1. Introduction
Job levels are a central component of a mature job architecture. They provide a structured view of progression within job families, helping organizations clarify expectations, support career development, and maintain consistency in titles and responsibilities. As presented on page 1 of the document, the job-leveling framework sits alongside job grades and helps both employees and managers navigate growth paths.
2. Purpose of Job Levels
According to page 2, job levels serve several important functions once job grades have been established through job evaluation:
They create a career development framework that clarifies what is expected at various stages of a role.
They help employees understand how they can grow within the same job family, not only through promotions to new roles.
When communicated well, job levels enhance transparency, motivation, and engagement by offering visible pathways for advancement.
The document highlights how levels complement job grades by giving structure to development, mobility, and expectations.
3. When Job Levels Are Appropriate
Page 3 outlines the conditions under which it is suitable—or not suitable—to implement job levels.
Suitable conditions
Organizations benefit from job levels when:
The workforce is large or growing
Clear internal career paths are needed
There are recurring roles within common job families
They want to reduce title inflation or inconsistencies
Unsuitable conditions
Job levels may not be appropriate if:
The organization is too small or flat
Roles change rapidly and are highly dynamic
There is little differentiation in role complexity
Levels cannot be tied to meaningful development opportunities
This distinction helps organizations assess whether job levels will provide value or create unnecessary complexity.
4. Organizational Fit and Readiness
On page 4, several reflective questions help determine if the organization is ready for a job-leveling framework. These include:
What are the primary workforce goals—clarity, fairness, mobility, or growth?
Is the organization expecting expansion in specific functions?
Do current job titles include roles with significant variation in complexity or scope?
Are employees aware of how they can advance within their roles?
Do managers have consistent methods for evaluating and discussing career progression?
Are there challenges related to pay equity or title inflation?
Is leadership committed to enabling this change?
These questions ensure that job levels are implemented in a way that aligns with organizational strategy, culture, and capability.
5. Sample Leveling Structure
The table on page 5 illustrates a nine-level sample structure, ranging from entry-level to executive leadership. It includes labels, common job titles, and scope descriptions:
1. Entry-Level / Associate
Example titles: Associate Analyst, Junior Developer, Sales Trainee
Scope: New to the profession, works under close supervision, building foundational skills.
2. Intermediate / Professional
Example titles: Analyst, Developer, Sales Executive
Scope: Fully competent in role, independent in routine tasks, may mentor junior staff.
3. Senior / Advanced Professional
Example titles: Senior Analyst, Senior Engineer, Account Manager
Scope: Recognized expert, solves complex problems, leads projects or initiatives.
4. Lead / Specialist
Example titles: Lead Engineer, Solutions Architect, HR Business Partner
Scope: Deep subject-matter expertise, influences function-level strategy, may lead indirectly.
5. Manager
Example titles: Team Manager, Sales Manager, Finance Manager
Scope: Manages people and/or resources, accountable for team results.
6. Senior Manager / Department Head
Example titles: Senior Manager, Regional Manager
Scope: Leads multiple teams or functions, responsible for operational and strategic impact.
7. Director
Example titles: Director of Marketing, Engineering Director
Scope: Leads a significant business area, accountable for strategic planning and major outcomes.
8. Senior Director / VP
Example titles: VP of Sales, Head of Product
Scope: Executive leader, oversees function-level performance, influences enterprise decisions.
9. SVP / Executive Leadership
Example titles: SVP, CHRO, CTO
Scope: Member of executive team, shapes overall business strategy, enterprise-wide accountability.
This sample framework illustrates how job levels can align with job families across an organization and support both vertical and lateral career development.
6. Summary
The Job Architecture – Job Levels document outlines a clear and practical approach to defining job levels within a role framework. It explains the purpose of job levels, the conditions under which they add organizational value, and how to assess readiness for implementation. The provided sample leveling structure demonstrates how expectations, competencies, and responsibilities expand from entry-level roles to executive leadership.
Job levels bring clarity, consistency, and fairness to talent development and help employees understand how they can progress, even within a single job family.