Dear seniors,

I am associated with a small IT Organisation with around 35 employees. Out of them the CEO, one Delivery Manager, 2 project Managers, HR Manager, Account Executive, 2 Group Leads (1 Development & 1 QA), 3 QA team members and the rest Software Engineers and Sr. Software Engineers. Till now everything was going on fine but with time we can make out that this simple structure is not working for us anymore. Because we are not being able to promote people with time as there are lack of positions. For eg. a person is technically very sound and having experience of around 4- 5 yrs.. but we are not being able to promote him to a group lead as we have already one person there and the person concerned is working well single handed but has not been assigned any team to work under him. So, to show a proper growth path to all the employees we have decided to restructure our designations.

Till now what we had :

2- 4 yrs - Software Engineers/ QA Engineers

4 yrs and above - Senior Software Engineers/ Sr. QA Engineers

5 yrs+ exp and minimum 3 yrs with our company and handling a team independently - Group Lead (Development/QA)

7+ yrs exp and handling multiple projects - Project Manager

Can you people enlighten me on the designation structure of any standard Company?

Thanks in Advance


From India, Calcutta
1. RSI index will help you in understanding motives of an individual, then create new ranks like subject matter experts, coordinators,
2. using an OD tool will be important eg COPC says to create intermediary rank of trainer between a star performer & manager so that transformation is possible else it will be a failure.
3. use a method of job evaluation like Hay point factor and calculate job scores for each position description. finalise ranks only when job content varies starkly or scores cary else abandon chnages

From India, Delhi
Thank you Mr. Rana for your kind explanation. Actually I am aware of the method but I am looking for the common hierarchy in software companies.. like the positions you can say.
Thanks & Regards

From India, Calcutta
Sunetra, I have worked with India’s 3rd largest company HCL. my advise remains the same, one size doesnt fit all.
From India, Delhi
dear Sunetra,
Im not from IT firm but still i would like to share my view. When we hire a candidate, we as HR should structure a growth plan. So that we can overcome such situations... this will apply for all size of firms like small, medium and big firms.
With my experience i would like give the below structure
Experience level Designation Category
Fresher Trainee- Engineer
1-2 yrs Junior or Assistant - Engg
2-4 Engineer
________________________________________________St aff level
4-7 Senior Engg
7-10 Team Lead
10-15 Assistant Manager
________________________________________________Mi d Management Level
15-20 Manager
20-25 Head
25-30 Assoicate Vice President
30-35 Vice President
________________________________________________To p Management
So on...........
KRA & KPAs to define clearly, It should be tough to move from one level to other level. experience is a very small tool to assess. Performance Appraisal should be a wise tool to assess.
I hope this info may be of any use.

kavitha, clarification sought on what you have stated- difference between KRA/ KPA Vs performance appraisal ?
From India, Delhi

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