The People Ladder is the framework that describes the professional growth path of people working within Agile Lab’s People Team.

Its purpose is to make professional development criteria clear and transparent, providing each person with a shared understanding of the skills, behaviours and impact expected at the different seniority levels.

Professional growth is not measured solely through the activities performed or the years of experience gained, but above all through the ability to generate value for people, the team and the organisation, while acting consistently with Agile Lab’s values and culture.

The People Ladder therefore serves as a guidance and development tool that helps each person to:

understand the expectations associated with their level;
identify areas for growth and opportunities for improvement;
build a conscious and sustainable professional path over time;
prepare transparently for the next steps in their career.

People Ladder structure

The People Ladder consists of seven progressive levels of professional growth. After a common entry level, the career path develops across two areas of specialisation: People Administration & Recruiting and People Care.

Each level explicitly describes the expected skills, responsibilities, autonomy and impact, providing clear guidance for professional growth.

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Within the People Team, professional growth can develop through different specialisation paths, each characterised by specific skills, activities and areas of responsibility.

Choosing a specialisation does not determine the value of a professional path, but simply reflects the different contribution that each role makes to the organisation. Both specialisations share the same principles, values and expectations in terms of impact, collaboration and professional growth.

Although the two specialisations involve the development of different skills, they both contribute to the same objective: creating an effective and sustainable work environment that is consistent with Agile Lab’s values.

For this reason, regardless of the chosen specialisation, everyone in the People Team shares a common foundation of interpersonal skills, accountability, collaboration and care for people, which forms the basis of the People profession within the company.

The People Ladder is reviewed periodically to ensure that it remains aligned with the evolution of the People Team, the organisation and the skills required by the market.

Professional growth and Organisational roles

The People Ladder is independent of self-management roles and the organisational responsibilities temporarily held within the company.

Organisational roles exist to address the organisation’s needs and may evolve over time. The People Ladder, on the other hand, represents each person’s professional development path and recognises their growth independently of the organisational role they hold at any given time.

This means that professional development and skills growth do not depend solely on being assigned specific roles, but on the ability to consistently demonstrate the skills, behaviours and impact required at the next level over time.

The growth dimensions

Professional growth within the People Team is assessed across four complementary dimensions, which together describe a person’s contribution to the organisation.

Each level of the People Ladder defines progressively higher expectations in each of these areas.

The objective is not to develop only one dimension, but to build a balanced professional profile over time, capable of combining skills, results, impact and interpersonal capabilities.

The four dimensions of the People Ladder are:

DEX – Technical Skill
STR – Get Stuff Done
WIS - Impact
CHA – Communication & Leadership

DEX | Technical Skill

The Technical Skill dimension concerns the mastery of the professional knowledge and skills required for one’s role. It includes the ability to correctly apply tools, processes, regulations and methodologies, as well as the willingness to continuously develop one’s knowledge in order to maintain a high level of expertise. As a person progresses professionally, not only does their level of specialisation increase, but so does their ability to share knowledge, contribute to improving existing practices and become a point of reference for other team members.

STR | Get Stuff Done

The Get Stuff Done dimension measures the ability to turn objectives and responsibilities into tangible results. It includes work organisation, reliability, the ability to prioritise activities and complete them in line with the expected timelines and quality standards. At higher levels, this dimension also includes the ability to coordinate more complex initiatives, streamline processes and ensure the team’s operational effectiveness.

WIS | Impact

The Impact dimension assesses the value generated through one’s work and the positive effects that one’s actions have on people, the team and the organisation. It does not focus on what is done, but on the results achieved and the change generated. As seniority increases, so does the expectation to contribute to increasingly strategic initiatives, influencing processes, decisions and ways of working with tangible and lasting effects.

CHA | Communication & Leadership

The Communication & Leadership dimension concerns the ability to build effective relationships, foster collaboration and positively influence people through consistent and responsible behaviours. Leadership is not understood solely as managing a team or holding a coordination role, but as the ability to build trust, facilitate open discussion, lead by example and contribute to the growth of others. As seniority increases, so does the expectation to become a point of reference for the team, promoting clear, inclusive and constructive communication.

How the four dimensions evolve

The expectations associated with each dimension are cumulative: each level includes and consolidates the expectations set out for the previous levels.

At the initial levels, greater emphasis is placed on professional skills (DEX) and execution capabilities (STR). As seniority increases, the ability to generate impact (WIS) and positively influence people and the organisation through communication and leadership (CHA) become progressively more important.

For this reason, professional growth does not depend on excellence in a single dimension, but on the ability to develop all the areas required for the next level over time.

Human Key Soft Skills

The Human Key Soft Skills form the foundation of the work carried out within the People Team and provide a common basis for all roles and specialisations within the People Ladder.

Working in the People field means engaging every day with people, needs, expectations and often complex situations. For this reason, technical skills alone are not enough: it is essential to develop a strong ability to understand others, build relationships based on trust, and act with accountability, balance and sensitivity.

Human Key Soft Skills are required from the People Rookie level onwards and support the entire professional growth path. As seniority increases, so does the ability to apply them in increasingly complex contexts, supporting people, teams and the organisation throughout the different stages of their development.

The main soft skills that characterise the People Team include:

Empathy, to understand people’s needs and perspectives with openness and respect;
Active listening, to foster dialogue, gather feedback and build relationships based on trust;
Effective communication, to convey messages clearly, transparently and appropriately for the context;
Resilience, to deal with complex situations or change while maintaining balance and professionalism;
Problem solving, to identify practical and sustainable solutions to the needs of the organisation and its people;
Flexibility and adaptability, to work effectively in dynamic and constantly evolving environments;
Organisational skills, to manage different activities, priorities and stakeholders in a structured and effective way.

These skills are complemented by a strong focus on professional ethics, respect for the confidentiality of the information handled, and an ongoing commitment to promoting a culture based on diversity, equity and inclusion.

Values and Culture

Professional growth within the People Team does not depend solely on skills, results achieved or experience gained. An equally fundamental element is the ability to act consistently with Agile Lab’s values, principles and culture. For this reason, cultural alignment is a prerequisite for growth along the People Ladder and is considered throughout every stage of the professional development path, regardless of seniority level.

People Team members play a particularly significant role in promoting and safeguarding the company culture. Through their work, daily decisions and the relationships they build with colleagues and stakeholders, they contribute to shaping the work experience of Agilers.

Alignment with company values is not measured through statements of principle, but through concrete and observable behaviours.

Every People Team member is expected to actively contribute to the organisation’s growth by adopting behaviours consistent with Agile Lab’s culture, including:

Practising Self Management, being prepared and taking a proactive approach to improving the organisation.
Prioritising participation in Tactical and Governance meetings.
Completing 360° reviews promptly.
Holding regular one-to-one meetings.
Participating in internal surveys.

At higher levels, these behaviours become even more crucial in setting a positive example and demonstrating leadership through one’s actions.

General Ladder principles

The People Ladder defines a professional growth path based on skills, behaviours, impact and contribution to the organisation.

The following principles guide the entire framework and apply to all levels and specialisations within the People Team.

Expectations are cumulative Each level includes and consolidates the skills, behaviours and responsibilities of the previous levels.
Growth is based on evidence, not potential Promotions recognise skills, results and impact that have already been demonstrated over time, rather than growth potential alone.
Growth requires consistency To progress to the next level, a person must consistently meet the expectations of the new level for a continuous period, generally between 6 and 12 months.
Growth occurs one level at a time Progression by two or more levels within the same promotion process is not permitted. Each progression requires concrete evidence that the person meets the expectations of the next level.
Impact increases with seniority At the initial levels, greater emphasis is placed on professional skills (DEX) and execution (STR). As seniority increases, the importance of organisational impact (WIS), communication and leadership (CHA) progressively increases.
Not all dimensions develop at the same pace Each person may develop the different areas of expertise at a different pace. However, to progress to higher levels, an appropriate level of maturity must be achieved across all the dimensions included in the Ladder.
Promotion must be sustainable for both the person and the organisation Professional growth requires both the demonstration of the expectations of the next level and the availability of opportunities aligned with the organisation’s needs.
The Career Ladder is independent of organisational roles The People Ladder describes a person’s professional growth and does not necessarily correspond to the coordination or self-management roles within the organisation.
Leadership does not replace professional expertise People holding coordination roles remain subject to the same professional expectations associated with their level, in addition to their leadership and people development responsibilities.
Some levels require specific leadership experience To progress to the highest levels of the People Ladder, such as HR Lead or People Care Lead roles, positive and concrete experience in leading teams, initiatives or organisational sub-circles is required.
Career paths can be personalised Some expectations may vary depending on the specialisation, responsibilities held and operational context. The Coach and Team Member jointly define the development priorities and the skills most relevant to the role.
Progression is not automatic Length of service and years of experience provide useful context, but do not automatically result in a promotion.
Cultural alignment is an essential requirement Professional growth requires behaviours that are consistent with Agile Lab’s values and culture, in addition to meeting the professional expectations associated with the level.
Growth is a shared responsibility Professional development results from collaboration between the person, the Coach and the organisation. Each party plays an active role in making the growth path transparent and sustainable.
Professional growth applies to employees included in the framework The People Ladder applies to the employment arrangements covered by the company’s professional growth framework (EMP1, EMP2 and EMP3). External consultants and contractors working through other organisations are not included in the Career Ladder progression process.
Previous experience does not replace internal growth The level assigned during the hiring process represents the person’s entry point into the Ladder. To progress to the next level, the person must demonstrate the relevant expectations within the Agile Lab context, regardless of their previous experience.
Each level is associated with a salary range Each People Ladder level corresponds to a reference salary range. Salary growth may continue even without a promotion, within the limits established for the person’s current level.
Some levels require specific contractual conditions Specific contractual conditions may be required to progress to certain positions involving greater organisational responsibility and seniority. Roles above HR 3 and People Care 3 must have an EMP1 contract.

Professional growth path and promotion application

Professional growth within the People Ladder is built over time through day-by-day work, regular discussions with the Coach and the progressive development of the skills required at the next level.

A promotion formalises a path that has already been consolidated: to apply, the person must provide concrete evidence that they have been consistently operating in line with the expectations of the target level.

Discussing growth regularly with the Coach

Professional growth should be a recurring topic during one-to-one meetings with the Coach and should not be limited to the period immediately preceding an application.

During these discussions, the person and the Coach:

analyse the expectations of the current and next levels;
identify strengths and areas for improvement;
define the most relevant development priorities based on the person’s specialisation and role;
identify concrete opportunities to develop the required skills;
periodically review the progress made.

The person remains at the centre of their own development, while the Coach provides feedback, guidance and transparency regarding their progress.

Developing and demonstrating the skills required at the next level

Throughout their professional growth path, the person must have the opportunity to take on activities, projects and responsibilities aligned with the target level.

Growth may be demonstrated through:

results achieved;
projects and initiatives carried out;
increased autonomy in managing work;
the ability to deal with complex situations;
improvements introduced to processes;
feedback received from colleagues and stakeholders;
the impact generated for people, the People Team and the organisation.

The evidence must demonstrate not only the activities carried out, but above all the person’s individual contribution, the results achieved and the value generated.

Assessing readiness

When the person believes they are ready for the next level, they begin a specific discussion with the Coach to assess their readiness.

The assessment considers:

whether the expectations of the target level have been met;
the consistency with which the required skills and behaviours have been demonstrated;
the impact generated within the person’s area of responsibility;
alignment with the company’s values and culture;
the strength and quality of the available evidence;
the ability to operate consistently at the next level for at least 6 to 12 months.

The Coach provides a transparent assessment, highlighting the areas that have already been consolidated and any gaps that still need to be addressed. If the person is ready, the Coach supports them in starting the application process. If the person’s development path is not yet sufficiently mature, the person and the Coach define the actions and opportunities needed to continue progressing.

Confirming whether the application can be started

Before the application is formally submitted, the Coach checks with the HR Director whether opportunities are available that are aligned with the next level and the organisation’s needs.

Meeting the Ladder requirements is necessary to apply, but the promotion must also be sustainable from an organisational perspective.

If there are multiple applications for a limited number of opportunities, the organisation establishes priorities based on its needs and the maturity of the development paths presented.

Preparing the evidence

The person collects and organises the evidence demonstrating that they meet the expectations of the target level, with the support of the Coach.

The main document supporting the application is the Brag File, which must clearly and concisely present:

the most significant results;
the person’s individual contribution to the initiatives described;
the impact generated;
the link to the dimensions and expectations of the People Ladder;
any feedback or additional information that may support the assessment.

The Coach helps the person select the most relevant evidence, distinguish the activities carried out from the impact generated, and identify any aspects that may require further investigation.

Submitting the application

Once the readiness assessment has been completed and the documentation prepared, the person may formally submit their application.

The application must include at least:

the target level;
a brief explanation of the reasons for applying;
a summary of the professional growth path completed;
the Brag File;
any supporting documentation required by the process.

At this point, the Promotion Committee is established and the pitch is organised in accordance with the procedures and timelines set out in the chapter dedicated to the promotion process.

The role of the Coach

The Coach supports the person throughout their professional growth path, helping them understand the expectations of the People Ladder, recognise the progress they have made and clearly identify the areas they need to work on.

The Coach’s role is not to independently decide on a promotion or submit the application on the person’s behalf. Instead, the Coach is responsible for providing continuous, transparent and practical guidance, ensuring that every decision concerning the person’s growth path is informed and supported by evidence.

An ongoing relationship

Discussions about professional growth should not begin only when an application is approaching, but should be an integral part of the relationship between the person and the Coach.

During one-to-one meetings, the Coach and the person should regularly discuss:

the expectations associated with the current and next levels;
skills that have already been consolidated;
results achieved and impact generated;
feedback received from colleagues and stakeholders;
areas for improvement;
opportunities to develop new skills;
progress made towards the agreed objectives.

Discussing growth does not necessarily mean that a person is close to a promotion. The Coach must therefore manage expectations clearly, distinguishing the normal development path from the readiness required to apply for the next level.

The Coach’s responsibilities

The Coach supports professional growth through listening, observation, discussion and guidance. In particular, the Coach is responsible for:

understanding the expectations set out in the People Ladder;
providing regular, timely feedback based on observable behaviours and evidence;
helping the person recognise their strengths and areas for improvement;
working with the person to define clear and realistic development objectives;
identifying concrete opportunities to practise the skills that need to be developed;
reviewing progress over time;
being transparent about readiness for the next level;
supporting the preparation of the Brag File and any other materials required for the application;
supporting the person throughout the promotion process, without taking over their individual responsibility.

Transparency and expectation management

Transparency is one of the most important elements of the coaching relationship.

If a person is not yet ready to apply, the Coach must communicate this clearly, explaining which expectations have not yet been fully demonstrated and which actions may help address the identified gaps.

Similarly, if a person has been consistently operating in line with the expectations of the next level but does not feel sufficiently confident to apply, the Coach should help them recognise the value of the progress they have made and encourage them to make an informed decision about applying.

The Coach must therefore avoid both supporting premature applications and delaying, without a clear reason, the progress of people who have presented strong and consistent evidence.

The Coach’s role in the promotion process

When a person expresses their intention to apply, the Coach supports them in assessing their readiness and preparing for the process.

At this stage, the Coach:

reviews with the person how the evidence collected corresponds to the expectations of the target level;
provides a transparent perspective on any areas that still need to be consolidated;
supports the selection of the most significant evidence;
helps create a clear, concise Brag File focused on impact;
prepares the person for the discussion with the Promotion Committee;
contributes to the assessment in accordance with the promotion process.

The Coach’s support does not guarantee that the application will be successful. The final decision rests with the Promotion Committee and is based on an overall assessment of the evidence presented and the expectations associated with the target level.

Coaching and individual responsibility

The Coach facilitates the growth path but is not solely responsible for it.

Each person remains at the centre of their own professional development and is expected to:

ask for feedback;
reflect on their areas for growth;
agree on and pursue development objectives;
seek opportunities to take on more complex responsibilities;
collect evidence of the results achieved and the impact generated;
communicate their professional aspirations clearly;
make an informed decision about when to submit their application.

Professional growth therefore results from collaboration between the person, the Coach and the organisation. The Coach provides support, feedback and guidance, while the person remains responsible for their choices and the path they undertake.

Coach assignment

As a general rule, the Coach role is held by the Project Manager or the person’s main point of contact. When necessary, coaching responsibility may be assigned to another suitable team member to ensure continuity, quality and appropriateness throughout the professional development process.

The assignment should take into account the possibility of building a stable coaching relationship over time and the Coach’s ability to observe the person’s work, provide relevant feedback and offer practical support for their development.

A role of responsibility

The Coach has a significant responsibility in making the growth path clear, fair and sustainable. Effective coaching enables the person to understand their current positioning, recognise the results they have already consolidated and identify the areas on which they should focus. It also reduces the risk of premature applications, unrealistic expectations or failure to recognise readiness that has already been achieved.

The Coach’s objective is not to sponsor a promotion, but to help the person build a strong, informed path that is consistent with the expectations of the People Ladder and the organisation’s needs.

The Brag File

The Brag File is the document through which the person presents the Promotion Committee with the main evidence of their professional growth path and demonstrates that they have already been operating consistently in line with the expectations of the level for which they are applying.

Not all Committee members are directly familiar with the person’s activities, the context in which they have worked or the results they have helped achieve. The purpose of the Brag File is therefore to provide a clear, comprehensive and verifiable account of the value generated over time.

It is not simply a list of activities, nor is it a self-referential document. Its purpose is to connect concrete experiences and results to the skills, behaviours and impact required at the target level.

Purpose

The Brag File enables the person to:

consciously review their professional growth path;
demonstrate that they meet the expectations of the target level;
make visible results that may not be known to all Committee members;
highlight the impact generated for people, the team, processes and the organisation;
provide the Promotion Committee with the information needed to prepare for the discussion;
identify any areas that have not yet been fully consolidated or are difficult to document.

Preparing the document is therefore not only a stage in the promotion process, but also an opportunity to reflect on one’s professional development.

What it must demonstrate

The Brag File must demonstrate that the person has been operating consistently in line with the expectations of the target level for a period generally ranging from 6 to 12 months.

The evidence presented must be linked to the People Ladder dimensions:

DEX | Technical Skill, to demonstrate consolidated professional and specialist skills;
STR | Get Stuff Done, to highlight the ability to organise work and turn objectives and responsibilities into tangible results;
WIS | Impact, to show the value and changes generated through the person’s contribution;
CHA | Communication & Leadership, to document the ability to build relationships, facilitate collaboration and positively influence people and the organisation.

The document should also highlight how the person’s behaviours are aligned with the People Team’s values, culture and Human Key Soft Skills.

Evidence to include

The evidence must be concrete, relevant and, where possible, verifiable. It may include, for example:

projects or initiatives managed;
objectives achieved;
processes created, improved or streamlined;
complex problems addressed and resolved;
quantitative or qualitative results achieved;
feedback received from colleagues and stakeholders;
contributions to the growth of the People Team;
improvements to the Agiler experience;
knowledge-sharing activities;
situations in which autonomy, accountability or leadership were demonstrated;
contributions to the organisation’s culture and evolution.

It is not necessary to document every activity carried out. It is preferable to select the most significant experiences that are directly linked to the expectations of the target level.

Focusing on impact

The Brag File must focus primarily on the results and impact generated, rather than solely on the actions carried out.

For example, the statement: “I created a new process for managing People requests.” describes an activity but does not clarify the value generated. A more complete piece of evidence could be phrased as follows: “I designed and introduced a new process for managing People requests, reducing manual steps, clarifying responsibilities and improving request traceability. The process was adopted by the team and made activity management simpler and more consistent.”

Where possible, each piece of evidence should answer four questions:

What was the context or need?
What contribution did the person make?
What result was achieved?
What impact did the result generate?

For higher levels, it is particularly important to demonstrate an impact that extends beyond the individual contribution and generates positive effects for the team, processes or the entire organisation.

Document structure

The Brag File must be self-explanatory, concise and easy to navigate, including for those who are not directly familiar with the person’s work.

It may be organised according to the following structure:

Introduction and target level A brief introduction to the person’s professional path and the level for which they are applying.
Readiness summary An overview of the reasons why the person believes they are already operating in line with the expectations of the target level.
Evidence for each dimension The main results and examples relating to DEX, STR, WIS and CHA.
Impact generated A summary of the benefits generated for people, the People Team and the organisation.
Reflection on the professional growth path The main lessons learned, the skills consolidated and any areas on which the person should continue working.

The structure may be adapted to the person’s specialisation, role and application, provided that the link between the evidence presented and the expectations of the target level remains clear.

Formal requirements

The Brag File:

must not exceed 8 to 10 pages or slides;
must be understandable without an oral explanation;
must be suitable for sharing with all Promotion Committee members;
must be sent to the Committee at least one week before the pitch;
must require a proportionate level of effort, generally no more than 40 working hours;
may be prepared during working hours, as it is an integral part of the professional growth path;
must be tracked under the People Growth project in Elapseit.

Being concise is an essential requirement of the document. The objective is not to collect everything that has been done, but to clearly select and present the evidence that best demonstrates readiness for the next level.

Support from the Coach

The person remains responsible for preparing their Brag File but can rely on the Coach’s support throughout the process.

The Coach helps to:

correctly interpret the expectations of the target level;
identify the most relevant evidence;
distinguish the activities carried out from the impact generated;
assess the clarity and completeness of the document;
identify any areas that have not yet been sufficiently demonstrated;
prepare the person for questions from the Promotion Committee.

The Coach must not write the document on the person’s behalf or simply provide formal approval. Their contribution consists of offering feedback, guidance and a transparent perspective on the strength of the evidence collected.

Skills that cannot be documented

Not all People Ladder expectations can be demonstrated through documents, metrics or results that can be easily represented.

Some skills may emerge through:

the Coach’s ongoing observation;
feedback from colleagues and stakeholders;
a supporting letter prepared by the Coach;
the discussion during the pitch;
specific questions asked by the Promotion Committee.

When a skill cannot be documented directly, this should be stated transparently, specifying how it can be explored or verified during the assessment process.

A tool for transparency

The Brag File makes the promotion process more transparent, fair and understandable because it enables the assessment to be based on shared evidence rather than solely on direct knowledge, individual visibility or general perceptions.

At the same time, it helps the person develop greater awareness of the results achieved, the skills consolidated and the areas requiring further development.

The value of the Brag File does not depend on the number of activities described, but on its ability to demonstrate clearly and concretely professional growth that is consistent over time, aligned with the target level and meaningful to Agile Lab.

Promotion process and Follow-up

The promotion process aims to verify, through a structured and evidence-based discussion, that the person has already been operating consistently in line with the expectations of the next level.

A promotion does not depend on the assessment of a single person. The decision is entrusted to a Promotion Committee composed of people who are able to observe and assess the different dimensions of the People Ladder. This approach distributes responsibility for the decision, values different perspectives and reduces the risk of partial assessments or assessments influenced by individual bias.

Timeline

The pitch may be organised at the beginning of each quarter, within the designated presentation window.

The application must be submitted at least one month before the period in which the person intends to deliver the pitch. For example, to participate in the window scheduled for the beginning of April, the application must be submitted by the end of February.

The final Brag File must be shared with all Promotion Committee members at least one week before the pitch, so that each member can:

review the evidence presented;
verify its alignment with the expectations of the target level;
identify areas requiring further discussion;
prepare any questions.

The period between the application and the pitch is therefore used to complete the documentation, establish the Committee and allow its members to review the materials.

Composition of the Promotion Committee

The Promotion Committee brings together people with different perspectives and responsibilities to ensure a collective assessment of the four dimensions of the People Ladder.

The Committee consists of:

the HR Director;
two members selected by the HR Director, each holding a level at least equivalent to Level 3 of the People Ladder;
the Coach of the person applying;
the Lead Link of the person applying, or a higher-level Lead Link;
two current or former team members selected by the person applying.

If two members who have reached at least Level 3 of the People Ladder are not available, people from other Career Ladders may be involved, provided that they have an appropriate level of seniority, generally at least Level 3 or 4 of their respective Ladder.

If the person applying is unable to identify two current or former members of their team, they must explain the reason. Being unable to select them does not automatically prevent the application from proceeding.

The participation of people who have worked directly with the person applying enables the Committee to supplement the documentation presented with observations based on shared working experience.

Organisation of the process

When the person and the Coach believe that the application is ready, the Coach begins establishing the Promotion Committee.

In particular, the Coach:

contacts the People Lead Link and the other people identified for the Committee;
shares the application and the available documentation;
includes the person applying;
involves the two current or former team members selected by the person;
collects the participants’ availability;
schedules the pitch in accordance with the established timeline.

The Coach also prepares a supporting letter to provide the Committee with a contextualised assessment of the person’s professional growth path. The letter may describe the consistency of the performance observed, the expectations already demonstrated and the skills that are difficult to represent in the Brag File.

The pitch

The pitch is a peer-to-peer meeting and should not be regarded as an examination or a selection interview.

During the meeting, the person presents their growth path, the most significant evidence and the impact generated in relation to the expectations of the target level.

The Promotion Committee may ask questions concerning:

the content of the Brag File;
the person’s individual contribution to the results presented;
the skills required at the target level;
aspects that cannot be easily documented;
any points that are not sufficiently clear.

Assessment of the Ladder dimensions

At the end of the pitch, the Committee assesses the person’s readiness against the four dimensions of the People Ladder.

The assessments are carried out with the involvement of the people best qualified to evaluate each area:

DEX | Technical Skill: the Coach and two members holding a level at least equivalent to Level 3 of the People Ladder;
STR | Get Stuff Done: the Coach and two current or former team members;
WIS | Impact: the Coach and the Coach’s Lead Link;
CHA | Communication & Leadership: the Coach, the Coach’s Lead Link and one current or former team member.

Recognition of each dimension requires the unanimous agreement of the people involved in the relevant assessment.

The promotion is approved when the expectations of all four dimensions are met, together with any cultural, organisational and contractual requirements associated with the target level.

When a Committee member does not have sufficient information to provide a well-founded assessment, they should state this clearly and avoid drawing conclusions based on general perceptions or limited knowledge of the person’s work.

The outcome is communicated at the end of the pitch, together with the main reasons for the decision.

Positive outcome

If the outcome is positive, the promotion formally recognises that the person has already been operating consistently in line with the expectations of the new level.

Following approval, the necessary steps are initiated to:

formalise the new level in the People Ladder;
define the effective date of the promotion;
assess any salary adjustment;
update the relevant company systems and documentation;
inform the people involved in the process.

Any salary adjustment is defined in line with the salary range associated with the new level and the company’s salary review process.

The promotion does not conclude the person’s development path. The new level becomes the reference point for future expectations and for defining subsequent growth objectives.

Non-positive outcome

If the application does not result in a promotion, the person must receive clear and detailed feedback directly linked to the expectations of the target level.

The feedback must indicate:

which dimensions have already been adequately demonstrated;
which expectations have not yet been fully consolidated;
which evidence was considered insufficient or unclear;
which behaviours, skills or results require further development;
which priorities should guide the next stage of the person’s growth path.

A non-positive outcome is not an overall judgement of the person or the value of their work. It means that, at the time of the assessment, not all expectations of the target level had been demonstrated with the required consistency and strength.

The Coach and the person use the Committee’s feedback to define a concrete development plan, with observable objectives and opportunities aligned with the areas that need to be consolidated.

A new application may be submitted once the expectations that had not yet been met have been demonstrated through new, strong and consistent evidence.

Conclusion and continuation of the growth path

The process concludes with:

communication and formalisation of the outcome;
sharing of the feedback;
completion of any administrative and salary-related requirements;
a discussion between the person and the Coach regarding the next development priorities.

Following the conclusion of the process, professional growth continues through the standard coaching path. In the event of a promotion, the initial focus will be on consolidating the new level, without automatically creating an expectation of further progression.

Post-Hire placement

The level assigned during the hiring process represents the person's initial placement within the People Ladder.

The assessment carried out during the hiring process is based on the information and evidence available during the selection process. Once the person joins the company, that initial placement can be validated through direct observation of their work within the Agile Lab context.

To provide the person with sufficient time to settle into the organisation, become familiar with its context and demonstrate their capabilities, the assigned level cannot be reassessed before three months have passed from their hiring date.

Review of the initial placement

After the first three months, a formal review of the level assigned during the selection process is conducted.

The purpose of the review is to assess the consistency between:

the level initially assigned;
the skills observed during the first months;
the degree of autonomy demonstrated;
the quality and consistency of the contribution provided;
the expectations defined by the People Ladder;
behaviours demonstrated within Agile Lab’s organisational context.

The assessment is carried out by the Coach and the Recruiter who participated in the selection process.

The person concerned does not directly participate in the decision-making phase, but subsequently receives clear and comprehensive feedback regarding the outcome of the review.

Possible outcomes of the review

The review of the initial placement may result in one of the following outcomes:

Level Confirmation The level assigned during the selection process is confirmed when the observed skills and behaviours are consistent with the expectations associated with that level. In this case, no changes are required to the person’s placement. The professional growth path continues from the confirmed level in accordance with the rules defined by the People Ladder.
Level Confirmation with an Asterisk When the overall placement is considered appropriate, but some expectations associated with the level have not yet been fully demonstrated, the initial level remains unchanged and is temporarily marked with an asterisk (*).

The asterisk indicates that the person must consolidate certain skills or address specific gaps before they can be considered fully aligned with the assigned level.

The Coach and the interviewer must clearly communicate:

which expectations have not yet been fully met;
which evidence supported the assessment;
which skills or behaviours need to be consolidated;
which actions may support the improvement path;
which criteria will be used to verify the removal of the asterisk.

Removal of the asterisk does not constitute a promotion and does not require a formal Ladder progression process. It occurs following confirmation by the Coach once the identified expectations have been successfully consolidated.

The asterisk may only be assigned as part of the review of the level granted during the hiring process. It cannot be used during the regular professional growth path within the company.

Level Adjustment If the skills, autonomy and impact observed are consistently above the expectations of the level initially assigned, a different placement within the People Ladder may be recognised.

In this case, the new level is formally assigned and, where necessary, the consistency of the salary package with the corresponding salary range is verified.

Any adjustment made following the post-hire review is considered a correction of the initial placement rather than a standard promotion. For this reason, it remains separate from the regular application and assessment process described in the previous sections.

Feedback and transparency

Regardless of the outcome of the review, the person must receive clear, timely feedback based on concrete evidence.

The discussion following the assessment should enable the person to understand:

the reasons behind the outcome;
the skills that have been recognised;
the expectations associated with the assigned level;
any areas that still require consolidation;
the priorities for the next stage of their professional growth path;
the support that will be provided by the Coach.

The review should not be perceived as a new selection process, but rather as a moment of alignment between the assessment carried out during hiring and what has been observed within the actual work environment.

Protection of the individual

Any assignment of an asterisk must be consistent with the feedback provided during the onboarding period.

A misalignment cannot be identified unless the person has previously received clear guidance regarding unmet expectations, specific feedback and appropriate support from the Coach.

Any issues should therefore be communicated as soon as they emerge, rather than waiting for the formal review. The person must have the opportunity to understand them, discuss them with the Coach and actively work on the areas requiring improvement.

The assessment must also be fair and consistent with the standards applied across the entire People Team. Alignment with the common expectations of the Ladder ensures consistency, while individual feedback should remain focused on the person’s development path and the actions required to progress.

Growth following onboarding

Once the post-hire review has been completed, the confirmed level becomes the starting point for the normal professional growth path within the People Ladder.

To progress to the next level, the person must demonstrate the corresponding expectations through experiences, results and impact achieved within Agile Lab. Professional experience gained prior to joining the company may have contributed to the definition of the initial level, but it does not replace the evidence required for subsequent progression.

From that point onward, the standard People Ladder rules apply, including:

consistent demonstration of the expectations associated with the target level;
progression one level at a time;
ongoing discussions with the Coach;
collection of concrete evidence;
the formal application and evaluation process carried out by the Promotion Committee.

Conclusion of the Post-Hire review

The process is considered completed when:

the Coach and the interviewer have completed the assessment;
the outcome has been communicated to the person;
the reasons and supporting evidence have been shared clearly;
any updated level or assigned asterisk has been formally recorded;
any consolidation actions have been defined;
the Coach and the person have agreed on the next development priorities.

From that moment onward, professional growth continues through the normal coaching relationship and according to the principles and processes defined by the People Ladder.