As a manager, I view it as my responsibility to provide every engineer with a realistic and achievable growth plan they can execute against. In that responsibility, I try to be fair and objective, ensuring each individual is being held to the same set of standards at each level of engineering growth. This objectivity is important in removing any potential bias from both promotion and compensation conversations. And because the growth of an engineer is a complex thing, I like to have a tool to utilize in that pursuit. I call that tool a “competency matrix.” At the beginning of…
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