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Obvious University
Website
  • 👋Welcome to Obvious University!
  • Strategy
    • Sprints
      • 1️⃣Map
      • 2️⃣Sketch
      • 3️⃣Decide
      • 4️⃣Prototype
      • 5️⃣Test
    • Benchmarking
    • Research
      • 1️⃣Research guide
      • 2️⃣How to recruit users
      • 3️⃣How to conduct an interview well
      • 4️⃣How to take notes
      • 5️⃣How to prep for remote research
      • 6️⃣How to throw a watch party
      • 7️⃣How to create artefacts
  • Working with Features
    • Building with AI
      • 1️⃣Understand the tech
      • 2️⃣Map your product
      • 3️⃣Build a proof of concept
      • 4️⃣LLM Inputs
      • 5️⃣LLM Responses
    • Building Help and Support
      • 1️⃣How to scope a support experience
      • 2️⃣How to design discovery for support
      • 3️⃣How to design a support centre
      • 4️⃣How to write good support articles
  • Product Design
    • Microcopy
      • 1️⃣How to write well
      • 2️⃣How to write phrases
      • 3️⃣How to write messages
      • 4️⃣How to create a voice
    • Typography
      • 1️⃣How to compose type
      • 2️⃣How to create a type scale
      • 3️⃣How to pick typefaces
      • 4️⃣How to pair typefaces
    • Design System
      • 1️⃣Introduction to design systems
      • 2️⃣How to audit a design system
      • 3️⃣How to run a design system pilot
      • 4️⃣How to set up a design foundation
      • 5️⃣How to build components
      • 6️⃣How to document a design system
      • 7️⃣How to enable adoption and govern a design system
    • Mobile Engineering
      • 1️⃣Trunk based development
      • 2️⃣Agile development terminology
      • 3️⃣Git commit messages
      • 4️⃣Code review and pull requests
      • 5️⃣Readings
  • Delivery
    • Project Management
    • Collaboration
  • Hiring and Growth
    • Growth
      • 1️⃣Design growth framework
      • 2️⃣How to give ongoing feedback
      • 3️⃣How to check-in every quarter
      • 4️⃣How to address underperformance
      • 5️⃣FAQs
    • Hiring and careers
      • 1️⃣The Hiring Process
      • 2️⃣Diverse and Inclusive Hiring
  • PEOPLE EXPERIENCE
    • Benefits and Perks
      • 1️⃣Paid time off
      • 2️⃣Insurance and healthcare
      • 3️⃣Continuing education
      • 4️⃣Speaking at conferences
    • Starting at Obvious
      • 1️⃣Introducing Obvious
      • 2️⃣Set up your workspace
      • 3️⃣Onboarding
      • 4️⃣Finances
      • 5️⃣Code of Conduct
    • Employment policies
      • 1️⃣Equal opportunity employment
      • 2️⃣At-will employment
      • 3️⃣Employee records and privacy
      • 4️⃣Prevention of sexual harassment
      • 5️⃣Drugs and alcohol
      • 6️⃣Fraternisation
      • 7️⃣Non-compete and non-solicitation
      • 8️⃣Non-disclosure
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On this page
  • How does growth take place between levels?
  • What do the examples under each skill indicate?
  • How are new hires assessed?
  • Will the salaries for each level be published?
  • Do tenure and past experience affect evaluations?
  • Will the framework change over time?
  • Does this framework apply to non-designer teams?
  • What happens if someone hasn’t met promotion criteria but has made visible progress?
  1. Hiring and Growth
  2. Growth

FAQs

PreviousHow to address underperformanceNextHiring and careers

Last updated 1 year ago

How does growth take place between levels?

You land at the start of a level. With every quarterly assessment, you and your lead closely monitor how to move you from “Working towards…” to “Meeting” to “Exceeding”.

When you move to “Meeting” expectations on all six skills, you move up within that level band.

When you move to “Exceeding” on at least 4 of the 6 skills consistently for 2 consecutive reviews (i.e. six months or more, as explained ), you move up a level.

It is fair to expect this process to take 2 years.

What do the examples under each skill indicate?

The examples show what growth in a certain area would usually look like at each level, but progress isn’t restricted to those examples.

How are new hires assessed?

The hiring committee will determine this by comparing the candidates’ responses about their recent experiences relative to the people currently at Obvious at various levels. These details will be shared with the candidate once they’ve accepted the offer.

Then, through the first 90 days through monthly check-ins, the new team member will work with their team lead and formalise their determined level.

Will the salaries for each level be published?

We don’t share compensation and level details in the public domain. Within the organisation, the level ranges associated with an individual’s own level and that of one level up are shared with that individual, so they can aim and plan for growth.

Do tenure and past experience affect evaluations?

No, they do not. Past experience is relevant only during the recruitment process and in determining provisional levels at the time of joining. Growth evaluations are conducted purely on behaviours, deliverables, and merit of contributions to prescribed skill. That said, the longer you are at Obvious, the more opportunities you have to grow and progress within the framework.

Will the framework change over time?

Yes, the framework will see iterations over time. This is to ensure it’s as usable in practice as it looks on paper and continues to value the right skills. If changes are made that materially affect even one person’s evaluation, we’ll ensure plenty of advance notice is given.

Does this framework apply to non-designer teams?

This applies only to designers. Graphics, Content and Research teams will soon get their own frameworks, once this one has been stress-tested enough.

Engineering will also get a completely separate framework, but it will still be guided by our core principles of craft, curiosity and compounding.

What happens if someone hasn’t met promotion criteria but has made visible progress?

Suppose visible growth and progress have been made in the last 12 months but the individual hasn’t met promotion criteria. In that case, they can still be eligible for a salary increment without being promoted, provided their mentor(s) recommend a salary hike. More on our compensation values and framework .

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