do guidelines on responsibilities handled by each gsr even mean anything? ive been gsr 7 for four years and my responsibility, scope, and importance of work dramatically increased but im still gr7 all the same. Exceeded on all reviews with the exception of met on my second year.
is this my direct management holding their cards close to their chest or is Ford not a place that cares about fairly compensating employees for workload
@aw Well said. Bravo.
It’s called the loyalty tax.
What quartile are you in the gsr7 pay scale? Are you in the 4th quartile? Then politely ask about promotion as HR will be giving the LL6 nudges to promote you.
If you are in the 1st or 2nd quartile, then sorry you will need to get to at least the mid 3rd quartile, that is done by consistently getting exceeds.
They're not you, so probably not.
I was a GSR7 for 20 years before getting promoted to a GSR8. So you have another 16 years to go.
Lucky you, you won't have to worry about an LL6 harassing you.
Hiiiiii. I think we are the same person, OP. This su-ks.
@aw that advice applies to GSR progression
@aw Yeah, everyone wants to move up to leadership, but people focus on the title and money, not the work. I've been a Tech Spec as well as a people leader. I think people need to focus more on their passion(s) within their job before looking for leadership advancement. There are way too many tech illiterate leaders who just shuffle paper along, we need more technical excellence in the leadership ranks.
Ok so if we are talking to LL6's here...the mistake I commonly seen made is to assume that GSR7 or 8's might want to progress to management. This is how you take a technical person and completely destroy their soul...so if you have one of these people on your team and they have never mentioned management plans to you or indicated it in any way...it safe to say they don't want it. I know succession plans are required. If you put a highly technical person in a management role and they accept it because they feel they have to "play ball" then you are probably setting the group they manage for failure and making that person miserable.
@ap not necessarily, don’t be a nuisance about it, but there’s nothing wrong with asking in a performance review what it takes to get to the “next level”. In my circle, we all do it and all of us are LL6-Ll4, we started when we were fresh GSRs. Key is to frame it correctly and not be annoying.
You need to start looking for another job outside the company. For whatever reason, you have been marked unpromotable. Don’t ask management any questions on why you didn’t make GSR 8 yet - doing so will only make them mad and expedite the target they have on you for layoff.
@ac this is good advice
@OP If your management asked you what you were an expert in, could you answer? What products have you launched? Moving from GSR7 to GSR8 isn't just a time milestone, but is usually tied to ownership and expertise (regardless of what the trolls in this forum would have you believe). Have you asked plainly for a progression plan from leadership? If so, what have they said?
Clearly not a candidate for my mentoring session at the bar today.
Time to start looking.