The document outlines a career ladder program for an organization. The program aims to (1) recognize employee accomplishments, (2) provide career paths, and (3) apply consistent criteria for job levels and compensation. It establishes multiple career levels within different job families and outlines how employees can be promoted based on meeting competency standards. Governance of the program involves leadership approval of promotions and compensation reviews at each level.

1. Your Company Logo
Career Ladder Program
Promoting Excellence, Quality of Product
and Outstanding Customer Service
at Your Organization
Prepared by
Call (209) 456-9055 to obtain a copy of the Michael Bubenyak
mbubenyak@aol.com
2012 Career Ladder Program
Peer Report

2. Table of Contents
Why do we need a Career Ladder?
What does a Career Ladder Accomplish?
Key Program Elements
Career Ladder Levels
How does it work?
Governance
your
compensation
support
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3. Why do we need a Career Ladder?
To recognize accomplishments in a consistent manner for all
employees
To provide a path for careers
To apply consistent criteria for both job levels and compensation
Improve competencies of the workforce through better selection and
placement
Increase training and development participation
Increase retention of competent employees
Improve individual performance and contribution
Provide flexibility to line managers in staffing decisions
Provide flexibility to line managers when assigning job duties
To ensure that new hires are correctly placed within job levels and
compensation structure in the organization
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4. What does a Career Ladder Accomplish?
Recognizes contributions
Recognizes both individual contributors and managers
Clarifies and facilitates career paths
Correlates with compensation that’s fair and competitive
Is a tool for recruitment and retention
Outlines criteria that are fair, simple, and easy to
understand and talk about
Flatter organizational structures
Competency/skill based salary management
Comprehensive position management
Decentralized position classification decisions
Greater emphasis on individual development.
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5. Key Elements of the Program
Assignment/Promotions to a level within a job family:
Recognizes contributions
Are based on identified competencies and needs of the department
Are based on supervisor recommendation and/or committee review
Must follow the standard request/approval procedures
Performance standards:
standards
Recognizes contributions
And more…………….
Promotional Opportunities:
Recognizes contributions
And more……….
Development/training opportunities:
Recognizes contributions
And more……….
Salary Adjustments:
Recognizes contributions
And more………. 5

6. Career Ladder Levels
Engineering Other
Associate Assistant
Engineer Associate/Analyst
Senior Senior
Principle Lead
Architect Specialist/Consultant
Senior Architect n/a
Technical Director n/a
The “titles” for levels are only examples and
may very each department/division. A 6 th and
7th level exists in Engineering only.
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7. How Does it Work?
Ladder to Engineer/Analyst (L1 to L2)
Movement to Level 2 is typically “up or out”; the true difference is advancement
from competent to proficient.
Ladder to Senior (L2 to L3)
Career destination for most employees.
Ladder to Principle/Lead (L3 to L4)
• Significant accomplishments are required to reach this level and higher
Ladder to Architect/Consultant (L4 to L5)
 Significant accomplishments throughout one’s career are required to reach this
level and higher
Ladder to Senior Architect / Not Available (L5 to L6)
 Significant Leadership. Technical, Product Development and Business Acumen
Skills are required to reach this level
Ladder to Technical Director / Not Available (L6 to L7)
 Must be able to differentiate from L6
Basic Requirements: Defined by leveling guidelines and clearly “Scaled” side-by-side job summaries; job
summaries provide not only a clear career path but also ensure a positive return on your human capital
investment.
Approvals: Different by level; different by program design.
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8. Governance
Signature approvals and review processes act
as the primary governance of the program
1. Policies and procedures guided by leveling guidelines,
and/or,
2. Executive Leadership consensus guided by a series of
reviews and approvals, or,
3. Professional Review Committee with specific development
plans, submission of CV, Exemplars, etc… at each level of
advancement
Human Resources advises on appropriate
headcount, skill mix, competencies, and,
training and development programs for the
organization
Finance advises on the cost considerations and
budget impact of promotions
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9. Governance
All promotions include a
compensation review
Compensation changes at the
time of promotion are not
automatic
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10. Governance
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11. About HRSupport
HRSupport was established in 1996 to meet the unique compensation
needs of companies in today's rapidly changing labor market.
HRSupport has worked with a variety of companies developing
compensation programs, and, providing project and staffing support.
Clients range from start-up companies to well-established corporations.
These companies include non-profit organizations, privately held
companies, for-profit companies and national research labs.
Please call me with for any of your compensation design, administrative
or annual maintenance needs.
Michael Bubenyak
your Compensation Consultant
compensation mbubenyak@aol.com
support (209) 456-9055
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12. Just for Fun
Just kidding…. 12