The role levels and the descriptors in the framework are based on Radford job levels. Radford is a tool we use to benchmark our job roles against the external market.

We have customised some of the Radford language and content to make it more relevant for Elvie, but have tried not to stray too far away from it so that we maintain the integrity of the framework and its link to benchmarking.

The framework is deliberately generic so that it can be applied across different crafts and geographies. This means that some interpretation and translation might be required when discussing the different descriptors within the context of different crafts, and your manager may discuss more specific examples and requirements with you, depending on your craft, for e.g. particular craft related knowledge or qualifications.

The framework is designed so that specific craft related knowledge and skills can overlay the main framework.

As a general rule, if your role doesn’t involve line managing people, you’re on the IC pathway. If your role involves formal line management of individuals and teams you’re on the Leadership pathway.

However, if you are currently on the IC pathway but have aspirations to take on a line management role in the future, you may find it helpful to look at the leadership pathway to understand the pathway and general requirements for leadership level roles, particularly in respect of people management skills and capabilities - this could help you to think about your future development/how you develop the skills and capabilities that you might need for future roles.

All roles within Elvie have been mapped to one of the career levels. If you’re unsure of your current level, your manager should be able to clarify this for you.

The job levels (i.e. entry, developing, career/manager, senior etc) are generic and indicate the nature of experience and skill required at different levels. The titles of these levels won’t necessarily be reflected in your actual job title (although in some cases it may be more obvious). For example, you might be at the L3 Career/Manager level, but have the job title Senior Coordinator, or you could have the title Design Manager and be at IC5. Examples of job titles for each level are provided on the individual level pages. Please note that these are just illustrative examples and do not include all of the different job titles at this level

In any company, promotions depend on a combination of :

Individual readiness to progress to a different level of role and;

Business need, i.e. is the level of role required for the work that needs doing and is it affordable?

This means that promotions sometimes need to wait until there’s a business need and that it may not be possible to promote you in the short-term. We’d still encourage you to focus on developing your skills and experience so that when an opportunity does arise, you’ll be well placed to take that next step.

Additionally, we’d urge some caution in using the framework as a tick-list to evidence your individual readiness for promotion. It is not exhaustive and should be used as a guide for development and promotion conversations. Your manager may discuss other areas with you depending on your role and craft.

Where promotions are being considered, we’d expect there to be sustained and substantial examples of performance and capability against the level someone is looking to be promoted to.

Performance reviews and career conversations are related but distinct processes. Your performance review is designed to help you reflect on recent performance and consider work-related objectives for the coming year.

A career conversation is more future focussed and provides an opportunity to explore personal and professional development related to both your current role and future aspirations. This is why career conversations are scheduled to take place after your review and you may find it helpful to consider feedback from your performance review when thinking about future direction and your development goals.