Who this is for
People Ops and Data Analytics managers who need a shared meaning of IC1, IC2, and IC3. Sized for a 20 to 200 person company that already does the work and needs the standards written down.
Function template
This Data Analytics Function defines communication, ownership, analysis quality, and decision support with evidence a manager can cite. Use it as a starting draft, then edit names, levels, and examples to match how your team actually works.
People Ops and Data Analytics managers who need a shared meaning of IC1, IC2, and IC3. Sized for a 20 to 200 person company that already does the work and needs the standards written down.
Keep portable competency names if they fit, then rewrite Function descriptions and examples around your tools, artifacts, and review cycle. Add a manager track in the builder only if you will assess people leadership in this Function.
Function
Role track
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Open the free builder with Data Analytics already selected. Edit the draft, generate missing detail, and export when it reads true for your team.
Customize this Function templateNo. It is a public example you copy into the builder. Your company Function becomes the live standard only after you edit, review, and publish it.
Those three levels show a real ladder: guided work, independent delivery, and multi-team standards. Add higher levels in the builder if your company uses them.
Yes. Every word is editable. Portable names help related Functions stay consistent, but they are not locked.
Function template
This Product Management Function defines communication, ownership, discovery, and delivery judgment with evidence a manager can cite. Use it as a starting draft, then edit names, levels, and examples to match how your team actually works.
View templateGuide
A level expectation states the work someone at a specific role track and level is expected to handle. Write it in the present tense, identify scope, autonomy, and complexity, and make every adjacent level distinguishable through evidence. Add short behaviors and examples so managers can apply the standard consistently.
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Use competencies in performance reviews by rating each person against the expectations for their Function, role track, and level, then supporting the rating with evidence from the review period. Keep one Function version fixed for the cycle, discuss rating differences in calibration, and update unclear criteria only for future cycles.
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