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10 Years of Engineering Ladders

Camille Fournier · 28 May 2025 · elidedbranches.com

4 korrents from this piece

Camille Fournier did not write this page.

Every claim below was made in this piece, quoted word for word and numbered in the order the piece makes them, so you can read it there rather than take our word for it. The sentence above each quote is our reading of the claim, not their wording. Each quote was checked against a stored copy of the page at build time; where the two differ, the quote is the fact.

  1. Don’t let (or make!) HR do all of the work. It’s really not their job to define expertise in your functions.
  2. You should not try to create a ladder that functions as a pure checklist or scorecard that guarantees promotion if people check enough boxes; promotions are as much about the needs of the organization as the skills of the employees.
  3. Assuming you are still hiring junior engineers (you really should be even in this AI era), the good ones will learn quickly and want to see career progress in their first few years of working.
  4. The Tyranny of Structurelessness has yet to be overcome, and for those who still care about creating strong, transparent, equitable organizations, this work matters.