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| === Individual Contributors Levels ===
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| Each Level and Step for Individual Contributors is evaluated based on well-defined criteria as shown below:
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| {| class="wikitable"
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| !colspan="8"|Levels Chart
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| !rowspan="1"|'''IC Path'''
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| !'''Description'''
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| !'''Level 1'''
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| !'''Level 2'''
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| !'''Level 3'''
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| !'''Level 4'''
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| !'''Level 5'''
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| !'''Level 6'''
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| !rowspan="2"|'''Knowledge (application of the [[Knowledge_Management#Knowledge_Accountability_Index|KAI]])'''
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| |colspan="1"|Application
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| |'''Understands''' how to use professional concepts.
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| |'''Continually develops''' professional expertise and skills. Applies relevant knowledge to '''find resolutions for a variety of issues''' on a daily basis.
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| |Possess a '''full understanding''' of tasks/projects; resolves a '''wide range of issues''' in '''creative''' ways.
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| |Has a '''wide-ranging experience''', is capable of using '''professional concepts and objectives correctly''' in order to accomplish tasks.
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| |Has '''broad expertise or unique knowledge''', uses a '''variety of skills''' to contribute to the development of Secure Group's business model, objectives, and principles and to '''achieve goals in creative and effective ways'''. Capable of '''transmitting knowledge''' to the other departments/employees (tech-sessions).
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| |'''Expert in the field''' uses professional concepts in developing a resolution to '''critical issues''' and '''broad business matters.''' It's '''recognized in the industry'''.
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| |Focus
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| |Your focus is on '''learning with guidance from others.'''
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| |Your focus is on '''continuous self-learning'''.
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| |Your focus is on '''developing through on-the-job experience.'''
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| |Your focus is on '''applying and enhancing knowledge''' or skill.
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| |Your focus is on '''broad organizational/professional issues'''.
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| |Your focus is '''strategic'''.
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| !rowspan="14"|'''Job Complexity (defined in the [[Roles|RACI]])'''
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| |colspan="1"|Writing code
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| |Testing
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| |Debugging
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| |Observability
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| |Understanding code
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| |Software Architecture
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| |Security
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| |Process thinking
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| |'''Understands their team's''' practices and processes. '''Follows''' the standard practices, procedures, and '''processes defined''' in the RACI.
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| |'''Sometimes''' thinks about team practices and processes and '''discusses improvements''' with team. '''Exercises judgment within defined procedures''' and practices described in the RACI to '''determine appropriate action.'''
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| |'''Frequently''' thinks about team practices and processes and '''discusses improvements''' with team. '''Demonstrates good judgment''' in '''selecting''' methods and techniques that act as '''effective solutions driving tangible results.'''
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| |'''Always thinks''' about team practices and processes and regularly discusses improvements with their team. Sometimes collaborates with others to improve organizational practices and processes. It is capable of exercising judgment to select and define methods, techniques and evaluation criteria that act as effective solutions driving tangible results.
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| |'''Always thinks''' about practices and processes that affect several teams, '''discusses improvements''' with appropriate parties, and '''drives implementation. Usually collaborates''' with others to '''improve organizational practices''' and processes. '''Exercises independent judgment in defining methods''', techniques and evaluation criteria that act as '''effective solutions driving tangible results.'''
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| |'''Takes ownership and responsibility''' for organizational practices and processes and their continuous improvement. Acts as a spokesperson for Secure Group.
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| |Work Breakdown
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| |Works on '''limited scope''' issues. '''Understands''' value of rightsizing tasks.
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| |Works on problems of '''moderate scope''' where analysis of situations or data '''requires reviews from a manager''', a tech lead or a senior employee. Before beginning work, ensures that tasks are appropriately sized with help from teammates and manager.
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| |Works on problems of '''diverse''' scope specified in the RACI where analysis of data '''requires evaluation of already identified factors. Reviews tasks critically''' and '''ensures''' they’re appropriately sized.
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| |Works on '''complex''' issues determined in the RACI where analysis of situations or data requires an '''in-depth evaluation of a variety of factors. Reviews tasks and projects critically''' and '''ensures''' they’re '''appropriately broken down and prioritised''', and well '''understood''' by the team.
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| |Works '''on important''' and '''unique''' tasks where analysis of situations or data requires an '''evaluation of intangible factors. Reviews cross-team work critically''' and ensures it’s '''appropriately broken down and prioritised''', and well '''understood''' by '''all involved''' teams.
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| |Works on issues that '''impact business success''' or addresses future concepts, products, and technologies. '''Reviews organization-wide work critically''' and '''ensures''' it’s '''appropriately broken down''' and '''prioritised across the organization.'''
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| |Prioritisation, dependencies
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| |'''Acts''' according to task prioritisation.
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| |'''Understands and acts''' according to task prioritisation. '''Notes''' dependencies.
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| |'''Ensures tasks are prioritised''' correctly, and that dependencies are '''noted.'''
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| |'''Ensures dependencies are noted''' at tasks and projects and '''well understood''' by the team. Works '''within their team''' to foster a '''culture of priority setting''' and '''urgency in alignment with organizational strategy.'''
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| |'''Ensures cross-team dependencies''' are '''noted and well understood by all teams involved''' and other relevant stakeholders. Works '''across teams''' to foster a '''culture of priority setting and urgency in alignment with organizational strategy.'''
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| |'''Identifies dependencies across the organization''' and works with other ICs to '''resolve''' them before they become an issue, and '''installs preventative measures''' to mitigate repeat occurrences. Works '''across the organization''' to '''foster a culture of priority setting and urgency in alignment with organizational strategy.'''
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| |Dealing with ambiguity
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| |'''Understands''' risks and chaos are part of the organization.
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| |'''Usually handles''' risk, chaos and uncertainty within their personal scope of work effectively. '''Usually decides''' and '''acts responsibly without having the total picture''' during routine business, and when in high-pressure situations.
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| |'''Handles''' risk, chaos and uncertainty within their personal scope of work effectively. '''Decides''' and '''acts responsibly without having the total picture''' during routine business and when in high-pressure situations.
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| |'''Effectively handles''' risk, chaos, and uncertainty within their team. '''Decides and acts responsibly''' in their '''work with their team without having the total picture''' during routine business, as well as when in high-pressure situations.
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| |'''Effectively handles''' risk, chaos, and uncertainty across '''several teams. Decides and acts responsibly''' in their '''work across teams without having the total picture''' during routine business, as well as when in high pressure situations.
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| |'''Effectively handles''' risk, chaos and uncertainty '''across the organization. Decides and acts responsibly in their work across the organization without having the total picture''' during routine business, as well as when in high pressure situations.
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| |Realibility, delivery, accountability
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| |Has '''daily conversation''' with the team about the progress of their work. '''Delivers on commitments''' with a '''sense of urgency.'''
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| |'''Commits to a realistic amount of work''', and works with their teammates both to '''ensure''' they '''understand priority''' and '''urgency''', and to '''deliver''' upon them accordingly. '''Escalates''' any blockers and delays to their team daily. '''Clarifies expectations''' with their teammates.
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| |'''Ensures''' their '''commitments are realistic, understands''' their '''priority''' and '''urgency''', and '''delivers''' upon them accordingly. '''Anticipates and communicates''' blockers and delays for their work '''before they require escalation. '''Ensures expectations''' within '''their team are clarified between all parties involved.
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| |'''Anticipates''' and '''communicates''' blockers and delays within their team’s projects, '''before''' they require escalation. '''Ensures expectations''' with '''their team and external stakeholders''' are clarified between all parties involved.
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| |'''Successfully manages cross-team''' commitments, their progress, and deliverables. '''Anticipates and communicates''' blockers and delays '''across teams, before''' they require escalation. '''Ensures expectations across teams''' and stakeholders are clarified between all parties involved.
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| |'''Successfully manages organization-wide''' commitments, their progress, and deliverables. '''Ensures''' expectations '''across the organization and external stakeholders''' are clarified between all parties involved.
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| |Economic thinking
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| |'''Understands the importance''' of weighing cost and value in decision making. '''Asks''' more senior Ics and managers for help in applying this type of thinking to their tasks and projects.
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| |When taking action, '''weighs''' cost and value in order to take the '''most cost-effective''' action '''with help''' from superiors. '''Sometimes''' uses this type of thinking '''to make suggestions to teammates.'''
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| |When taking action, '''weighs''' cost and value in order to take the '''most cost-effective action. Uses''' this thinking in their own work and '''promotes''' the economic thinking towards teammates without jeoparziding quality and/or time.
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| |When taking action, '''weighs''' cost and value in order to take the '''most cost-effective action.''' Uses this thinking in '''their own''' work, and to '''foster a culture''' within their team where people apply economic thinking to make timely decisions without jeopardizing the quality.
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| |When taking action, '''weighs''' cost and value in order to make the '''most cost-effective action. Uses''' this thinking in '''their own''' work, and to '''foster a culture across several teams''' where people apply economic thinking to make timely decisions without jeopardizing the quality.
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| |When taking action, '''weighs''' cost and value in order to make the '''most cost-effective action. Uses''' this thinking in '''their own''' work, and to '''foster a culture within the organization''' where people apply economic thinking to make timely decisions without jeopardizing the quality.
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| |Supervision
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| |Normally receives '''detailed instructions''' on different tasks.
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| |'''Usually''' receives '''general instructions''' on routine work and '''detailed instructions''' on '''new''' projects or assignments.
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| |Normally receives '''little instruction''' on day-to-day work, '''general instructions''' on new assignments/projects.
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| |'''Determines''' the methods and procedures '''to be followed on new assignments''' and '''acts as an advisor''' to other employee's activities.
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| |'''Acts independently''' to determine methods and procedures on new or special assignments. '''Supervises and advises''' the activities of others.
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| |'''Exercises wide latitude''' in determining objectives and '''approaches to critical assignments.'''
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| !rowspan="7"|'''Teamwork'''
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| |colspan="1"|Delivering feedback
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| |You '''respond''' to requests. '''Understands''' how to deliver feedback in a useful manner.
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| |You '''support''' colleagues. '''Delivers feedback''' to their teammates when applicable in a useful manner.
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| |You '''actively engage''' with colleagues by providing constructive feedback and '''encourage collaboration. Delivers feedback''' to their team's business '''stakeholders''' when opportunities arise.
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| |You '''motivate others to work with themselves''' to reach the team's objectives. '''Facilitate and inspire cross-department collaboration.'''
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| |You are an '''advisor''' in establishing a '''collaborative culture. Facilitates the culture of delivering feedback across several teams''' as well as their respective business stakeholders. '''Actively demonstrates''' these behaviours.
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| |You '''engage in internal transformational partnerships''' that lead to high-performance. Identify '''external opportunities and instills a culture''' based on '''collaboration''' and feedback delivery. '''Actively demonstrates''' these behaviours.
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| |Seeking and receiving feedback
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| |'''Sometimes''' seeks out feedback from their teammates and manager and '''works to use feedback''' that they receive as a '''tool for growth.'''
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| |'''Actively''' seeks out feedback from their teammates and manager and '''works to use feedback''' that they receive as a '''tool for growth.'''
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| |'''Actively''' seeks out '''structured''' feedback from their teammates and manager and '''works to use feedback''' that they receive as a '''tool for growth.'''
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| |Works '''within their team''' and with '''its business stakeholders''' to foster a '''culture of seeking out feedback''' and using it as a '''tool for growth. Actively demonstrates''' these behaviours.
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| |Works across '''several teams''' and with their '''business stakeholders''' to foster a '''culture of seeking out feedback''' and using it as a '''tool for growth. Actively demonstrates''' these behaviours.
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| |Works '''across the organization''' to foster a '''culture''' of seeking out feedback and using it as a '''tool for growth. Actively''' demonstrates these behaviours.
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| |Effective communication
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| |'''Understands the importance of effective communication''' and in an audience-oriented way, in written and verbal form. '''Actively listens''' to others and ensures they are understood.
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| |Usually '''communicates effectively''', clearly, concisely and in an audience-oriented way in written and verbal form both '''technical''' and '''non-technical''' subjects, to their teammates. '''Actively listens''' to others and ensures they are understood. Respects the time of the audience.
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| |'''Communicates effectively''', clearly, concisely in written and verbal form both technical and non-technical subjects, and in an audience-oriented way. '''Actively listens'''
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| |Is able to communicate effectively with a '''diverse team. Fosters a culture''' of clear, concise, effective, audience-oriented communication on their team, '''ensuring teammates actively listen''' to others and are understood. '''Actively demonstrates''' behaviours. Respects the time of the audience.
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| |Is able to communicate effectively with a '''diverse set of teams. Fosters a culture''' of clear, concise, effective, audience-oriented communication across several teams, ensuring teammates actively listen to others and are understood. '''Actively demonstrates''' these behaviours. Respects the time of the audience.
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| |Is able to communicate effectively '''across the company. Fosters a culture''' of clear, concise, effective, audience-oriented communication across the '''company''', ensuring '''teammates actively''' listen to others and are understood. '''Actively demonstrates''' these behaviours. Respects the time of the audience.
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| |rowspan="2"|Knowledge Sharing
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| |'''Understands''' their area of work and shares their knowledge frequently with their teammates. '''Attends''' tech-sessions.
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| |'''Understands''' their work domain, '''shares''' their knowledge frequently with their teammates. '''Watches out for opportunities''' to share knowledge. '''Supports''' the creation of content and/or '''gives''' Tech-Sessions that are related to the '''application of tools within a defined process, with the supervision''' from superiors.
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| |'''Understands''' their team's domain, '''shares''' their knowledge frequently with their teammates. '''Watches out for opportunities''' to share knowledge and encourages others to do the same. '''Creates content and/or provides''' Tech-Sessions related to '''processes without''' any supervision.
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| |'''Fosters a culture of documentation and knowledge''' sharing '''within their team''' and with their team's business stakeholders; actively demonstrates these behaviors. '''Creates content and/or gives''' Tech-Sessions related to our '''business: concepts, models, frameworks etc.'''
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| |'''Fosters a culture of documentation and knowledge sharing across several teams''' and their respective business stakeholders; actively demonstrates these behaviors. '''Identifies knowledge GAP from internal references''' and created relevant content to be applied in Tech-Sessions.
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| |Fosters '''a culture of documentation and knowledge sharing across the organization;''' actively demonstrates these behaviors. You identify knowledge gaps from external references and create relevant content to be applied in Tech-Sessions.
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| |The employee is '''informed about''' our documentation process and knows how to find information when needed.
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| |The employee is '''responsible for gathering relevant information''' and data for superiors to create documentation.
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| |The employee is '''responsible for writing''' the documentation that is under its responsibility/accountability with the review from superiors.
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| |The employee is responsible '''for selecting processes creating''' documentation for the department.
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| |The employee is responsible for '''prioritizing and ensuring''' that the documentation is relevant and applicable to a '''variety''' of departments.
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| |The employee is responsible for '''designing organizational processes from scratch''' in order for the teams to document them.
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| |Collaboration
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| |'''When requested''', helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
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| |'''Sometimes''' helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
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| |'''Consistently''' helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
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| |'''Consistently''' works '''across teams''' to help them resolve blockers, and complete work tasks. Ensures that credit is shared and given where due.
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| |'''Consistently''' works '''across different teams''' to enable them to support each other. Ensures that credit is shared and given where due.
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| |'''Consistently''' works '''across the organization''' to enable teams to support each other. Ensures that credit is shared and given where due.
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| |Handling change
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| |Openly shares their opinions and contributes to discussions in a respectful manner. Works with teammates to resolve disagreements in a healthy manner. Is open to changing their perspective and plans based on others' input.
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| |Openly shares their opinions, understands diverse views and contributes to discussions in a respectful manner. Approaches disagreement with their teammates non-defensively with inquisitiveness. Uses contradictory opinions as a basis for constructive, productive conversations. Is open to changing their perspective and plans based on others' input. Supports change across the team
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| |'''Encourages their teammates''' to openly share their opinions, '''integrates''' their point of view and '''contributes''' to discussions in a respectful manner. '''Approaches''' disagreement '''non-defensively''' with inquisitiveness. '''Uses''' contradictory opinions as a basis for '''constructive, productive conversations. Is open to changing their perspective''' and '''plans''' based on '''others' input. Points''' out the need for change '''across the team.'''
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| |'''Fosters''' a culture '''within their team''' where people are encouraged to share their opinions, '''function well across diverse groups''' and '''contribute to discussions''' in a respectful manner. '''Approaches''' disagreement '''non-defensively''' with inquisitiveness, and '''uses''' contradictory opinions as a basis for '''constructive, productive conversations. Is open to changing their perspective and plans''' based on '''others' input.''' Makes '''compelling cases for change across the different teams.'''
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| |'''Fosters''' a culture '''across several teams''' where people are encouraged to share their opinions. '''Facilitates engagement''' between people and '''contributes''' to discussions in a respectful manner, '''approaches''' disagreement '''non-defensively''' with inquisitiveness, and '''uses''' contradictory opinions as a basis for '''constructive, productive conversations. Works through surface-level disagreements''' to expose the concerns of disagreeing voices and '''integrates''' these concerns into their perspective and plans. '''Mobilizes''' others to initiate change.
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| |Fosters an '''inclusive culture across the organization''' where people are encouraged to share their opinions and contribute to discussions in a respectful manner, approach disagreement non-defensively with inquisitiveness, and use contradictory opinion as a basis for constructive, productive conversations. Integrates disagreeing perspectives from the '''whole company''' into their perspective and plans. Drives '''firm-wide momentum for''' change.
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| !rowspan="3"|'''Informal Leadership'''
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| |colspan="1"|Decision making
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| |'''Understands''' how to use professional concepts.
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| |'''Continually develops''' professional expertise and skills. Applies relevant knowledge to '''find resolutions for a variety of issues''' on a daily basis.
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| |Possess a '''full understanding''' of tasks/projects; resolves a '''wide range of issues''' in '''creative''' ways.
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| |Has a '''wide-ranging experience''', is capable of using '''professional concepts and objectives correctly''' in order to accomplish tasks.
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| |Has '''broad expertise or unique knowledge''', uses a '''variety of skills''' to contribute to the development of Secure Group's business model, objectives, and principles and to '''achieve goals in creative and effective ways'''. Capable of '''transmitting knowledge''' to the other departments/employees (tech-sessions).
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| |'''Expert in the field''' uses professional concepts in developing a resolution to '''critical issues''' and '''broad business matters.''' It's '''recognized in the industry'''.
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| |Facilitation
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| |Your focus is on '''learning with guidance from others.'''
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| |Your focus is on '''continuous self-learning'''.
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| |Your focus is on '''developing through on-the-job experience.'''
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| |Your focus is on '''applying and enhancing knowledge''' or skill.
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| |Your focus is on '''broad organizational/professional issues'''.
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| |Your focus is '''strategic'''.
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| |Advisement
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| !rowspan="5"|'''Strategy Involvement (Balanced ScoreCard)'''
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| |colspan="1"|Driving strategic alignment
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| |'''Applies''' Secure Group policies and internal procedures to resolve issues on a daily basis.
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| |Has '''some understanding''' of Secure Group's '''strategic plan, industry, and market space.'''
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| |'''Understands''' Secure Group's strategy and '''contributes effectively''' to the business' goals and/оr initiatives in it.
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| |Can '''easily explain''' Secure Group's strategies as part of his day-to-day job and '''acts like an owner''' of the business' goals and/or initiatives.
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| |Has a '''deep understanding''' of Secure Group's strategy and it's '''directly responsible''' for achieving one or more business' goals.
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| |Acts like a '''spokesperson''' for Secure Group Strategic Plan, market space, and products and has a thorough, '''holistic understanding of the business'''.
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| |SF Knowledge
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| |''In Practice: the employee is informed and follows our [[Internal Rules]] and policies. The employee knows there's a Strategic Map for the company and by department.''
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| |''In Practice: the employee knows how to explain the overall strategy shown in the Strategic Maps and which products we sell and to whom.''
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| |''In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them.''
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| |''In Practice: the employee is the owner of KPIs and some Initiatives from their department's Strategic Map, contributes to the business goals and can easily understand how it all relates to Secure Group overall strategy''
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| |''In Practice: the employee is the owner of a significant number of Initiatives in their department, it's completely responsible for achieving goals in their department and contributes directly to one or more business goals from Secure Group Strategic Map.''
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| |''In Practice: the employee is responsible for achieving a significant amount of business goals from Secure Group General Strategic Map. It's usually the owner of a whole Strategic Theme.''
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| |Strategic work
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| |''In Practice: the employee is informed and follows our [[Internal Rules]] and policies. The employee knows there's a Strategic Map for the company and by department.''
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| |''In Practice: the employee knows how to explain the overall strategy shown in the Strategic Maps and which products we sell and to whom.''
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| |''In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them.''
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| |''In Practice: the employee is the owner of KPIs and some Initiatives from their department's Strategic Map, contributes to the business goals and can easily understand how it all relates to Secure Group overall strategy''
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| |''In Practice: the employee is the owner of a significant number of Initiatives in their department, it's completely responsible for achieving goals in their department and contributes directly to one or more business goals from Secure Group Strategic Map.''
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| |''In Practice: the employee is responsible for achieving a significant amount of business goals from Secure Group General Strategic Map. It's usually the owner of a whole Strategic Theme.''
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| |rowspan="2"|Product Thinking
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| |''In Practice: the employee is informed and follows our [[Internal Rules]] and policies. The employee knows there's a Strategic Map for the company and by department.''
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| |''In Practice: the employee knows how to explain the overall strategy shown in the Strategic Maps and which products we sell and to whom.''
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| |''In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them.''
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| |''In Practice: the employee is the owner of KPIs and some Initiatives from their department's Strategic Map, contributes to the business goals and can easily understand how it all relates to Secure Group overall strategy''
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| |''In Practice: the employee is the owner of a significant number of Initiatives in their department, it's completely responsible for achieving goals in their department and contributes directly to one or more business goals from Secure Group Strategic Map.''
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| |''In Practice: the employee is responsible for achieving a significant amount of business goals from Secure Group General Strategic Map. It's usually the owner of a whole Strategic Theme.''
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| |''In Practice: the employee is informed and follows our [[Internal Rules]] and policies. The employee knows there's a Strategic Map for the company and by department.''
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| |''In Practice: the employee knows how to explain the overall strategy shown in the Strategic Maps and which products we sell and to whom.''
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| |''In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them.''
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| |''In Practice: the employee is the owner of KPIs and some Initiatives from their department's Strategic Map, contributes to the business goals and can easily understand how it all relates to Secure Group overall strategy''
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| |''In Practice: the employee is the owner of a significant number of Initiatives in their department, it's completely responsible for achieving goals in their department and contributes directly to one or more business goals from Secure Group Strategic Map.''
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| |''In Practice: the employee is responsible for achieving a significant amount of business goals from Secure Group General Strategic Map. It's usually the owner of a whole Strategic Theme.''
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| |-
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| |}
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