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Individual Contributors Levels

Each Level and Step for Individual Contributors is evaluated based on well-defined criteria as shown below:

Levels Chart
IC Path	Description	Level 1	Level 2	Level 3	Level 4	Level 5	Level 6
Knowledge (application of the KAI)	Application	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.
	Focus	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.
Job Complexity (defined in the RACI)	Writing code
	Testing
	Debugging
	Observability
	Understanding code
	Software Architecture
	Security
	Process thinking	Understands their team's practices and processes. Follows the standard practices, procedures, and processes defined in the RACI.	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.	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.	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.	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.	Takes ownership and responsibility for organizational practices and processes and their continuous improvement. Acts as a spokesperson for Secure Group.
	Work Breakdown	Works on limited scope issues. Understands value of rightsizing tasks.	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.	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.	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.	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.	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.
	Prioritisation, dependencies	Acts according to task prioritisation.	Understands and acts according to task prioritisation. Notes dependencies.	Ensures tasks are prioritised correctly, and that dependencies are noted.	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.	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.	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.
	Dealing with ambiguity	Understands risks and chaos are part of the organization.	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.	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.	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.	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.	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.
	Realibility, delivery, accountability	Has daily conversation with the team about the progress of their work. Delivers on commitments with a sense of urgency.	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.	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.	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.	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.	Successfully manages organization-wide commitments, their progress, and deliverables. Ensures expectations across the organization and external stakeholders are clarified between all parties involved.
	Economic thinking	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.	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.	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.	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.	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.	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.
	Supervision	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.
Teamwork	Delivering feedback	You respond to requests. Understands how to deliver feedback in a useful manner.	You support colleagues. Delivers feedback to their teammates when applicable in a useful manner.	You actively engage with colleagues by providing constructive feedback and encourage collaboration. Delivers feedback to their team's business stakeholders when opportunities arise.	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. Facilitates the culture of delivering feedback across several teams as well as their respective business stakeholders. Actively demonstrates these behaviours.	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.
	Seeking and receiving feedback	Sometimes seeks out feedback from their teammates and manager and works to use feedback that they receive as a tool for growth.	Actively seeks out feedback from their teammates and manager and works to use feedback that they receive as a tool for growth.	Actively seeks out structured feedback from their teammates and manager and works to use feedback that they receive as a tool for growth.	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.	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.	Works across the organization to foster a culture of seeking out feedback and using it as a tool for growth. Actively demonstrates these behaviours.
	Effective communication	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.	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.	Communicates effectively, clearly, concisely in written and verbal form both technical and non-technical subjects, and in an audience-oriented way. Actively listens	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.	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.	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.
	Knowledge Sharing	Understands their area of work and shares their knowledge frequently with their teammates. Attends tech-sessions.	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.	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.	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.	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.	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.
		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 organizational processes from scratch in order for the teams to document them.
	Collaboration	When requested, helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Sometimes helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Consistently helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Consistently works across teams to help them resolve blockers, and complete work tasks. Ensures that credit is shared and given where due.	Consistently works across different teams to enable them to support each other. Ensures that credit is shared and given where due.	Consistently works across the organization to enable teams to support each other. Ensures that credit is shared and given where due.
	Handling change	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.	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	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.	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.	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.	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.
Informal Leadership	Decision making	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.
	Facilitation	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.
	Advisement
Strategy Involvement (Balanced ScoreCard)	Driving strategic alignment	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.
	SF Knowledge	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.
	Strategic work	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.
	Product Thinking	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.
		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.