Framework to measure individual performance
PS: This content is generated with the help of AI to document my thought process and future reference.
As an engineering manager, evaluating individuals for adjustment (performance improvement) or promotion requires a structured, fair, and data-informed approach. Top-performing managers generally focus on three pillars: performance, behavior, and growth potential—supported by clear frameworks, regular feedback, and collaborative input.
Strategy of adjustment or promotion
1. Use a Competency or Career Framework
Most successful orgs (e.g., Google, Stripe, Netflix) use role-leveling rubrics that cover multiple dimensions:
| Area | Example Criteria |
|---|---|
| Technical Execution | Code quality, delivery speed, systems thinking |
| Ownership | Reliability, follow-through, accountability |
| Collaboration | Communication, mentorship, feedback loops |
| Leadership | Initiative, scope of influence, autonomy |
| Impact | Business value, customer success, outcomes delivered |
📌 Tip: Use internal career ladders (e.g., StaffEng, Radford) or adapt public ones like:
2. Gather 360-Degree Feedback
Top managers often gather input from:
- Peers – Collaboration, team contribution
- Tech Leads – Engineering quality, autonomy
- PMs/Designers – Product thinking, delivery
- Self – Reflection and growth signals
🔁 Use tools like:
- Lattice, CultureAmp, 15Five, or Small Improvements
- Even structured Google Forms for feedback if you’re on a budget
3. Use Regular Calibration & Performance Reviews
Hold biannual or quarterly calibrations with other managers and HR to ensure consistency across teams.
Track performance over time:
- Has the engineer consistently met, exceeded, or underperformed relative to their level?
- Are they operating at the next level already (for promotions)?
- Have you addressed performance gaps with clear feedback and opportunities to improve?
4. Maintain a Growth or Performance Journal
Keep lightweight records throughout the quarter:
- Wins and misses
- Feedback given
- Behaviors shown during crisis, delivery, or ambiguity
This helps reduce recency bias and builds a fair narrative.
5. Watch for Promotion Readiness vs. Performance Excellence
Promotion isn’t just about doing your current role well — it’s about demonstrating sustained impact at the next level.
| Situation | Promotion Criteria |
|---|---|
| Senior to Staff | Org-level influence, owning cross-team architecture |
| Mid to Senior | Consistent delivery, mentoring others, owning end-to-end features |
| Adjustment Need | Repeated missed expectations, unclear ownership, low impact |
Tools
| Tool | Purpose |
|---|---|
| Lattice / CultureAmp | Reviews, goals, feedback |
| 15Five | Continuous check-ins, recognition |
| Notion / Confluence | Growth plans, documentation |
| Asana / Jira | Delivery tracking |
| GitHub / Linear | Engineering velocity, PR quality |
| 1:1 Docs | Performance conversations and alignment |
Summary: Promotion & Adjustment Strategy
- Use clear rubrics tied to levels
- Track impact + behavior, not just output
- Feedback early and often
- Promote based on readiness, not time served
- Calibrate across orgs for fairness