|
|
|
|
|
|
by lsy
932 days ago
|
|
|
I don't know, to me this sort of makes sense. I agree with the underlying critique I've seen elsewhere that headcount alone is often considered sufficient cause for promotion in tech — rather than what was created with that headcount. But I also see why a company might have a tough time promoting someone to "Director" who manages seven reports, regardless of their impact on the company. Ostensibly they want someone at that level to be capable of a certain amount of management that goes beyond 1:1s and into value-setting and overall strategy, so that when they want to laterally transfer they can take a director position on another project. And it's pretty hard to prove that with seven reports. The general reaction here is that Copilot made a lot of money etc, so Director is commensurately well-compensated. But probably companies should just be better about rewarding people for work within their current role rather than giving folks senior management titles and responsibilities merely for working on hit projects. |
|
|
100% - frequently, my only path to giving someone a significant raise is via promotion. They may not want the next title, they may not want to manage, but I’ve often been constrained in being able to offer a better IC title, or to just pay a high performing Senior more.
It was a point of emphasis for me in my last search - commitment to, and belief in, IC tracks.