Growth and progression

At Redivis, we want to give each employee ample opportunity to grow their impact and scope of work within the company, and to advance in their careers. Our progression system helps give employees role clarity and a process to engage in regular feedback, performance reviews and promotion opportunities.

Throughout Redivis, we categorize roles into one of two tracks, that focus on either individual contribution or people management. Every department – Engineering, Design, Product, Operations, and Business – defines its own set of roles and levels (each tied to a salary tier), and allows employees to progress to higher levels via promotion by their manager. New employees (we're hiring!) may start at any level, depending on their experience, and join everyone in engaging with our review process to assess performance in their role, discuss their potential to advance or shift positions, and articulate their career aspirations.

Tracks

Entry-level roles at Redivis focus on individual contribution, while more senior employees are expected to step into a leadership role, whether they continue to follow an IC path or take on people management. The track placement will be informed by what desired skills someone would like to focus on, and what opportunities are available within the company. Switching tracks is possible and anticipated. A general example track is shown here:

Level	Individual Contributor	Manager
1	Junior	-
2	Intermediate	-
3	Advanced	-
4	Senior	Manager
5	Staff	Senior Manager
6	Principal	Director
7	Distinguished	VP

Individual Contributor (+ Team Lead)

An individual contributor is responsible for executing on projects. Executes on and supports teammates in completing project tasks efficiently. Mentors teammates and evaluates others' work. Specializes and grows their core department skillset to contribute deep expertise and thought leadership to their team. Submits work to the team lead. Evangelizes technologies, tools, and processes used within department.

At higher levels, a Team Lead manages projects and decides when an output is completed to the appropriate standard. They advise others on improving the quality of their work, set the high level vision for work being done, and create processes for how projects will be successfully completed at a high standard.

Manager

In addition to any IC or team lead responsibilities, which will fade over time

A manager is responsible for others' performance and growth. Completes performance reviews that evaluate their reports' growth and contributions to the team, department, and broader company. Mediates any issues the report is having with their role or with their teammates. Supports reports' career navigation via 1:1's, and quarterly check-ins. Decides when reports get promoted or need to improve. Sets the high level context and opportunity for reports, driving vision and processes for how everyone will successfully work together.

Promotion

Our company's Growth Policies define our general process for career advancement.

The individual, their manager, and broader team all participate in collecting evidence of an individual's progression via:

• 1:1 conversations between manager and individual

• Feedback from peers and other teams

• Self-evaluation and manager -> report reviews

Identifying your own strengths and weaknesses is important in developing a sense of which progression (IC or manager) and which role might be right for you, and a great starting point for conversations with your peers and manager about how to improve on your weaknesses and/or lean into your strengths.

A manager may promote an individual (report) to the next level if that individual is performing consistently at that next level for several months. If you index lower (or higher) in certain skill areas highlighted in your role, that doesn't preclude you from advancement in a given progression, but is a great point of discussion with your manager.

Reviews

In addition to regular ~weekly check-ins, employees meet with their manager every 3 months to continue a more formal discussion of success in their current role and potential for advancement.

Every other (January & July) manager <-> report meeting is focused on the report's career growth, external training, time off, and team dynamics.

Performance reviews, which involve broader collection and evaluation of evidence of a report's progression and provide opportunities for promotion, occur twice a year (April & October).