Struggling with Career Growth in a Small IT Firm: How Do You Handle Promotion Challenges?

I am associated with a small IT organization 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 are Software Engineers and Senior Software Engineers. Until now, everything was going fine, but with time, we can see that this simple structure is not working for us anymore. We are unable to promote people as there is a lack of positions. For example, a person is technically very sound with around 4-5 years of experience, but we cannot promote them to a Group Lead since we already have one person in that role. The individual in question is working well independently but has not been assigned a team to lead. Therefore, to provide a clear growth path for all employees, we have decided to restructure our designations.

Current Structure:

- 2-4 years: Software Engineers/QA Engineers
- 4 years and above: Senior Software Engineers/Senior QA Engineers
- 5 years+ experience, minimum 3 years with our company, and leading a team independently: Group Lead (Development/QA)
- 7+ years experience and managing multiple projects: Project Manager

Could you please provide insights into the designation structure of a standard company?

Thanks in advance,

Sunetra

Understanding Individual Motives and Creating New Ranks

1. The RSI index will help you understand the motives of an individual. Then, create new ranks such as subject matter experts and coordinators.

The Importance of Using an OD Tool

2. Using an OD tool is important. For example, COPC suggests creating an intermediary rank of trainer between a star performer and manager to enable transformation. Otherwise, it may lead to failure.

Job Evaluation Methods

3. Utilize a method of job evaluation like the Hay point factor to calculate job scores for each position description. Finalize ranks only when job content varies significantly or scores differ; otherwise, consider abandoning changes.

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,
Sunetra

I have worked with India's 3rd largest company, HCL. My advice remains the same: one size doesn't fit all.

I'm not from an IT firm, but I would still 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 concept will apply to firms of all sizes, including small, medium, and large firms.

Proposed Structure

Based on my experience, I would like to propose the following structure:

Experience Level | Designation | Category
Fresher | Trainee-Engineer
1-2 yrs | Junior or Assistant Engineer
2-4 yrs | Engineer

Staff Level
4-7 yrs | Senior Engineer
7-10 yrs | Team Lead
10-15 yrs | Assistant Manager

Mid Management Level
15-20 yrs | Manager
20-25 yrs | Head
25-30 yrs | Associate Vice President
30-35 yrs | Vice President

Top Management
And so on...

Performance Evaluation

Key Result Areas (KRAs) and Key Performance Indicators (KPIs) should be clearly defined. It should be challenging to move from one level to another. Experience is just one tool for assessment; Performance Appraisal should be a wise tool for evaluation.

I hope this information may be of use to you.

Regards