diff --git a/src/tech/promotion-process.md b/src/tech/promotion-process.md index e037ae5fa..39831b472 100644 --- a/src/tech/promotion-process.md +++ b/src/tech/promotion-process.md @@ -4,343 +4,178 @@ redirect_from: - /guides/tech-team-promotion-process last_reviewed_at: "" --- -This policy applies to ad-hoc promotions for roles corresponding to SFIA 1-5 -only. For gaps we identify in the team, one-off roles, or more senior roles -(SFIA 6-7), we use a different process, often involving internal or external -recruitment. +In this document ‘Head of Discipline’ means Head of Technical Operations if you are an ops engineer, or Head of Development if you are a developer. -The process is based on -[our progression framework](https://dxw.progressionapp.com/technology) and -designed to help make fair decisions about promotions that reduce the impact any -one person can have on the decision as much as possible. You will be promoted if -a panel from across dxw and your Head of Discipline agree you are currently able -or will soon be able to do the activities described by the framework for the -role you are moving into. +This process applies to ad-hoc promotions for roles corresponding to SFIA 1-5 only (Lead and below). For gaps we identify in the team, one-off roles, or more senior roles (SFIA 6-7, Head of and above), we use a different process, often involving internal or external recruitment. -Are you here as a panelist? [Skip ahead to the section for you!](#for-panelists) +The process is based on [our progression framework](https://dxw.progressionapp.com/teams/technology) and designed to help make fair decisions about promotions that reduce the impact any one person can have on the decision as much as possible. You will be promoted if a panel agrees that you are currently able or will soon be able to do the activities described by the framework for the role you are moving into. + +This process is all about making sure that you’re right for the role and the role is right for you. It’s not perfect, and we may deviate from it if it’s not working out. We will let you know in advance if we think we will need to deviate from the outlined process and explain why. If you have any questions or suggested changes, let us know. + +## Your line manager’s involvement + +We expect that your line manager will be your strongest advocate in your promotion, and will be part of your promotion panel. If you don’t feel comfortable involving them in your promotion application, you should talk to your Head of Discipline or to someone in the People team. ## For applicants ### Summary -1. You express an interest in being promoted -2. The directors decide if there is scope for accepting promotions of that kind - from a business perspective -3. An application deadline is set -4. You gather evidence into a promotion pack (supported by your line manager) -5. You submit the promotion pack for review by a promotion panel -6. Panelists review your pack independently -7. The panel meets to discuss your application and make a strong recommendation - on whether to approve it or not -8. A decision is made -9. The decision is shared with you with feedback +This is a high level summary of the process, which is covered in more detail in sections below: + +1. You express an interest in being promoted, in writing, to your line manager, copying in your Head of and the People team (your line manager can also do this on your behalf if you request) - see [Expression of interest](#expression-of-interest) +2. The directors decide if there is scope for accepting promotions of that kind from a business perspective, with no reference to a particular candidate - see [Role availability](#role-availability) +3. An application deadline is set by your Head of Discipline +4. You gather evidence for Progression (supported by your line manager) +5. You submit the application for review by a promotion panel, by email, to your line manager, copying in your Head of and the People team (your line manager can also do this on your behalf if you request) +6. Panellists review your pack independently - see [Review process](#review-process) +7. The panel meets to discuss your application and make a clear recommendation on whether to approve it or not +8. A decision is made by the panel - see [Decision & feedback](#decision-&-feedback) +9. The decision is shared with you by your Head of Discipline, with feedback, verbally and in writing, to you and your line manager ### Eligibility -Anyone can apply for a promotion at any time, provided you have completed -probation. While it’s helpful and strongly recommended, you do not need your -line manager’s agreement. +Progression is different for everyone. Although anyone can apply for promotion at any time (provided you have completed probation) we wouldn’t anticipate anyone being promoted more than once within a 12 month period. -There is no limit to the frequency of promotions you are allowed to apply for. +If you’ve recently applied and been unsuccessful, then you’ll have been given some feedback including a suggested timeline of when you might reapply.  ### Expression of interest -You can express your interest in going up for promotion by talking to your line -manager and Head of Discipline. Do this before you start preparing your -application. +If you are interested in applying for promotion, talk to your line manager and Head of Discipline about it early and often. This gives us time to consider whether it’s possible from a business perspective, how ready we think you are, and how we can support you.  + +This might include creating opportunities for you to develop your skills and build up a set of evidence. For example, if we know you want to be a tech lead for the first time, we will look at what upcoming projects might be suitable for you. + +At minimum, raise it 3 months prior to when you would want to submit your application. + +### Role availability + +Promoting people comes with cost and team structure implications, which means it’s not always something we can do. It may not be right for the team at the time. + +Generally the Directors and Heads of Discipline will have already determined the team shape for the current financial year as part of the business plan. This is something we’ll share with you near the beginning of the financial year. -Your Head of Discipline then considers your readiness for promotion based on -their current information and a conversation with your line manager, so they can -help set expectations with you for the result, but they are not allowed to -prevent you from applying. +#### Promotions not already included in business planning -### Directors’ review +If we haven’t planned for your particular role to change, that doesn’t mean it’s entirely off the cards, but it does mean it’s something that we’ll need to consider more carefully before we make a decision. -Your Head of Discipline works with the directors to decide if there is scope for -a role change of this kind. The task here is to consider the business -implications of a possible promotion, not to decide whether or not you deserve -the promotion. They consider things like the cost and team structure -implications and make a decision about whether or not to accept applications. +At this stage in the process we are considering the business implications of a possible promotion, not whether you are ready to be promoted.  -Possible decisions are: +The decision may be that promotions can be accepted at this time. If so, an upper limit would be shared on the number of promotions, to that role, that can be accommodated. Alternatively it may be that we are unable to accept promotion applications. In this scenario we would explain why and try to set expectations around when that decision may change in the future. -* Promotions would be accepted, with immediate effect -* Promotions would be accepted, but at a future specified date -* Promotions would not be accepted, but may become available within the next - year -* Promotions would not be accepted, and are unlikely to become available within - the next year +The Head of Discipline will aim to let you know their decision within 4 weeks of the request being raised. -If promotions would be accepted, they also decide on an upper limit on the -number of promotions to that role that could be accommodated. +Your Head of Discipline will then set a deadline for applications to be submitted by, between 2 weeks and 8 weeks later to give you time to prepare. -The Head of Discipline and directors must make their decision **within 4 weeks -of the request being raised with them**. +If the decision is that promotions are possible, but there is only one position available, then your Head of Discipline will inform anyone else eligible for a promotion to the same role and invite them to apply for the position if they’d like to. In this situation, the person with the highest scoring passing application would be promoted (in the unlikely event of a tie, the promotion will go to the person who applied first). Any unsuccessful passing applications will be automatically promoted when positions become available. -### Opening applications +### Applying for promotion -Once the directors have made a decision, your Head of Discipline lets you and -your line manager know what it is. +To apply for a promotion, you should have completed at least two full [Progression check-ins](https://docs.google.com/document/d/14c2HTyihdB5n8L7v0Jve2mrfEpNgLnwQknZbRUIn6N0/edit#heading=h.oy6aozo1k3rv) over a six month period at the level you want to be promoted into. A covering letter in a Google Doc can also be submitted to provide a narrative to accompany Progression. -Your Head of Discipline sets a **deadline for applications to be submitted by, -between 4 weeks and 8 weeks after the date of the directors’ decision** to give -you time to prepare your promotion pack. +Your check-ins should include evidence to demonstrate how you would meet the expectations of the role you would be promoted into. Good evidence for this might include: -If the decision is that promotions are possible, but there is only one position -available, your Head of Discipline informs anyone else eligible for a promotion -to the same role and invites them to apply for the position. For this, a person -is notified if they are currently at the level below in the discipline. +* evidence of you doing the things described in the Progression framework, including how they went +* feedback from people you have worked with or clients that demonstrate your ability to do the things described in the framework +* evidence of similar activities that give you and your line manager confidence that you are ready to take on the responsibilities of the role -### Creating the promotion pack +At least one check-in should also include a round of feedback from your line manager, and from the people you work with most closely. -You put together a promotion pack from one of -[the templates](https://drive.google.com/drive/folders/1q4idxObiYhqOAWuzudFQcGAk_70yZk-I) -explaining why you feel you are ready for a promotion. This pack includes a -short personal statement on why you feel you should receive a promotion, a -statement from your line manager on the same topic, and evidence to demonstrate -why you would meet the needs of the role you would be promoted into. Good -evidence for this might include: +Make sure you provide information about all of the needs of the level and don’t leave any gaps. It’s ok to acknowledge that you don’t have direct experience of something in the framework. Panellists’ time is limited, so it’s better to do that than have the panel spend time working out if you do or not and run out of time to properly consider your strengths. -* evidence of you doing the things described with how they went -* feedback from people you have worked with or clients that demonstrate your - ability to do the things described -* evidence of similar activities that give you and your line manager confidence - you are ready to take on the responsibilities of the role +If you are reading this thinking about a future promotion, you might want to consider keeping a [brag document](https://jvns.ca/blog/brag-documents/) or using the “Wins” feature of Progression to keep track of evidence you might want to use in the future. -Make sure you address all of the needs of the level and don’t leave any gaps. -It’s ok to acknowledge that you don’t have direct experience of something in the -framework. It’s better to do that than have the panel spend time working out if -you do or not and run out of time to properly consider your strengths. +In order to be considered for promotion, then in your most recent [Progression check-in](https://docs.google.com/document/d/14c2HTyihdB5n8L7v0Jve2mrfEpNgLnwQknZbRUIn6N0/edit#heading=h.goizk9l2v61m) you should be ‘meeting’ or ‘exceeding’ most of the skills in the Progression framework at the level you want to be promoted into. If you are at ‘working towards’ for one or more skills, there should be a clear explanation of why the standard has not yet been met, and details of a clear path to meeting the standard in the first three months of moving into the new role. The aim is not to prevent someone being considered who is not yet meeting all the criteria, as long as they are able to show how they would meet them within a set timeframe. -You should involve your line manager in the process, but they are not allowed to -block your promotion. They should support you with developing your promotion -pack, but you can put yourself forwards for promotion without your line -manager’s support. +If you have any personal circumstances that you feel should be considered by the promotion panel, then you should talk to the People team, who will advise the panel on reasonable adjustments. [Personal circumstances could include anyone with a disability or a physical or mental health condition](https://www.gov.uk/reasonable-adjustments-for-disabled-workers), or anything at all that you feel affects your ability to work. -If you are reading this thinking about a future promotion, you might want to -consider keeping a [brag document](https://jvns.ca/blog/brag-documents/) or -using the Wins feature of Progression to keep track of evidence you might want -to use in the future. +Before submitting an application, you will be offered the opportunity to meet with your Head of Discipline and your line manager to discuss your application and the process. ### Submitting the application -Email a link to your promotion pack to a member of the People team, your Head of -Discipline and your line manager. You need to also transfer ownership of any -documents to a member of the People team so it can go into your file and make sure -your Head of Discipline has access to modify sharing settings so they can share -it with panelists. +When you’ve done everything above, let your line manager and Head of Discipline know by email, copying in the People team, or ask your line manager to do this, and we’ll arrange the review panel.  -While optional, it’s recommended that you share the pack with your Head of -Discipline at least a week in advance of the application deadline so they can do -a pre-check and make suggestions based on their experience reviewing other -promotions, such as places where you could provide more detail. +The application should include a link to the Progression check-in, and a PDF download of the application attached to the email. ### Promotion panel -While you create your promotion pack, your Head of Discipline decides on an -appropriate panel to review your application. +While you create your promotion pack, your Head of Discipline decides on an appropriate panel to review your application. -A panel is made up of: +A panel of three or four is made up of: -* someone from your discipline at least as senior as the role you are applying - for, if possible -* your Head of Discipline (unless they are your line manager) -* another member of the technology leadership team (Head of Development, Head of - Technical Operations, and Technical Architects) -* two Heads of Discipline, Principals, or Leads from outside the technology team +* your Head of Discipline +* your line manager +* other members of the technology leadership team (Director of Technology, Head of Development, Head of Technical Operations, and Lead Technologists) and/or +* Heads of Discipline, Principals, or Leads from outside the technology team -The panel must not include your line manager, buddy, or anyone in a close -personal relationship with you to avoid conflicts of interest. This includes -people who would consider you a friend as well as a colleague. +The panel will be as diverse as possible to get a mix of different perspectives and to reflect the makeup of the wider tech team. The specific makeup of the panel depends on things like people’s availability, the level of the role of the promotion, and any specific needs you have raised during the process. -Your Head of Discipline appoints one member of the panel (not necessarily the -most senior person and not your Head of Discipline) as the lead. It is their -responsibility to organize the review process, run the joint panel, and make -sure your application is properly considered. +Panels evaluate applications based on the same Progression criteria for all applications for the same role, and will take advice from the People team on any reasonable adjustments required to ensure objectivity. The People team are also available to help take minutes and advise if necessary. -Your promotion panel must meet **between 1 and 2 weeks after the application -deadline** to be able to give you a timely decision and response while also -considering your application properly. +The names of the panel will be shared with you in advance. The panel should not include anyone with a conflict of interest. If this is unavoidable, then the People team should be involved. -If there is more than one applicant for a single promotion opportunity, the -panel must be different for each applicant. Some overlap between panels is ok if -necessary, but should be avoided if possible. +Your promotion panel should meet between 1 and 2 weeks after the application deadline to be able to give you a timely decision and response while also considering your application properly. ### Review process -#### Independent review +The panel will review the Progression check-ins and any accompanying docs. The review will focus on: -**At least 1 week before the panel meets**, the lead panelist creates a review -form from -[a template](https://drive.google.com/drive/folders/1q4idxObiYhqOAWuzudFQcGAk_70yZk-I), -transfers ownership of it to a member of the People team for filing, and sends it -with your promotion pack to each member of the panel. +Your current performance, primarily relating to the Progression framework, but also considering general professionalism and dxw values more generally -The panelists then individually review the application without conferring with -each other and score against each of the criteria in the progression framework. -They use a scale of 1 to 5 where: +Your potential to perform at a higher level given the opportunity -* 1 means you have a lot to improve before being able to work at the level you - are applying for -* 3 means you are working at or are capable of working at the level you are - applying for -* 5 means you are already working at or are capable of working at a level more - senior level than the one you are applying for +Any personal circumstances that should be considered. [Personal circumstances could include anyone with a disability or a physical or mental health condition](https://www.gov.uk/reasonable-adjustments-for-disabled-workers), or anything at all that you feel affects your ability to work. -Each score given must be accompanied by a few lines of reasoning. This helps -make sure the scores can be reviewed for objectivity. The average of all of your -scores for each criteria are shared with you as part of your feedback, but not -individual scores or their reasoning verbatim to enable panelists to be open and -honest. +General professionalism covers things that are standard workplace expectations like ‘be respectful to your colleagues’, ‘turn up on time to meetings’ etc. but which aren’t explicitly written in the framework or Playbook (and would be hard to list in full). These and the dxw values are things you are assumed to be doing/following, unless there is clear evidence that you’re not. You are not expected to provide evidence about them as part of your promotion application. -A panel member can choose to abstain from scoring a specific criteria if they -believe they are unable to evaluate it due to a lack of their own expertise. +#### Independent review -Panelists should set aside 2 hours to do this for each candidate they are -reviewing. +Each panellist will individually review the application without conferring with each other and score against each of the criteria in the progression framework. They use a scale of 1 to 3 where: -**Individual panelists must complete the form at least 24 hours before they are -due to meet.** +* 1 means you have a lot to improve before being able to work at the level you are applying for +* 2 means you are almost working at the level you are applying for +* 3 means you are working at or are clearly capable of working at the level you are applying for -The panel meeting may be pushed back or an alternative panelist may be found if -collecting all of their scores by this deadline is impossible due to unexpected -absence. +Scoring 1 on any criterion, or 2 on more than two criteria would almost certainly mean the promotion would not be made. -#### Joint review +Each score given must be accompanied by a few lines of reasoning. This helps ensure that the scores can be reviewed for objectivity. -The full panel meets to discuss the application in the afternoon (to allow for -chasing any late submitters) **between 1 and 2 weeks after the application -deadline**. The purpose of the meeting is for the panel to make a strong -recommendation to your Head of Discipline on whether or not to accept your -application. +A panel member can choose to abstain from scoring a specific criteria if they believe they are unable to evaluate it due to a lack of their own expertise. -The panel meeting should not last more than 1 hour for a single candidate. +Panellists should set aside 2 hours to score each application they are reviewing. + +#### Joint review -During the meeting, one of the panelists documents the discussion and any new -scores to be shared at the end with your Head of Discipline. +The full panel will meet to discuss the application between 1 and 2 weeks after the application deadline. The purpose of the meeting is for the panel to make a decision  on whether or not to accept your application. They may also revise their scores based on the discussion. -### Decision +During the meeting, one of the panellists will document the discussion and any revised scores. -Your Head of Discipline considers the panel’s recommendation along with the -wider business context. They can choose to override the recommendation, but if -they do, they must explain and justify that decision to the panel. If panelist -believes it to be insufficient justification, they should inform the directors -who make the final decision. +If there is sufficient evidence, the panel may make a decision straight away. If not, the panel will go back to you, your line manager, and any other relevant people for more information and feedback before making a final decision. -### Feedback +Panellists should set aside 1 hour to conduct a joint review. -Whether your application is approved or rejected, your Head of Discipline -delivers written feedback at the end of the process. That feedback is based on -the discussions in the promotion panel and the independent reviews, and includes -the average scores from the individual scoring as well as the final scores -decided by the joint panel including where they could not agree. +### Decision & feedback -Your Head of Discipline shares this feedback with you, your line manager, the -panelists and the People team. +The panel will make a decision to either promote or not. In either case they will provide written feedback about where the application met or didn’t meet the Progression criteria.  The average of all of your scores for each criteria are shared with you as part of your feedback, but not individual scores or any reasoning verbatim. + +If they choose not to promote, your Head of Discipline will share verbal and written feedback about why, delivered to you and your line manager, and a suggested timeline for when you might reapply. You will also have the opportunity to ask questions or provide feedback on the outcome. ### Appeals -If you believe you have not been treated fairly through this process, you can -appeal the decision. To appeal a decision, you should raise it in writing to the -Managing Director, copying in the People team. They then investigate the -review process for your application and organize a meeting with you to discuss -their findings. You may bring a colleague or a trade union representative with -you to that meeting. After the meeting, the Managing Director makes a final -decision about any further actions and shares it with you in writing. +If you believe you have not been treated fairly through this process, you can appeal the decision. To appeal a decision, you should raise it in writing to the Director of Technology (or another Director if the Director of Technology was on the panel), copying in a member of the People team. They will then conduct an investigation into the review process for your application and will organise a meeting with you to discuss their findings. You may bring a colleague or a trade union representative with you to that meeting. After the meeting, the Director will make a final decision about any further actions and share it with you in writing. -## For panelists +## For panellists -### Expectations of panelists +### Expectations of panellists -As a panelist, you are taking on a lot of responsibility. Your actions and -decisions have a material impact on the applicant you are evaluating and have -potentially far reaching consequences. +As a panellist, you are taking on a lot of responsibility. Your actions and decisions have a material impact on the applicant you are evaluating, and have potentially far reaching consequences. This process asks two things of you: -* 1 hour of your time to meet with the rest of the panel to discuss the - application -* 2 hours in the week leading up to that meeting to evaluate the application - independently - -You should make sure that time is protected and is your highest priority, so you -give the person you’re deciding the fate of your full attention and -consideration. If you don’t think you can do that, you should let the panel -selectors know before accepting the role. - -To avoid conflicts of interest, you must also not be the applicant’s line -manager, buddy, or have a close personal relationship with them, including a -friendship relationship. - -If you agree to be a lead panelist, you also need to facilitate the review -process. You should expect to spend an additional 1-2 hours organizing and -preparing for the reviews on top of the time for you to contribute to it. - -### Instructions for lead panelists - -Once you have accepted the position as lead panelist: - -1. Ask the Head of Discipline for the names of the other panelists and the - application deadline. -2. Set up an application deadline calendar event at 16:00 on the deadline, - inviting the applicant, their line manager, and their Head of Discipline. - This is the date by which the applicant must submit their promotion pack by - email to the People team, their Head of Discipline, and their line - manager. Include the - [instructions on how to submit the application](#submitting-the-application) - described in the process above in the event description. -3. Set up a joint review with all of the panelists. This review must be between - 7 and 14 days after the application deadline. It should be a 1 hour event in - the afternoon. You will want to set this up as soon as possible to hold the - time for all of the panelists. -4. Set up an independent review deadline calendar event exactly 24 hours before - the start of the joint review, inviting all of the panelists. -5. After the application deadline, ask the Head of Discipline to share the - promotion pack with you and the other panelists in read-only mode. -6. Create the independent review form from - [the appropriate template](https://drive.google.com/drive/folders/1q4idxObiYhqOAWuzudFQcGAk_70yZk-I) - and invite the panelists (including yourself) to complete it by the review - deadline. -7. Don’t look at any other submissions until you have done your own. -8. Make sure you have received all independent reviews by the deadline - (including your own). If you don’t have all the reviews by that time, talk to - the Head of Discipline or a director about getting the missing reviews as - soon as possible. -9. Prepare a slide deck from - [the template](https://docs.google.com/presentation/d/1ZqwIaVkFDXnY7ifGS3Kp3ZQQvvKF0IapPhnbUGDoQZQ/edit), - documenting the results of the independent review. It’s useful to include the - graphs. You should organize the criteria for discussion in the following - order: - - 1. Criteria where some scores are 3 or above and some are 2 or below. - Prioritize criteria with the highest variance in scores. - 2. Criteria where all of the scores are 2 or below. - 3. Criteria where all of the scores are 3 or above. There is usually no need - to discuss these criteria, but start with the ones with the highest - variance in scores. -10. Ask one of the other panelists to take notes during the meeting in a document - shared with all panelists. -11. Facilitate the joint review discussion, sharing the slide deck you prepared. - - 1. The first task is to gather consensus on criteria where panelists - disagreed in their independent reviews. Invite panelists to talk about - their scores and why they gave them, then discuss the evidence and - criteria. When ready to move on, simultaneously vote on new scores and - record the individual votes. This will take up the bulk of the time, but - be prepared to move the panel on if they seem unable to reach consensus. - It’s important for the panel to discuss all of the criteria with - disagreement, so plan how long to allow on each one in advance. - 2. The second task is to identify whether or not any criteria now scoring 2 - or below is sufficient to disqualify the applicant. It’s unusual to - approve a promotion for someone with 2 or more criteria in this category. - This can be useful to consider if you are struggling to reach consensus on - a few criteria with 20 minutes remaining and need something to break the - tie. - 3. The third task is to generate a recommendation for whether or not to - accept the application for promotion. Simultaneously vote and record the - individual votes. Everyone must cast a vote here. There is no abstention. - Allow at least 10 minutes at the end for this step. -12. Share the new scores and notes from the session with the Head of Discipline. -13. That’s it. You’re done. Thank you for your help! - -Please keep the Head of Discipline informed as you work through this process! \ No newline at end of file +* 1 hour of your time to meet with the rest of the panel to discuss the application +* 2 hours in the week leading up to that meeting to evaluate the application independently + +You should make sure that time is protected and is your highest priority, so you give the application full attention and consideration. + +You should inform the panel organiser if: + +* You don’t think you are going to be able to commit to giving the process the time and focus it needs +* You feel like you don’t have the right expertise to review specific criteria +* You think there might be a conflict of interest related to the application \ No newline at end of file