Our generalized levels serve as
*guideposts; not exact requirements*. They’re meant to give insight to the skills and responsibilities that are typically needed to succeed at any given level.
Levels are spread across 3 core tracks:
|are individuals with technical expertise who are focused on growing and honing their skills, leading by example, and helping to develop their peers.
|are individuals with people development and leadership expertise who are focused on leading, developing, and effectively growing the team. They achieve goals through the work of others.
|are individuals with administrative or supervisory authority who are focused on the complete strategic direction and performance of the company.
<aside> <img src="/icons/thought-dialogue_yellow.svg" alt="/icons/thought-dialogue_yellow.svg" width="40px" /> Q: How is my level determined? A: ****Your demonstrated experience, combined with the scope of influence and ownership of the role you’re being hired (or moved) into help to determine your level. Below, is a breakdown of typical career phases, levels, & titles.
|Common roles / titles
|You may still be early on in your career and/or field. You are less focused on impacting the entire team and more focused on developing your own skills.
|You are more experienced and confident in your domain. You’re more likely to be owning projects independently and trusted to deliver with minimal oversight. You may gain your first direct report(s).
|You have broader influence outside of your direct team and projects. You’ve built strong internal partnerships and may be leading multiple projects. You likely manage several direct reports or are the primary leader for an MUI product.
|[X] Senior Manager
|You lead the work for a significant area and handle complex projects with overlapping organizational lines from start to finish. It is more likely that you will lead multiple teams.
|[X] Senior Director
|Your work and practices set the standard for and influence the company as a whole. You are accountable for designing and implementing successful cross-functional strategies.
<aside> <img src="/icons/thought-dialogue_yellow.svg" alt="/icons/thought-dialogue_yellow.svg" width="40px" /> Q: What skills and responsibilities are levels mapped against? A: We aspire to have tailored career ladders that identify required skills and responsibilities by function. In the meantime, we’ve taken a unified approach through the MUI Risers explained below.
The Risers are a tool for understanding possible career progression at MUI. They provide a clear structure of expected skills and behaviors for individuals across different functions and levels. They offer explainers and examples of performance standards, without being overly prescriptive.
The Risers are based on three universal categories of responsibility, which represent the key job requirements and performance dimensions that every MUIer must exhibit across any role at any level in order to achieve our ultimate success.
|What it means?
|Primarily, this category refers to an individual’s functional skills or domain expertise, and how they apply them in setting & achieving meaningful goals. It also captures an individual’s commitment to continuous development. Typically, as individuals achieve greater outcomes and growth, they advance in this category.
|Why it matters?
|Performing well as an individual is the foundation of performing well across other performance dimensions. Developing our individual skills and strengths drives deeper engagement and enhances our performance as a collective team.
|What it means?
|Primarily, this category focuses on an individual’s ability to effectively partner to multiply impact. It includes collaborating with and developing others to their higher potential. For example, by participating in mentoring, knowledge-sharing, communication, and relationship-building. Typically, as individuals exhibit greater influence and help to maximise team potential, they advance in this category.
|Why it matters?
|It’s possible for one individual to achieve 10 times more than another, but it’s very hard for a group of people to achieve 100 times more without tight coordination.