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How to encourage and promote your employees using meaningful job ladders

By Arnaud Meunier Entrepreneur in Residence at Partech


Making your startup a meritocracy, from meaningful job ladders to a transparent promotion process.
It’s one thing to make sure everyone understands what success means for your company. We recently went through this in our OKR post, explaining how to align your organization top to bottom.

It’s another thing to map this with each of your employees’ job function, their individual career development, and compensation. What does the promotion process look like in your company? How do you help and encourage each individual progressing in their career? What’s expected to do so, and how are you rewarding this? How do you explain salary discrepancies?

That’s what this post is about. From clear job ladders to a transparent promotion process, my thoughts on building a meritocracy.

Wait… What’s a job ladder?
A job ladder defines different progression levels for each job function, explaining the differences between each level, and how you move from one to the other. That means you should ideally have as many ladders as job functions. For Engineering, Product, Management, etc.

These levels definitions shouldn’t have anything to do with people management, or time spent in the company. They should focus on each role expectations, defining a career path and driving your compensation policy.

There’s nothing fundamentally new in this. Ask someone in a consulting firm, or even in one of the large tech companies like Google, Facebook or Twitter how their plans are structured. But for some reason, it’s not that common yet in many startups, when it probably should be, as soon as you cross the 30 employees mark.

Whatever the reasons, and before you run away screaming “Bureaucracy”, give me a chance to explain why I believe it’s becoming increasingly important, especially in fast growing startups.


Read the full blogpost on Medium.

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