic, then

decided to share the career levels with everyone;
prepared clear non-bullshit answers to expected questions.

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6.3. Автономия

Несколько наших руководителей попросили больше автономии

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In the fifth attempt

We tried to estimate career levels of ten engineers, then

moved gaps between the descriptions of competency levels to avoid unused levels and to increase differentiation;
introduced calibration to sign estimations between teams.

We interviewed several engineers from the Big Four tech companies (Google, Amazon, Facebook, Apple) and Microsoft, Netflix, Electronic Arts, then

increased the top boundary of engineering levels to consider the top engineers in the world;
agreed that levels after the P5 are unachievable without exceptional effort.

We reviewed the career levels with several direct managers, then

removed details overlapping with job descriptions to provide direct managers more autonomy and simplify and generalize descriptions of the career levels;
introduced a concept of positive impact to estimate a career level not based on a title or a current job but based on how an employee can positively impact the company business.

We had several long discussions about salary as the most sensitive topic, then

decided to share the career levels with everyone;
prepared clear non-bullshit answers to expected questions.

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6.4. Зарплата, 1/2

Триггеры

Смена роли
Смена карьерного уровня
Внутри уровня:

Изменение обязанностей
Перф

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Though the primary purpose of the career levels isn't a salary discussion, it looks like a duck. To avoid bullshit, there is an explanation.

Triggers

The career levels don't change the salary triggers. There are still several regular reasons to get a salary increase:

additional responsibilities inside the same career level of the same role,
promotion to a different career level,
demonstration of consistently better performance,
a role change.

So, you can get a salary increase without a change in your career level.

Math

Though your career level correlates with salary, there is no direct mapping of a career level to salary of a particular person. All the salaries are very specific and personalized.

On a high-level, in addition to your career level your direct manager also considers:

the market salaries,
the budget limitations,
raw performance,
career level,
the existing growth opportunities,
consistent behavior.

So, a career level is a multiplier to other many factors in salary math.

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6.4. Зарплата, 2/2

Факторы

Внешние

Рынок
Бюджет
Бизнес-потребность в роли и карьерном уровне

Внутренние

Роль и карьерный уровень
Перф
Стабильность в работе

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Though the primary purpose of the career levels isn't a salary discussion, it looks like a duck. To avoid bullshit, there is an explanation.

Triggers

The career levels don't change the salary triggers. There are still several regular reasons to get a salary increase:

additional responsibilities inside the same career level of the same role,
promotion to a different career level,
demonstration of consistently better performance,
a role change.

So, you can get a salary increase without a change in your career level.

Math

Though your career level correlates with salary, there is no direct mapping of a career level to salary of a particular person. All the salaries are very specific and personalized.

On a high-level, in addition to your career level your direct manager also considers:

the market salaries,
the budget limitations,
raw performance,
career level,
the existing growth opportunities,
consistent behavior.

So, a career level is a multiplier to other many factors in salary math.

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7. Оценка результата

Сотрудники не уходят из-за отсутствия роста
Руководителям понятен подход и они им пользуются
Сотрудники знают, как могут расти

и довольны своим профессиональным ростом через год

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Примеры для инженерных компетенций

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Knowledge

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Knowledge	Knowledge and Skills acquired through working experience in a particular domain of expertise (*2).	Theory, practice, 2+ years of commercial experience	Qualified specialist	Technology expert in the AoE
Knowledge		Theory, practice, 2+ years of commercial experience	Team consults on the technology: Python/databases/3D art/Kubernetes/etc.	The team and neighbors consult on the technology	Main Python/JVM/Front-end expert in Platform	Core PostgreSQL contributor

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Sharing

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Sharing	Knowledge transfer.	Passive consulting	Pro-actively shares knowledge in the AoE
			Mentoring, onboarding	Active guild participant, PathGather writer, Insider writer, WG Forge teacher	Meetup speaker, Guild leader, Internal community leader, Habr articles for experts	International conference speaker, Active participant in industry community

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Innovation

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Innovation	Generation of innovative solutions in work situations.	Improves methods of work within their tasks	Innovates in the AoE
			Implement Scrum/Agile/Kanban in the team	GGAPI, Lambdas	The people performance review process, ContractAPI	ReactJS, Angular

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Complexity, 1/2

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Complexity	Level of overcoming uncertainty.	Typical or standard task for the team or domain of expertise.	Untypical, new task for the team or domain of expertise.	Solves untypical issues of the AoE assuming risks and environment changes
Complexity	Level of overcoming uncertainty.					Implement the Platform

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Complexity, 2/2

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Complexity	Level of overcoming uncertainty.	Typical or standard task for the team or domain of expertise.	Untypical, new task for the team or domain of expertise.	Solves untypical issues of the AoE assuming risks and environment changes
Complexity	Level of overcoming uncertainty.		Spike in an Agile team, a team-scale research	Cross-team integration task: WG+, new realm	ContractAPI, TrackingID, Shop2.0	Implement the Platform

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Goals / tasks, 1/2

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Goals / tasks	Processes, methods, or activities done to complete tasks.	Takes a decomposed task, required implementation details	Takes a team task and decomposes it, chooses appropriate methods and techniques	Defines processes, methods and techniques for AoE
				Takes a team goal, gives tasks to others	Participates in the development of the Platform business-strategy or goals as expert	Participates in the development of the WG business -strategy as expert
						Develop mobile games in WG

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Goals / tasks, 2/2

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Goals / tasks	Processes, methods, or activities done to complete tasks.	Takes a decomposed task, required implementation details	Takes a team task and decomposes it, chooses appropriate methods and techniques	Defines processes, methods and techniques for AoE
				Takes a team goal, gives tasks to others	Participates in the development of the Platform business-strategy or goals as expert	Participates in the development of the WG business -strategy as expert
			An active grooming or planning participant	Monitoring & alerting in the team	Platform reliability, Make Platform a Product	Develop mobile games in WG

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Autonomy / management

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Competency level		1	2	3	4	5
Area of Effect (AOE)		Self -development	Team (*1)	Several teams	Business unit (Platform, DWH, Tanks)	World
Autonomy / management	The measure of how independently and reliably can the person fulfill the assigned tasks.	Needs periodic supervision: investigates, analyses, decides, shares decisions, expects checks.	Doesn't need supervision, doesn't expect checks.	Leads initiatives in the AoE
Autonomy / management			Service owner	Cross-team feature owner	Drives FOS, CUI, Continuous performance testing	Drives a Platform

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Оценка карьерного уровня

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Минимальные требования

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Career level	P7	P6	P5	P4	P3	P2	P1
Brief description	Inexperienced	Experienced for regular tasks	A fully autonomous professional, mentor	Develops autonomous professionals	Leads development of expertise for 10+ professionals	Leads a team/community of 100+ professionals	Leads a professional industry
Knowledge	0
Sharing	0
Innovation	0
Complexity	1
Goals / tasks	1
Autonomy / management	0

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Минимальные требования, P7

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Минимальные требования, P6

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Минимальные требования, P5

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Минимальные требования, P4

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Минимальные требования, P3

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Минимальные требования, P2

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Минимальные требования, P1

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Примеры оценок

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	Leo	Raph	Mike	Don	Casey
Knowledge
Sharing		+2
Innovation					+2
Complexity
Goals / tasks
Autonomy / management
Description	Team mentor	Highly skilled, teacher at scale	Highly autonomous	Highly autonomous, solves cross-team issues	Always has good ideas

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Компенсации: -1 + 2 = 0

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Примеры планов развития

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	Alice	Bob	Pete
Knowledge		+2
Sharing
Innovation
Complexity
Goals / tasks
Autonomy / management
Description	Joined recently	Has incredible expertise, nobody knows about, needs too much supervision	Highly skilled, innovates a lot, drops the ball

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Примеры интегральных оценок

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	Alice	Bob	Pete	A Team of Alice, Bob and Pete
Knowledge
Sharing
Innovation
Complexity
Goals / tasks
Autonomy / management
Description	Joined recently	Has incredible expertise, nobody knows about, needs too much supervision	Highly skilled, innovates a lot, drops the ball	Highly skilled

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Вспомогательные механики

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Карьерная лестница

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Карьерная карта

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Краевые случаи

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P := P+1...

Q: Being a team lead or a project manager, am I P-professional or M-manager?

A: A professional may be both a technical expert or a kindergarten teacher. A manager is a parent in that kindergarten. (c) So, P* vs. M* is about areas of responsibility and core value but not about titles. A good engineer is definitely a P*. A lead engineer who leads other engineers without formal authority is still is P*. An engineer who's responsible for 1:1s, budgeting, and hiring is M*. The same with non-engineering roles.

Q: Should I measure myself as P or M when I'm exactly in the middle?

A: Career levels are to measure your growth in one direction. You decide to grow as P or M or stay between. It's also your choice to be measured as P, or M, or both. Please, keep in mind your positive impact and talk to your manager.

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A M-manager vs. a P-professional

Ключевая ценность: родитель или воспитатель в садике
Направление роста по соглашению с руководителем

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Q: Being a team lead or a project manager, am I P-professional or M-manager?

A: A professional may be both a technical expert or a kindergarten teacher. A manager is a parent in that kindergarten. (c) So, P* vs. M* is about areas of responsibility and core value but not about titles. A good engineer is definitely a P*. A lead engineer who leads other engineers without formal authority is still is P*. An engineer who's responsible for 1:1s, budgeting, and hiring is M*. The same with non-engineering roles.

Q: Should I measure myself as P or M when I'm exactly in the middle?

A: Career levels are to measure your growth in one direction. You decide to grow as P or M or stay between. It's also your choice to be measured as P, or M, or both. Please, keep in mind your positive impact and talk to your manager.

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Смена карьеры

Роль определяется ключевой ценностью сотрудника

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Оценка новичков

Делается на основе интервью и обсуждения ожиданий с руководителем

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Уровни в других компаниях

Прошлый уровень кандидата зависит от:

места компании на рынке,
методологии которую использует компания,
специфики технологий в компании

- и влияет только на ожидания кандидата.

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Q: My newbie had a principal career level in the previous company: how does it affect my estimation?

A: Directly it affects only expectations of your newbie. On a high level, AoE means: 1st level of competency is yourself, 2nd is 1+, 3rd is 10+, 4th is 100+, and 5th is 1000+. So, even a founder of a profitable startup who was there a chief architect and CEO can be only P3 in we talk about a small startup of 15 people.

Q: Having P5 here, who I am in other companies?

A: Though top IT companies use somewhat the same approach, your actual career levels in other companies may be dramatically different, because it depends on the market, and knowledge depth of the existing team and so your impact on it. Unfortunately, to find alternative in another company, you have to find a direct manager there and exchange expectations. We do this on our market with our internal and external recruiting agencies.

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Понижения при внедрении

Это дар богов, освещающий путь.

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Недостижимые уровни

Вся жизнь между P6 и P5 - это норма. Выше — стресс и переработки.

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Уровни и свобода личности

Расти можно кем угодно. Но кто-то может быть не нужен компании.

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Влияние на интервью

Уровни помогут понять рынок и спланировать бюджет
Уровни могут быть рекламой компании

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Локальное внедрение

Для организации +1 от своей потребуются:

бюджет,
трехсторонний договор

Важные независимые составные части:

уровни во внешнем мире,
что важно компаниям в целом,
инструменты переговоров,
инструменты оценки,
набитые ошибки в эволюции.

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Приложение №1: контакты

Илья Росляков,

uprial@gmail.com

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Приложение №2: данные для оценки карьерного уровня

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Минимальные требования

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Career level	P7	P6	P5	P4	P3	P2	P1
Brief description	Inexperienced	Experienced for regular tasks	A fully autonomous professional, mentor	Develops autonomous professionals	Leads development of expertise for 10+ professionals	Leads a team/community of 100+ professionals	Leads a professional industry
Knowledge	0	1	2	3	4	4	5
Sharing	0	1	2	3	4	5	5
Innovation	0	0	1	2	3	4	5
Complexity	1	1	2	3	4	4	5
Goals / tasks	1	1	2	3	4	4	5
Autonomy / management	0	1	2	3	4	4	5

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Примеры оценок

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	Leo	Raph	Mike	Don	Casey
Knowledge	2	3	3	3	1
Sharing	2	4	3	3	1
Innovation	0	1	2	2	2
Complexity	1	2	3	4	1
Goals / tasks	1	2	4	4	1
Autonomy / management	1	2	4	4	1
Career level	P6	P5+	P4	P4+	P6
Description	Team mentor	Highly skilled, teacher at scale	Highly autonomous	Highly autonomous, solves cross-team issues	Always has good ideas

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Примеры компенсаций

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	John	Jane
Knowledge	3	4
Sharing	4	1
Innovation	2	1
Complexity	4	2
Goals / tasks	2	2
Autonomy / management	3	2
Career level	P4	P5
Description	Well-known on complex issues, can't get things done	Has incredible expertise, nobody knows about

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Примеры планов развития

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	Alice	Bob	Pete
Knowledge	3	4	3
Sharing	2	1	2
Innovation	2	1	2
Complexity	3	2	2
Goals / tasks	3	2	1
Autonomy / management	3	1	1
Current career level	P4-	P6++	P6+
Target career level	P4	P5 (221222)	P5 (221222)
Description	Joined recently	Has incredible expertise, nobody knows about, needs too much supervision	Highly skilled, innovates a lot, drops the ball

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Примеры интегральных оценок

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	Alice	Bob	Pete	A Team of Alice, Bob and Pete
Knowledge	3	4	3	4
Sharing	2	1	3	3
Innovation	2	1	2	2
Complexity	3	2	2	3
Goals / tasks	3	2	1	3
Autonomy / management	3	1	1	3
Сareer level	P4-	P6++	P6+	P4
Description	Joined recently	Has incredible expertise, nobody knows about, needs too much supervision	Highly skilled, innovates a lot, drops the ball	Highly skilled