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Start a free trial“If your people aren’t growing, they’re leaving.” This is a favourite expression of Ben Gateley, our CEO. Everyone at Charlie has probably heard it over a hundred times, including me.
Yet, when I started my role as Chief of Staff (later transitioning into COO), the way towards supporting our team’s growth and career progression didn’t look straightforward, and building a career progression framework wasn’t a priority.
In this guide, I’ll walk you through how we handled progression at Charlie by building a career development framework that would work for all of our team – along with some exclusive tips. Read on to find out more.
Or if you don’t have time, download our career progression framework below.
For employees, career progression means knowing how they can evolve within the company and how you, as an employer, are going to help them get there.
Special attention to career progression is essential to attract and retain the best talent, so although it might be tempting to dismiss it when you’re a small business or startup, it would be a big mistake – at Charlie, we’re all here to tell the tale of people leaving because of the lack of progression.
So remember, when it comes to climbing up the career ladder, here's what your team members want from you:
That's why you should think of career progression framework not just as a nice to have, but as a crucial part of your HR strategy.
As an employer, career progression means keeping your team members happy and high-performing by providing them with opportunities to grow – for your own benefit as well as theirs.
Here are 4 primordial steps to put progression at the centre of your HR processes:
In its most basic form, a career progression framework is a document that:
An effective career progression framework offers your team clarity and gives a sense of meaningful progression.
Here’s how we handled career progression in the first few years of CharlieHR. If you work in a small business, it will probably sound pretty familiar:
Anybody could book a one-to-one meeting with me at any point to discuss their personal development. This method isn’t actually a huge problem for small, fast-growing startups as progression can occur naturally from the business growing, but as we grew, cracks began to show.
The more I talked about how important progression was to Charlie, the more hollow and hypocritical it felt. There simply wasn’t any clarity. We weren’t providing our team with consistent or clear answers.
"I just ended up with a lack of motivation. That feeling that you are stuck in a bit of limbo with a career that has the potential to not really be going anywhere in particular." Jess Noel, Customer Operations Associate
There were a few reasons why our current process didn’t work:
In a lot of ways, this impacted our business and the way we related to our team members. The three areas where we identified a problem were the following:
A career progression framework is going to be a foundational piece for your business, so you don’t want to rush it. Think long about implementing it and put together your roadmap:
At a basic level, a progression system turns an employee's career into a series of levels and provides rules for how they move from one level to the next when they have performance reviews.
There’s a wide variety of jobs at Charlie, from product designers to software engineers. So how do you build a system that works for them all?
We decided to build a career progression framework that worked for all. Back when we did it, it was already a massive project to take on, so we wanted to see the impact as soon as possible.
That means we created:
However, in recent years, after growing our team, we decided that wasn’t enough. Many of the behaviours and values appeared quite abstract to team members, meaning they didn’t have a concrete understanding of how to progress.
That’s when we added expectations specific to each function of the business, meaning the progression framework became even more refined and more specific with real-life examples.
Of course, this isn’t necessarily doable at the beginning (as we’ve experienced), but in the long run, and as your function grows, you’ll need to find the right balance between a simple blanket approach and something too granular.
Remember that your career progression framework doesn’t have to be set in stone and that it’s always possible to iterate on the process as you go.
Our old system was pretty traditional. We divided most roles up into “junior”, “mid-level”, “senior” and “Head of.” This simply wasn’t detailed enough to give people a feeling of progression. The most glaring example was the “developer” title, which sat between a junior developer and senior developer. People felt stuck in this role, with no real idea of when or how they would progress to senior developers.
We realised our new system needed to offer a larger number of levels. We looked over a lot of frameworks that had chosen to do this – most chose six or seven levels of progression. We chose to go with seven.
But even with seven levels, we still worried about people feeling like they’d lost momentum. We wanted our system to cover a lifetime of progression.
A level 1 person is just starting out, while a Level 7 is absolutely at the top of their game – so the jump between each level marks a major progression in someone’s career development.
It could take a few years to move between each level, so to avoid people feeling “stuck” in a level, we added 2 sub-levels. These give a stronger feeling of day-to-day, month-to-month progression, and work like this.
We had our structure of levels and sub-levels. Now we needed to work out what was needed for progressing from one level to a level above.
This meant defining a set of expectations and competencies for each level. We broke these expectations up into three areas which we felt applied to everyone in the business, regardless of their specific role:
We added these two:
We also decided that to reach each level and sub-level, team members would have to achieve a certain percentage of the competencies listed above.
Remember, there are two sub-levels, which means that before progressing from level 1 to 2, you’ll have to be 1.1 and 1.2 – so we decided to split it with 33% of competencies at 1.1, growing to 66% at 1.2 and finally, 100% for 2. This worked for each level the same way.
Then we went about deciding what we expected at each career level. This was no easy task – remember, this system is designed to cover a lifetime of progression.
So yes, it is a comprehensive project that needs to be tackled slowly and deliberately, but it’s definitely worth the end result for you and your team.
To help you in the process, we made our own progression framework public so you can save some time and money by building off the work we've done.
Everything up until this point had been theoretical. Now we had to see if it would work in practice on your team’s career growth.
We assessed the entire team using the progression framework, working out what level they would be – and which title and salary they’d get as a result.
This was a pretty intimidating prospect – what if there were discrepancies for people in their current roles? Fortunately, while there were some, they were pretty minor.
For those being underpaid, this was a great opportunity for us to make up for a failing on our part: we’d been undervaluing their work.
For those being overpaid, we committed to not lowering anyone’s salary, instead giving them a smaller bump in pay at their next promotion, bringing them back into line with the framework.
The only thing left to do was to reveal it to the team.
It's a complex system, and I worried that if we didn’t win that initial buy-in from team members, it could end up falling flat.
What’s more – rolling it out had the potential to be a pretty fraught process. For the first time, we'd be laying down in black and white the seniority of every person at Charlie. People’s job titles were going to change. There was the potential for salaries to be amended.
To give the framework the best chance of success, we broke it up into two stages, both roughly a week long.
I then let managers book conversations with their direct reports to discuss re-levelling and make sure everyone agreed with it before locking it in.
Wanting to make our progression framework a living, breathing part of Charlie’s values to build high-performing and happy teams has been a great achievement and a foundational part of the way we work.
That also meant that the rollout was only the beginning and that we had to make sure the framework wasn’t just a flash in the pan, but a system that underpinned professional development for everyone working at Charlie.
To that end, we’ve incorporated the progression framework into various parts of our career development plans.
Many companies choose to do their promotions and salaries discussions every year, however, we’ve decided to do performance reviews three times per year.
Here’s how they work:
We also started to incorporate the progression framework into our team's Personal Development Plans (or PDPs).
This is a really useful way of bringing the framework out of the abstract and into our team’s day-to-day experience of their work.
This allows team members to set:
"I feel way more confident in the process now that Charlie has revamped it. Whilst some areas seemed overlooked in the old one, we now can see how much progress we've made and we're being evaluated against concrete goals." Giulia T. – Marketing Lead
As we mentioned earlier, two paths are essential. For us, that means:
This is really important, as many people don’t have any interest in becoming a manager and this will avoid losing team members along the way.
At Charlie, we needed our levelling system to tell us not just someone’s seniority – but also how much they should be paid.
We knew that we’d have to be paying at least “market rate”, but it’s hardly an exact number. Different people and companies have wildly different ideas about what the 'right' salary is for any given role, and all those numbers will fluctuate according to the market.
Working with Justly allowed us to save time and effort in a process that would have taken ages, whilst making sure we held the right data to set fair and transparent salaries at Charlie.
Here are the three steps we went through:
2. Mapping our team to the salary benchmarks – once we had our benchmarks, we needed to objectively map the team back to them. We had everyone's level and sub-level from the existing progression framework, so all we were left to do was assign them a team or ‘job family’ (a term specific to salary benchmarking that relates to the specific type of work someone is doing e.g. ’Software Engineer’, ‘Product Management’, ‘Software QA’ etc, while departments are broader e.g. all the previously mentioned job families would fall under the ’Tech’ department.)
3. Assessing our team’s salaries – Justly handed us a compensation calculator with the salary structure for each team and where each person in the business sat against this structure i.e. ‘below the band’, ‘within the band’ or ‘above the band’ and by how much. Using this information, we were able to build out accurate budgets for salary adjustments and make sure we had pay parity moving forward. It also clearly showed people what they could earn, should they be promoted to a new level or switch to another team entirely.
By the end of the process, we had a fully functioning compensation calculator that not only told us the market rate for each of our current roles, but also our future roles, which was super useful for forecasting our costs.
This process was very important for Charlie and benefited us in the following ways:
We get in touch with Justly every year to make sure we pay in line with the ever-changing market, and to ensure no one at Charlie is left behind.
We had job levels, a list of expectations for each level, and salaries linked to each level. Now we just had to give all the levels names.
This task was an optional one. We could have left everyone with the basic IC/Manager numbers – adding titles to each level was just icing on the cake. But we decided to do this for a couple of reasons:
This took a long time. A chief concern was fairness – particularly between the IC and managerial career pathways. We wanted the framework to demonstrate that we valued managers and ICs equally. If the titles felt unbalanced between the two career paths, we were undermining all our work.
Our career progression framework has not always looked like this – it’s taken years in the making to refine it and make it what it is today.
Although we’re pretty proud of the results, we’ve made a few changes over the years including running our reviews at a different frequency and adding extra levels to our existing framework.
Overall, what we’ve learned is HR processes are never fixed in time, so always try and review your framework to reflect your team’s needs and your business’ growth.
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From an outsider's look, a career pathway or development framework might seem like a lot of work. We've listed below the 5 benefits we saw in our team after putting together ours, just to convince you to do your own.