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We believe: The incredible performance of the right people deserves unlimited opportunities to grow.
We believe: The incredible performance of the right people deserves unlimited opportunities to grow.


=== Paths ===
= Paths =
We designed two growth paths you can follow:
We designed two growth paths you can follow:


{| class="wikitable" style="margin-left: auto; margin-right: auto;"
{| class="wikitable" style="margin-left: auto; margin-right: auto;"
! style="text-align: center; font-weight:bold;" | Individual Contributors Path
! style="text-align: center; font-weight:bold;" | [[Individual Contributors|Individual Contributors Path]]
! style="text-align: center; font-weight:bold;" | Managers Path
! style="text-align: center; font-weight:bold;" | [[Management|Management Path]]
|-
|-
|
|
*Do not necessarily want or have the right skills to manage people.  
*Do not necessarily want or have the right skills to manage people.  
* This path growth is focused on the development of technical skills.
* This path of growth is focused on the development of technical skills.
|  
|  
* Develop the skills for advising and leading people.
* Develop the skills for advising and leading people.
* Managers are also responsible for the teams’ performance evaluations
* Managers are also responsible for the teams’ and divisions' performance evaluations
|}
|}


By default, all employees are hired as Individual Contributors unless specified otherwise. Whenever one employee reaches a Level 3, he/she can show interest in following the Management Path. Whatever path you choose, you have a clear direction for development, career growth, and monetary success.
By default, all employees are hired as Individual Contributors unless specified otherwise. Whenever one employee reaches Level 3, he/she can show interest in following the Management Path. Whatever path you choose, you have a clear direction for development, career growth, and monetary success.


=== Individual Contributors Path ===
= Performance Evaluation =
It literally means someone who contributes individually. Their main purpose is not management. The idea behind this is to recognize that there is a career path and opportunity for growth for people who have strong technical skills that don't go through the path of becoming a manager, and instead, work on developing these skills and contribute equally to a manager to deliver the goals and mission of Secure Group.</br>
 
=== Individual Contributors Levels ===
Each Level and Step for Individual Contributors is evaluated based on well-defined criteria as shown below:
 
{| class="wikitable"
!colspan="7"|Levels Chart
|-
!rowspan="1"|'''IC Path'''
!'''Level 1'''
!'''Level 2'''
!'''Level 3'''
!'''Level 4'''
!'''Level 5'''
!'''Level 6'''
|-
!rowspan="2"|'''Strategy Involvement (Balanced ScoreCard)'''
|colspan="1"|'''Applies''' Secure Group policies and internal procedures to resolve issues on a daily basis.
|Has '''some understanding''' of Secure Group's '''strategic plan, industry, and market space.'''
|'''Understands''' Secure Group's strategy and '''contributes effectively''' to the business' goals and/оr initiatives in it.
|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.
|Has a '''deep understanding''' of Secure Group's strategy and it's '''directly responsible''' for achieving one or more business' goals.
|Acts like a '''spokesperson''' for Secure Group Strategic Plan, market space, and products and has a thorough, '''holistic understanding of the business'''.
|-
|''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.''
|''In Practice: the employee knows how to explain the overall strategy shown in the Strategic Maps and which products we sell and to whom.''
|''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.''
|''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''
|''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.''
|''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.''
|-
!rowspan="3"|'''Job Complexity (defined in the [[Roles|RACI]])'''
|Works on '''limited scope''' issues.
|Works on problems of '''moderate scope''' where analysis of situations or data requires '''reviews''' from a manager, a tech lead or a senior employee.
|Works on problems of '''diverse scope''' specified in the [[Roles|RACI]] where analysis of data requires evaluation of '''already identified factors'''.
|Works on '''complex issues''' determined in the [[Roles|RACI]] where analysis of situations or data requires an '''in-depth evaluation''' of a variety of factors.
|Works on '''important and unique tasks''' where analysis of situations or data requires an evaluation of '''intangible factors'''.
|Works on '''issues that impact business success''' or addresses '''future concepts, products, and technologies.'''
|-
|The employee '''is informed''' about our documentation process and knows how to find information when needed.
|The employee is responsible for '''gathering relevant information and data''' for superiors to create documentation.
|The employee is responsible for '''writing the documentation''' that is under its responsibility/accountability with the '''review from superiors.'''
|The employee is responsible for '''selecting''' processes '''creating documentation''' for the department.
|The employee is responsible for '''prioritizing and ensuring''' that the documentation is '''relevant and applicable to a variety of departments'''.
|The employee is responsible for '''designing processes from scratch''' in order for the '''teams to document them'''.
|-
|'''Follows''' the standard practices, procedures, and processes defined in the [[Roles|RACI]].
|'''Exercises judgment''' within '''defined''' procedures and practices described in the [[Roles|RACI]] to determine '''appropriate''' action. 
|'''Demonstrates good judgment''' in '''selecting''' methods and techniques that act as effective solutions driving '''tangible''' results.
|It is capable of '''exercising judgment to select and define methods''', techniques and evaluation criteria that act as '''effective solutions driving tangible results'''.
|Exercises '''independent judgment''' in defining methods, techniques and evaluation criteria that act as '''effective solutions driving tangible results'''.
|Acts as a '''spokesperson''' for Secure Group.
|-
|-
!rowspan="3"|'''Knowledge (application of the [[Knowledge_Management#Knowledge_Accountability_Index|KAI]])'''
|colspan="1"|Understands '''how to use''' professional concepts.
|'''Continually develops''' professional expertise and skills. Applies '''relevant knowledge''' to find resolutions for a '''variety of issues''' on a daily basis.
|Possess a '''full understanding''' of tasks/projects; resolves a '''wide range of issues''' in '''creative''' ways.
|Has a '''wide-ranging experience''', is capable of using professional concepts and objectives '''correctly''' in order to accomplish tasks.
|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).
|'''Expert in the field''' uses professional concepts in developing a resolution to critical issues and broad business matters. It's '''recognized in the industry'''.
|-
|Your focus is on '''learning with guidance''' from others.
|Your focus is on '''continuous self-learning'''.
|Your focus is on '''developing through on-the-job experience.'''
|Your focus is on '''applying and enhancing knowledge or skill'''.
|Your focus is on '''broad organizational/professional issues'''.
|Your focus is '''strategic'''.
|-
|''In Practice: the KAI will be most likely filled with grades of proficiency of 2 and 3 and may have some items graded with 4.''
|''In Practice: the KAI will be most likely filled with grades of proficiency of 3 and 4 and may have some items graded with 5.''
|''In Practice: the KAI '''needs''' to be filled with '''a minimum grade of 4 in all items'''.''
|''In Practice: the KAI will be most likely filled with grades of proficiency of 4 to 6.''
|''In Practice: the KAI will be most likely filled with grades of proficiency 5 and 6.''
|''In Practice: the KAI is filled with almost every item with a grade of proficiency of 6.''
|-
!'''Knowledge Sharing'''
|colspan="1"| You '''attend''' tech-sessions that were assigned to you
|You '''support the creation of content''' and/or you give Tech-Sessions that are related to the '''application of tools within a defined process''', with the supervision from superiors.
|You '''create content''' and/or provide Tech-Sessions related to '''processes''' without any supervision.
|You '''create content and/or''' give Tech-Sessions related to our '''business: concepts, models, frameworks etc'''.
|You '''identify''' knowledge GAP from '''internal references''' and '''create''' relevant content to be applied in Tech-Sessions.
|You '''identify''' knowledge gaps from '''external references''' and '''create''' relevant content to be applied in Tech-Sessions.
|-
!rowspan="3"|'''Teamwork'''
|colspan="1"| You '''respond''' to requests.
|You '''support''' colleagues.
|You '''actively engage''' with colleagues by providing '''constructive feedback''' and '''encourage collaboration'''.
|You '''motivate others to work with themselves''' to reach the team's objectives'''. Facilitate and inspire '''cross-department collaboration'''.
|You are an '''advisor''' in establishing a collaborative culture.
|You '''engage in internal transformational partnerships''' that lead to high-performance. Identify '''external opportunities''' and instills a '''culture based on collaboration'''.
|-
|You '''accept''' change.
|You '''support''' change.
|You '''point out''' the need for change.
|You '''make compelling cases''' for change.
|You '''mobilize others''' to initiate change.
|You '''drive firmwide momentum''' for change.
|-
|You '''accept''' different views.
|You '''understand''' diverse views.
|You integrate others point of view.
|You function well across diverse groups.
|You facilitates engagement between people.
|You create an inclusive culture.
|-
!'''Supervision '''
|colspan="1"|Normally receives '''detailed instructions''' on different tasks.
|Usually receives '''general instructions''' on routine work and '''detailed instructions on new projects''' or assignments.
|Normally receives '''little instruction''' on day-to-day work, '''general instructions on new assignments/projects'''.
|'''Determines''' the methods and procedures to be followed on new assignments and '''acts as an advisor''' to other employee's activities.
|'''Acts independently''' to determine methods and procedures on new or special assignments. '''Supervises and advises''' the activities of others.
|'''Exercises wide latitude''' in determining objectives and approaches to '''critical assignments'''.
|}
 
=== Individual Contributors Steps ===
{| class="wikitable"
!colspan="5"|Steps Chart
|-
!rowspan="1"|'''IC Path'''
!'''Step 1'''
!'''Step 2'''
!'''Step 3'''
!'''Step 4'''
|-
!rowspan="2"|'''Level 1'''
|colspan="1"|Ownership: '''No''' ownership, receives instructions on '''almost all''' tasks.
|Ownership: '''Little''' ownership, receives instructions on '''most tasks'''.
|Ownership: '''Some''' ownership, receives instructions on '''some tasks'''.
|Ownership: '''Increasing''' ownership, can work '''independently''' on many routine tasks.
|-
|colspan="1"|Initiative: '''None''' expected, does work '''as instructed.'''
|Initiative: '''Little''' expected, does work '''as instructed.'''
|Initiative: '''Starts taking the initiative by asking questions''' and '''learning more''' about the tasks/projects.
|Initiative: An '''Increasing''' by asking '''targeted/relevant''' questions.
|-
!rowspan="2"|'''Level 2'''
|colspan="1"|Ownership: Works '''mostly independently''' on '''individual''' tasks.
|Ownership: Works on '''individual''' tasks '''entirely independently'''.
|Ownership: '''Mastering''' ability to break down projects into tasks; '''co-owns''' projects with '''strong''' guidance.
|Ownership: '''Co-owns projects''' and '''owns pieces of larger projects''s with '''decreasing guidance'''.
|-
|colspan="1"|Initiative: Begins '''deeper questioning''' of processes to understand them better.
|Initiative: '''Deep questioning''' of processes; begins to '''suggest improvements'''.
|Initiative: Shows '''some''' initiative through '''optimization of existing processes'''.
|Initiative: Takes '''more''' initiative through '''iterating on existing processes'''.
|-
!rowspan="2"|'''Level 3'''
|colspan="1"|Ownership: '''Co-owns''' projects and '''individually owns''' pieces of '''larger projects''' in their area '''completely'''.
|Ownership: '''Fully owns''' projects in their area with the '''guidance''' of superiors.
|Ownership: '''Fully owns''' projects in their area with '''decreasing guidance'''.
|Ownership: '''Owns projects''' in their area '''wholly.'''
|-
|colspan="1"|Initiative: Makes '''relevant''' decisions '''within their scope without constantly seeking''' consensus.
|Initiative: Makes '''effective''' decisions within their scope '''without seeking''' consensus.
|Initiative: Takes '''some''' initiative through identifying gaps and opportunities.
|Initiative: Takes '''more''' initiative through identifying gaps and opportunities.
|-
!rowspan="2"|'''Level 4'''
|colspan="1"|Ownership: Works '''independently''' and owns projects '''entirely''', both in their '''area and cross-functionally'''.
|Ownership: It is seen as a '''mentor''' and known as the '''expert''' in their subject area.
|Ownership: '''Identifies and proactively attacks''' significant challenges and problems in their area.
|Ownership: '''Leads adoption''' of new systems/tools/methodologies and/or technologies in their area.
|-
|colspan="1"|Initiative: '''Gives guidance''' and unblocks stuck '''processes'''; '''finds opportunities to mentor''' and grow teammates.
|Initiative: '''Gives guidance''' and unblocks '''others'''; finds opportunities to mentor and grow teammates.
|Initiative: Shows '''some''' discretion in delegating tasks and focusing on a higher level.
|Initiative: Shows '''more''' discretion in delegating tasks and focusing on higher levels.
|-
!rowspan="2"|'''Level 5'''
|colspan="1"|Ownership: '''Conceives and owns projects entirely''', both in their '''area and cross-functionally'''. '''Identifies scopes''' and work stages to transform them into well-defined milestones for projects or initiatives.
|Ownership: Demonstrates knowledge of '''industry trends'''; researches and '''leads adoption'''of new approaches or technologies in their area.
|Ownership: '''Starts being involved''' in setting direction at an area level.
|Ownership: '''It's wholly involved''' in setting direction at areas level.
|-
|colspan="1"|Initiative: '''Minimizes the complexity''' of projects/processes to get to work more '''effectively.'''
|Initiative: '''Reduces the complexity''' of projects/processes to get '''more done with less work.'''
|Initiative: Takes '''some''' initiative in identifying and solving important problems, often coordinating cross-functionally within departments.
|Initiative: Takes '''more''' initiative to identify and solve important problems, often coordinating cross-functionally within departments.
|-
!rowspan="2"|'''Level 6'''
|colspan="1"|Ownership: Drives projects on which '''multiple teams''' depend on.
|Ownership: As '''subject matter expert''' (recognized authority), plays a '''crucial role''' in developing the overall company '''strategy.'''
|Ownership: Decisions have a '''direct impact''' on the '''long-term success''' of Secure Group.
|Ownership: '''Leads the company''' in developing direction in significant areas.
|-
|colspan="1"|Initiative: '''Routinely and consistently''' pushes forward multiple '''teams/areas within the company.'''
|Initiative: '''Drives''' the conversation about the area’s direction, '''drives team-wide consensus''' to develop and adopt orientation.
|Initiative:'''Identifies''' significant strategic opportunities to allow Secure Group to ''''grow as a business.'''
|Initiative: '''Identifies and acts''' on significant strategic opportunities to allow Secure Group to achieve '''global strategic goals.'''
|}
 
=== Management Path ===
People who choose to take the Management Path in Secure Group support, guide, and optimize the workflow of Individual Contributors. A Manager is a person who manages his/her team but has a significant contribution on his/her own to achieve the Company's business goals.
 
=== Management Path Levels ===
Each Level and Step is evaluated based on well-defined criteria as shown below:
 
{| class="wikitable"
!colspan="7"|Levels Chart
|-
!rowspan="2"|'''Management Path'''
!'''Level 1'''
!'''Level 2'''
!'''Level 3'''
!'''Level 4'''
!'''Level 5'''
!'''Level 6'''
|-
!'''Trainee'''
!'''Coordinator'''
!'''Manager'''
!'''Sr. Manager'''
!'''Head of'''
!'''Director'''
|-
!rowspan="4"|'''Scope (based on the [[Roles|RACI]], [[Internal Rules]], Management Model & Balanced Scorecard)'''
|colspan="1"|Receives assignments in the form of '''objectives with goals and instructions''' to contribute in '''some part''' of the department process.
|Receives assignments in the form of '''objectives with goals and instructions on the process for meeting goals'''. Manages a wide range of '''processes.'''
|Receives assignments in the form of '''objectives with goals and instructions on the process for meeting goals.''' '''Management reviews''' work to measure the meeting of objectives. '''Establishes and maintains''' the department's strategy.
|Receives assignments in the form of '''objectives and determines how to''' use resources to meet schedules and goals. '''Senior management reviews''' objectives proposed by Heads to determine the success of the operation. Focuses on '''strategic goals.'''
|'''Establishes '''objectives and work plans and '''delegates''' assignments to subordinates.
|Participates with other senior managers to '''establish strategic plans and objectives.'''
|-
|'''Understands''' established policies from Secure Group.
|'''May provide directions''' to employees according to established policies. '''Administers''' company policies that could affect employees from the '''same department'''. Plan, direct and coordinate the departments' policies.
|'''Provides direction''' to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees or individual contributors.
|Guides subordinates within the latitude of established company policies.
|It is involved in '''developing, modifying and executing''' company policies that affect immediate operations and may also have company-wide effect.
|Makes '''final decisions''' on administrative or operational matters and '''ensures goals are met''' through operational efficiency.
|-
|'''Understands''' his/her Framework and the specifications to Level Up & Step Up
|'''May provide directions''' to employees according to the criterias of their framework in order to achieve a higher level.
|'''Provides direction and guidance''' to employees according to their framework. Administers the KAI assessment that directly affects their department or individual contributors.
|'''Guides subordinates''' within the criterias of their framework. Acts as a '''ambassador of the Career Framework''' and it's capable of understanding the '''other's departments Frameworks'''.
|It is involved in '''developing and modifying''' frameworks that affect our business in a company-wide effect. Acts as a spokesperson for Secure Group Management Model.
|Makes '''final decisions''' on strategic matters and '''ensures business goals are met''' through the effective application of the Management Model.
|-
|'''Is informed''' about Secure Group Strategic Map & overall Strategy.
''* In Practice: The employee knows there's a Strategic Map for the company and by department.''
|'''Knows how to explain''' the overall strategy shown in the Strategic Maps from both Secure Group and relevant department.
''* In Practice: The employee knows the business goals and the main KPIs and Initiatives to reach them.''
|'''Understands''' Secure Group's strategy and '''contributes effectively''' to the business' goals in it.
''* In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach complete the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them.''
|Can '''easily explain''' Secure Group's strategies as part of his day-to-day job and '''acts like an owner''' of the business' goals.
''* 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''
|Has a '''deep understanding''' of Secure Group's strategy and it's '''directly responsible''' for achieving one or more business' goals.
''* 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.''
|Acts like a '''spokesperson''' for Secure Group Strategic Plan, market space, and products and has a thorough, '''holistic understanding''' of the business.
''* 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.''
|-
!rowspan="2"|'''Complexity'''
|colspan="1"|Works on issues to '''acquire enough data''' for peers to analyze relevant factors.
|Works on issues where analysis of situation or data requires a review of '''relevant factors.'''
|Works on issues where analysis of situation or data requires a review of '''relevant factors. '''
|Works on issues of '''diverse scope''' where analysis of situation or data requires evaluation of a '''variety of factors''', including an understanding of current '''business trends.'''
|Works on issues where analysis of situations or data requires an '''in-depth knowledge of organizational objectives'''.
|Works on '''complex''' issues where analysis of situations or data requires an '''in-depth knowledge of the company'''.
|-
|'''Participates''' in the decision-making process by '''suggesting''' improvements.
|'''It is involved''' in '''defining''' procedures and policies to determine appropriate action.
|'''Exercises judgment''' within '''defined''' procedures and policies to determine appropriate action.
|'''Follows''' processes and operational policies in '''selecting methods and techniques''' for obtaining solutions. Acts as an '''advisor''' to subordinate(s) to meet schedules and/or resolve technical problems. '''Develops and administers''' schedules and performance requirements.
|'''Implements''' strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results. '''Establishes and assures''' adherence to budgets, schedules, work plans, and performance requirements.
|'''Participates in corporate development''' of methods, techniques and evaluation criteria for projects, programs, and people. Ensures that budget needs and '''corporate requirements''' are met.
|-
!'''Discretion'''
|colspan="1"|Erroneous decisions or failure to achieve results '''might''' cause delays in schedules and '''may''' impact the projects of the '''department'''.
|Erroneous decisions or failure to achieve results '''might''' cause delays in schedules and '''may''' impact the projects of the '''department.'''
|Erroneous decisions or failure to achieve results '''will''' cause delays in schedules and '''may''' impact the projects of '''Secure Group'''.
|Erroneous decisions or failure to achieve results '''will add to costs''' and '''may''' impact the '''short-term goals of the organization'''.
|Erroneous decisions will result in '''critical delay(s)''' in schedules and/or operations and '''may jeopardize overall business activities'''.
|Erroneous decisions will have a '''serious impact''' on the overall success of the company in reaching its strategic goals and '''will''' affect operations.
|-
!'''Knowledge Sharing'''
|colspan="1"| You '''attend''' tech-sessions that were assigned to you
|You '''support the creation of content''' and/or you give Tech-Sessions that are related to the '''application of tools within a defined''' process and '''processess''' in general.
|You '''ensure''' there's no knowledge gap in your team and you '''assess''' the Tech-Sessions given by others through your subordinates KAI. You give Tech-Sessions that are related to '''concepts'''.
|You '''create content and/or give''' Tech-Sessions related to our '''business: models, frameworks etc'''.
|You '''identify''' knowledge GAP from '''internal references''' and '''create''' relevant content to be applied in Tech-Sessions.
|You '''identify''' knowledge gaps from '''external references''' and '''create''' relevant content to be applied in Tech-Sessions.
|-
|-
!rowspan="3"|Teamwork
|colspan="1"| You '''support''' collaboration.
|You '''encourage others''' to collaborate.
|You '''drive collaboration efforts''' within the team acting as a mediator.
|You '''mobilize others''' by creating procedures, providing context and the necessary tools to '''enable collaboration'''.
|You '''identify strategic collaboration opportunities''' inside the company and '''lead the efforts between teams''' to ensure high-performance.
|You '''identify external opportunities''' and instill a '''culture based in collaboration.'''
|-
|You '''accept''' change
|You '''support''' change
|You '''mobilize''' others to initiate change
|You '''identify change opportunities''' and '''engage''' others
|You '''embed''' culture of change
|You '''create and drive''' change culture
|-
|You '''understand''' diverse views and '''support''' development efforts.
|You '''encourage and support''' others to develop and '''integrate''' their point of view.
|You actively '''support''' team member's growth and '''function well''' across diverse groups.
|You '''sistematically build''' team capabilities and '''facilitate engagement''' between people.
|You '''aid development outside''' the team and '''strategically''' form diverse groups
|You '''build organizational capacity''' focused on talent management and '''create an inclusive culture'''
|-
!rowspan="2"|'''Interaction'''
|colspan="1"|Frequently interacts with '''coordinators and functional peer groups'''.
|Frequently interacts with '''managers and functional peer groups.'''
|Frequently interacts with '''subordinate coordinators and individual contributors.'''
|Frequently interacts with '''subordinates, customers, and/or functional peer group managers,''' usually involving matters regarding '''functional areas''' or '''relationships between customers and the company'''.
|Regularly interacts with '''senior management or executive levels''' on matters concerning '''several''' functional areas, divisions, and/or customers.
|Regularly interacts with '''executives and/or major customers.'''
|-
|Interaction usually requires the '''ability to understand''' the department's needs and cooperate with others,  '''researching''' insights and materials for presentations of technical information concerning specific projects or schedules. Builds '''stable working relationships internally.'''
|Interaction normally requires the ability to '''gain the cooperation of others''', '''conducting''' presentations of technical information concerning specific projects or schedules. Builds '''stable working relationships internally.'''
|Interaction normally requires the '''ability to gain the cooperation of others''', '''conducting''' presentations of technical information concerning specific projects or schedules.
|Interaction must '''often lead''' to a cooperative effort among members of a project team.
|Interaction requires the '''ability to change''' the thinking of, or gain acceptance from, others in sensitive situations, '''without''' damage to the relationship.
|Interaction frequently involve '''special skills''', such as negotiating with customers or management or attempting to '''influence''' senior level leaders regarding matters of '''significance to the organization.'''
|-
!'''Supervision'''
|colspan="1"|'''Doesn't provide direct supervision''' to employees. Acts as a consultant to unit or sub-units and may become actively involved, as required, to meet schedules and help other managers in resolving problems. Usually '''receives detailed instructions''' on different tasks.
|'''Doesn't provide direct supervision''' to employees. Acts as an '''advisor to trainees''' and lower levels and may become actively involved, as required, to meet schedules and help managers in resolving problems.Frequently '''receives general instructions''' on different tasks.
|'''Provides direct''' supervision and '''support''' to individual contributors  (e.g., engineers, designers, developers).
Acts as '''advisor to unit or sub-units''' and may become actively involved, as required, to meet schedules and resolve problems.
|'''Manages''', the coordination of the activities of '''a section or department''' with '''responsibility''' for results, including costs, methods, and staffing.
|'''Manages activities of '''two or more sections or departments'''. '''Exercises supervision''' in terms of costs, methods, and staffing.
|'''Directs and controls''' the activities of a '''broad functional area''' through '''several department managers''' within the company.  Has '''overall control''' of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. May manage other managers.
|-
!'''Learnability'''
|colspan="1"|'''Studies''' new concepts and is open to the mindset of learning new methodologies.
|'''Constantly acquires''' knowledge applicable on a daily basis in certain projects.
|'''Continuously learns''' new concepts and methodologies that will be '''essential''' to improve processes and projects within the department.
|Capable of '''mapping and understanding''' which knowledge is missing to achieve Secure Group business goals in different departments and '''self-learn''' a variety of them.
|'''Constantly strives''' to learn new subjects related to Secure Group '''strategic plan''' and the '''industry''' and has the credibility to '''pass the knowledge''' to the rest of the company.
|'''Totally masters''' the self-learnability mindset, studies a '''variety''' of topics related to '''strategy, business, industry, market, and technologies.'''
|}
 
=== Management Path Steps ===
{| class="wikitable"
!colspan="6"|Steps Chart
|-
!rowspan="1"|'''Managers Path'''
!'''Core Duties'''
!'''Step 1'''
!'''Step 2'''
!'''Step 3'''
!'''Step 4'''
|-
!rowspan="1"|'''Level 1: Trainee'''
|colspan="1"|Executes '''assigned tasks''' that are subject to a '''high level of control and review''' from coordinators/managers.
|Meets regularly with deadlines; complete tasks '''as determined'''.
|'''Deepens experience''' in meeting '''regularly''' the expectations and '''provides support''' for the accountability of superiors.
|'''Seeks opportunities to go beyond''' the expectations and '''effectively executes''' what has been assigned.
|'''Excels''' at executing some parts of '''high-impact''' projects on '''their own'''. Excellent '''track record of self-development'''.
|-
!rowspan="1"|'''Level 2: Coordinator'''
|colspan="1"|Executes '''work assignments and some projects''' that are subject to a '''moderate level of control and review''' from coordinators/managers.
|Meets regularly with direct reports; complete tasks '''as determined'''.
|Builds a '''successful record''' of project execution.
|Drives '''excellent results''' with '''little supervision''' on different projects.
|Exercises '''judgment''' on how to improve and to '''align the department's projects''' to '''Secure Group's strategy'''.
|-
!rowspan="1"|'''Level 3: Manager'''
|colspan="1"|Executes '''well-defined work assignments''' that are subject to a '''moderate level of control and review'''. Builds a '''relationship with assigned subordinates'''.
|Meets regularly with '''direct reports'''; '''ensures''' tasks are completed as determined.
|Deepens experience in '''giving''' clear expectations, goals, and support accountability of team members.
|Frequently solicits, synthesizes, and '''delivers feedback'''; helps individuals set goals and works to '''ensure teammates' growth'''.
|Operates at a '''high level''' within scope; responsible for their '''team's overall productivity''' and '''collective impact''' in Secure Group's strategy.
|-
!rowspan="1"|'''Level 4: Senior Manager'''
|colspan="1"|Executes assignments in the '''form of objectives with goals and instructions''' related to the processes for reaching goals. Builds a '''strong culture of open communication''', where teammates can ask questions without fear.
|Mentors, coaches, and '''profoundly contributes''' to the '''career development of their team''' and others. Communicates timelines, scopes, and milestones to '''stakeholders'''.
|Partners effectively '''outside their area''' to manage projects. '''Leads delivery of major initiatives''' on clear timelines building a '''successful record''' of project execution.
|Works to develop a '''holistic perspective of the organization''', its vision, and its activities.
|'''Excels''' at getting the team to focus on the highest-impact projects. Excellent '''track record''' of '''developing and growing teammates'''. Strong ability to '''effectively delegate'''.
|-
!rowspan="1"|'''Level 5: Head of X'''
|colspan="1"|'''Receives''' work in the form of objectives and '''determines how''' to use resources to meet schedules and goals. '''Decreasing''' the amount of '''supervision''' across the steps.
|Able to '''lead recruiting efforts''' and determine headcount for their team. '''Establishes procedures''' that affect the immediate organization.
|Acts proactively to '''identify and clear''' the obstacles/challenges of the team.
|Seeks opportunities to grow '''beyond''' their strengths and develop a '''broad skill set of complementary capabilities'''.
|Drives '''excellent results with little supervision'''. '''Increasing time''' spent creating and refining strategy, connecting the dots, and observing essential trends and patterns at a '''strategic level'''.
|-
!rowspan="1"|'''Level 6: Director'''
|colspan="1"|'''Establishes operational objectives''' and work plans and '''delegates''' assignments to teammates. Involved in developing, modifying and executing '''company policies''' that affect immediate operations and may have '''company-wide effect'''. Focused on '''developing initiatives'''.
|Responsible for '''examining and evaluating''' the organization’s processes and procedures and for revising initiatives for the '''global strategy'''.
|Establishes '''vision and strategy''' and communicates them to stakeholders.
|Is able to '''motivate stakeholders''' to implement strategies and '''fulfill their vision'''.
|Exercises '''excellent critical thinking''' and has a '''track record of proven good judgment''' and successfully executed '''high-level projects'''.
|}
 
=== Performance Evaluation ===
Evaluations are done on-demand. If you feel you are ready to Level Up or Step Up, you can request a Level & Step Review from your manager at any time you want.
Evaluations are done on-demand. If you feel you are ready to Level Up or Step Up, you can request a Level & Step Review from your manager at any time you want.
After the evaluation is completed, both the employee and manager will create a K-POC in our system.
After the evaluation is completed, both the employee and manager will create a K-POC in our system.
K-POC stands for Knowledge and Personal Objective Cycle and it explains the improvements you need to make before the next evaluation. The K-POC does not have an explicit timeline so once you complete your K-POC, you can request another review.
K-POC stands for Knowledge and Personal Objective Cycle and it explains the improvements you need to make before the next evaluation. The K-POC does not have an explicit timeline so once you complete your K-POC, you can request another review.


==== Performance Evaluation Framework ====
== Performance Evaluation Framework ==
{| class="wikitable"
{| class="wikitable"
! style="text-align: center; font-weight:bold; font-size:22px;" | Evaluation
! style="text-align: center; font-weight:bold; font-size:22px;" | Evaluation
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|  
|  
* End of probation review set
* End of probation review set
* Reviewee: To implement any improvements recommended in the [[K-POC]]
* Reviewee: To implement any recommended improvements
|-
|-
| style="text-align: center; font-weight:bold;" | Probation Review
| style="text-align: center; font-weight:bold;" | Probation Review
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* To provide relevant feedback and suggestions for improvement according to the related Level and Step.
* To provide relevant feedback and suggestions for improvement according to the related Level and Step.
|  
|  
* Reviewee: Completes self- assessment on Small Improvements and discusses results 1-on-1 with direct manager
* Reviewee: Completes self- assessment on Small Improvements: KAI Assessment based on the [[KAI]] of the framework and Level & Step Chart based on the employee's path and discusses results 1-on-1 with direct manager
* HR (if requested): Facilitates 1-on-1 and issues any documentation, if necessary
* HR (if requested): Facilitates 1-on-1 and issues any documentation, if necessary
* Direct Manager: Completes assessment on Small Improvements and discusses results 1-on-1 with the reviewee.
* Direct Manager: Completes the same assessment on Small Improvements and discusses results 1-on-1 with the reviewee.
|  
|  
There are 3 possible outcomes for this Review:
There are 3 possible outcomes for this Review:
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* The employee exceeds in meeting the expectations from the Level & Step he/she was hired. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.
* The employee exceeds in meeting the expectations from the Level & Step he/she was hired. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.
|  
|  
* To implement any improvements recommended in the [[K-POC]].
* To implement any improvements recommended in the [[#K-POC|K-POC]].
|-
|-
| style="text-align: center; font-weight:bold;" | Level & Step Review
| style="text-align: center; font-weight:bold;" | Level & Step Review
| style="text-align: center;" | Upon request
| style="text-align: center;" | Upon request
| The Level & Step Review is an assessment that gauges an employee's performance as it relates to the execution of tasks, project roles and responsibilities, knowledge and skills advancement and sharing. The criterias of what's going to be evaluated is very well structured and transparent:
| The Level & Step Review is an assessment that gauges an employee's performance as it relates to the execution of tasks, project roles and responsibilities, knowledge and skills advancement and sharing. The criteria of what's going to be evaluated is very well structured and transparent:
* For [[Performance#Individual_Contributors_Path|Individual Contributors Path]]
* For [[Performance#Individual_Contributors_Path|Individual Contributors Path]]
* For [[Performance#Management_Path|Managers Path]]
* For [[Performance#Management_Path|Managers Path]]
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* To assess an employee’s overall performance with respect to individual and team responsibilities, continuous learning and growth, and general conduct.
* To assess an employee’s overall performance with respect to individual and team responsibilities, continuous learning and growth, and general conduct.
|  
|  
* Reviewee (except those on probation / CAP): Completes self-assessment questionnaire on Small Improvements and discusses results 1-on-1 with direct manager
* Reviewee (except those on probation / [[Strategy#CAP|CAP]]) completes self- assessment on Small Improvements: KAI Assessment based on the [[KAI]] of the framework and Level & Step Chart based on the employee's path and discusses results 1-on-1 with direct manager
* HR (if requested): Facilitates Performance Review and issues formal documentation (if necessary)
* HR (if requested): Facilitates Performance Review and issues formal documentation (if necessary)
* Direct Manager: Completes a questionnaire with respect to the reviewee's operational performance and discusses results 1-on-1 with the reviewee
* Direct Manager: Completes a questionnaire with respect to the reviewee's operational performance and discusses results 1-on-1 with the reviewee
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* The employee succeeds in meeting the expectations from the Level & Step he/she is placed. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.  
* The employee succeeds in meeting the expectations from the Level & Step he/she is placed. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.  
|  
|  
* To implement any improvements recommended the [[K-POC]].
* To implement any improvements recommended the [[#K-POC|K-POC]].
|-
|-
| style="text-align: center; font-weight:bold;" | Peer Review
| style="text-align: center; font-weight:bold;" | Peer Review
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* Peer Reviewer: Completes questionnaire, feedback on Small Improvements.
* Peer Reviewer: Completes questionnaire, feedback on Small Improvements.
* Direct Manager: Chooses peer reviewer(s) and communicates results during Level & Step Review.
* Direct Manager: Chooses peer reviewer(s) and communicates results during Level & Step Review.
| The Peer Review generates insights for best management practices and feedback to be used in the Level & Step Review.
|
| To complete the Level & Step Review.
* The Peer Review generates insights for best management practices and feedback to be used in the Level & Step Review.
|-
|
| style="text-align: center; font-weight:bold;" | Strategic Contribution Review
* To complete the Level & Step Review.
| style="text-align: center;" | Upon request
| Analysis of an employee's contributions to Secure Group's strategic goals and objectives. The Strategic Contribution Review examines an employee's strategic initiatives, contributions with respect to company financial and operational measures, and task and project milestones. The format of this review is similar to Shark Tank.The Strategic Contribution Review is mandatory for employees following the Management Path and optional for the ones following the Individual Contributors Path.
|
* To measure the scope and success of an employee’s contributions to Secure Group’s overall strategic goals and objectives
|
* Reviewee: Prepares and presents a record of strategic contribution and discusses results 1-on-1 with the direct manager
* Direct Manager & Management Team: evaluates reviewee's strategic contributions
* Direct Manager: Discusses results 1-on-1 with the reviewee
|
* Positive Strategic Contribution Review offers a potential biannual one-month salary bonus.
* Unfavorable Strategic Contribution Review generates no salary bonus and a [[K-POC]] focused in strategy.
|
* To implement any improvements recommended in K-POC or to start preparing for the next review.
|}
|}
<div class="center">
<br/>


= Individual Contributors Performance Evaluation Framework Visualization =
== Performance Evaluation Framework Visualization ==
[[File:Performance_Evaluation_Framework_IC.png|1200px]]
<br/>
[[File:Perf. Eval1.jpg]]
<div class="center">


= Managers Performance Evaluation Framework Visualization =
= K-POC =
[[File:Performance_Evaluation_Framework_Mgt.png|1200px]]
 
==== K-POC ====
   <div class="box-content">
   <div class="box-content">
<center>
<html>
<html>
<iframe src="//www.slideshare.net/slideshow/embed_code/key/bJjQiautD73ggd" width="595" height="485" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" allowfullscreen> </iframe> <div style="margin-bottom:5px"> <strong> <a href="//www.slideshare.net/securegroup/kpoc-227849686" title="K-POC" target="_blank">K-POC</a> </strong> from <strong><a href="https://www.slideshare.net/securegroup" target="_blank">Secure Group</a></strong> </div></div>
<iframe src="//www.slideshare.net/slideshow/embed_code/key/bJjQiautD73ggd" width="595" height="485" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" allowfullscreen> </iframe> <div style="margin-bottom:5px"> <strong> <a href="//www.slideshare.net/securegroup/kpoc-227849686" title="K-POC" target="_blank">K-POC</a> </strong> from <strong><a href="https://www.slideshare.net/securegroup" target="_blank">Secure Group</a></strong> </div></div>
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   </div>
   </div>
  </div>
  </div>
<div class="text">
  <div class="box-content">


=== Management Model Golden Rules ===
= Management Model Golden Rules =
'''On Progression or Stagnation in the Framework''':</br>
 
* Level and Step Reviews can be requested at any time, but we require that employees undergo at least one evaluation per year. Any less than that is unacceptable.
Our Management Model has some Golden Rules to ensure high-performance of our people. You can check them all [[Golden Rules|HERE]]
* If you start at Secure Group as a Level 1 or 2, you will have one year to Level UP.
* If you start at Secure Group as a Level 3, 4, 5 or 6, you will have one year to at least Step UP.
* If you are an average performer (defined as having 2 failed K-POCS in a row) we will pay you a 4-month salary to let you go.
</br>
'''On the assigned Level upon hiring:'''
* You can apply for positions that are a maximum of one Level UP from your assigned Level.
* If you do not meet the expectations of the Level you were assigned upon hiring, there are two possible outcomes:</br>
- We make you an offer at the salary of your Level and you will get a K-POC with clear instructions on how to Level UP in the months ahead.</br>
- You can refuse and we will let you go.</br>
</br>
'''On Salary increase based on the market'''</br>
* If your Framework had an increase based on the market, in your next evaluation we will re-adjust your salary according to the new Salary Grid. We expect you to step up one in this scenario.
</br>
'''On choosing the Path'''</br>
When choosing a path or when you wish to change frameworks there are 3 criteria to be followed:</br>
* Job has to be big enough: meaning, is there the need of a person with your seniority for the role at that moment?
* You have to be a superstar in your current role
* You have to be an ambassador of our Management Model
</br>
We believe the incredible performance of the right people deserves unlimited opportunities to grow and that high performance deserves high compensation.

Latest revision as of 15:30, 30 July 2021

Providing a concrete and clear development path that leads to a secure and trustworthy environment where innovation can thrive.

We want our employees to:

  • Be productive (to deliver value quickly)
  • Be autonomous (to drive outcomes)
  • Be inspired and motivated (to create and thrive)
  • Be psychologically safe (to experiment and fail without feeling vulnerable)
  • Be constantly growing (to achieve mastery)


That's why, we decided to create a development path that would align with our culture, would work for employees from diverse backgrounds, at all levels of experience, and in many different (some unique) roles.

Because we are an IT knowledge-driven company, the brain of our employees is our biggest asset. To maintain our High-Performance Culture we take decisive steps not to recruit or retain employees with average performance.

We believe: The incredible performance of the right people deserves unlimited opportunities to grow.

Paths

We designed two growth paths you can follow:

Individual Contributors Path Management Path
  • Do not necessarily want or have the right skills to manage people.
  • This path of growth is focused on the development of technical skills.
  • Develop the skills for advising and leading people.
  • Managers are also responsible for the teams’ and divisions' performance evaluations

By default, all employees are hired as Individual Contributors unless specified otherwise. Whenever one employee reaches Level 3, he/she can show interest in following the Management Path. Whatever path you choose, you have a clear direction for development, career growth, and monetary success.

Performance Evaluation

Evaluations are done on-demand. If you feel you are ready to Level Up or Step Up, you can request a Level & Step Review from your manager at any time you want. After the evaluation is completed, both the employee and manager will create a K-POC in our system. K-POC stands for Knowledge and Personal Objective Cycle and it explains the improvements you need to make before the next evaluation. The K-POC does not have an explicit timeline so once you complete your K-POC, you can request another review.

Performance Evaluation Framework

Evaluation When Definition Goal(s) Process Outcome(s) Next Steps
Mid-probation Review Three months after reviewee hire date The Mid-probation Review verifies a new employee’s performance at the mid-probation point – confirming achievements and determining areas of improvement and possible additional coaching.

By providing relevant feedback and suggestions at the 3-month mark, the new employee is equipped with the direction to successfully complete the probation period according to his/her hiring Level.

  • To determine whether employee performance is sufficient to successfully complete probation.
  • To provide relevant feedback and suggestions for improvements according to the Level and Step that he/she was hired.
  • A self-assessment is completed by the reviewee
  • A corresponding assessment is completed by reviewee's direct manager
  • 1-on-1 is held between reviewee and direct manager
  • Affirmation of reviewee strengths
  • Areas for reviewee improvement
  • A path toward the successful completion of probation
  • End of probation review set
  • Reviewee: To implement any recommended improvements
Probation Review Two weeks before the end of the probation period (6 months after reviewee hire date) The Probation Review verifies a new employee’s performance at the end of probation according to the Level he/she was hired – confirming achievements and determining areas of improvement and possible additional coaching. By providing relevant feedback and suggestions at the 6-month mark, the new employee is equipped with the tools to advance and share knowledge and skills, and the direction to successfully contribute to Secure Group's strategic goals and objectives.
  • To determine whether employee performance has been sufficient to complete probation
  • To provide relevant feedback and suggestions for improvement according to the related Level and Step.
  • Reviewee: Completes self- assessment on Small Improvements: KAI Assessment based on the KAI of the framework and Level & Step Chart based on the employee's path and discusses results 1-on-1 with direct manager
  • HR (if requested): Facilitates 1-on-1 and issues any documentation, if necessary
  • Direct Manager: Completes the same assessment on Small Improvements and discusses results 1-on-1 with the reviewee.

There are 3 possible outcomes for this Review:

  • The employee is adherent to the Level & Step that he was initially hired and in this case, the employee enters the regular flow for the next evaluations.
  • The employee doesn't meet the expectations of the Level & Step that he was initially hired. In these cases, most likely, we will not continue the employment contract.
  • The employee exceeds in meeting the expectations from the Level & Step he/she was hired. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.
  • To implement any improvements recommended in the K-POC.
Level & Step Review Upon request The Level & Step Review is an assessment that gauges an employee's performance as it relates to the execution of tasks, project roles and responsibilities, knowledge and skills advancement and sharing. The criteria of what's going to be evaluated is very well structured and transparent:
  • To assess an employee’s overall performance with respect to individual and team responsibilities, continuous learning and growth, and general conduct.
  • Reviewee (except those on probation / CAP) completes self- assessment on Small Improvements: KAI Assessment based on the KAI of the framework and Level & Step Chart based on the employee's path and discusses results 1-on-1 with direct manager
  • HR (if requested): Facilitates Performance Review and issues formal documentation (if necessary)
  • Direct Manager: Completes a questionnaire with respect to the reviewee's operational performance and discusses results 1-on-1 with the reviewee

There are 3 possible outcomes for this Review:

  • The employee doesn't perform accordingly with the Level & Step that he/she is assigned in terms of skill inadequacy, roles, and responsibilities. In these cases, a K-POC is created with the employee in order for him/her to be responsible for making the determined changes until the next evaluation.
  • The employee meets the expectations of his/her current Level. A new Step may be assigned and the employee re-enters the regular flow for the next evaluations.
  • The employee succeeds in meeting the expectations from the Level & Step he/she is placed. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.
  • To implement any improvements recommended the K-POC.
Peer Review Upon request It's an additional Review for the individuals following the Management Path. The assessment is completed by the manager's colleagues (Level 3 and UP), presenting an employee with constructive feedback regarding strengths, weaknesses, and areas for improvement. Carried out, along with the Level & Step Review for the Management Path, the Peer Review sheds additional insight into employee performance and paints a broader picture of the managers'development.
  • To provide an additional layer of insight into employee performance, as well as a broader overall picture to be evaluated in the Level & Step Review.
  • Peer Reviewer: Completes questionnaire, feedback on Small Improvements.
  • Direct Manager: Chooses peer reviewer(s) and communicates results during Level & Step Review.
  • The Peer Review generates insights for best management practices and feedback to be used in the Level & Step Review.
  • To complete the Level & Step Review.


Performance Evaluation Framework Visualization


K-POC

Management Model Golden Rules

Our Management Model has some Golden Rules to ensure high-performance of our people. You can check them all HERE

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