You raise a very important point Ryan, getting to a particular level not only depends on the company but also on the team and leadership of the organization. Though most of these "Big Techs" have a company wide job level expectations, how they are interpreted varies a lot between teams.
At Google, I've seen perf packets getting lots of feedback from one manager and full support from another. Sometimes even within the same org.
For manager that is true. For IC positions there often just needs to be proof that there is scope. In practice, most teams do not need that many Staff+ engineers to achieve their goals
This depends on the nature of the work though. Some infrastructure teams have high average seniority
You raise a very important point Ryan, getting to a particular level not only depends on the company but also on the team and leadership of the organization. Though most of these "Big Techs" have a company wide job level expectations, how they are interpreted varies a lot between teams.
At Google, I've seen perf packets getting lots of feedback from one manager and full support from another. Sometimes even within the same org.
Quotas and also number of X levels a company can also play a part in blocking.
E.g.
- A company limit staff to 2 per team.
- A company can have promotions quota of 10% per year.
Another factor for higher level positions that a director cannot be a vp until a vp spot is vacant.
For manager that is true. For IC positions there often just needs to be proof that there is scope. In practice, most teams do not need that many Staff+ engineers to achieve their goals
This depends on the nature of the work though. Some infrastructure teams have high average seniority