Engineering teams thrive when individuals see clear paths for advancement that align with their skills and aspirations. However, many organizations default to a single route upward into management, leaving technical experts without a well-defined progression. This can result in frustrated engineers, loss of morale, and eventually turnover.

Creating dual career ladders offers a way to combat this issue by providing parallel tracksone focused on managerial leadership, another dedicated to technical masteryallowing engineers to choose paths that suit their strengths and interests.

Why Dual Career Ladders Matter

Traditional career frameworks push high performers toward people management, which isnt a fit for everyone. Technical experts who want to deepen their craft may find management roles unfulfilling, while others crave leadership experience. Dual ladders validate both types of progression equally, ensuring your organization retains valuable contributors across various specialties.

Key Principles When Designing Dual Tracks

• Equate Prestige and Compensation: Avoid signaling that management is the “only” way to get promoted or earn more. Both tracks should provide attractive incentives and recognition.
• Define Clear Competencies: Specify what skills and outcomes justify advancement in each path, whether its leading projects, mentoring others, or innovating technically.
• Facilitate Cross-Track Mobility: Allow engineers to shift between technical and managerial routes without penalty, making career growth flexible and personal.
• Provide Growth Opportunities: Offer training, mentorship, and challenging assignments tailored to different paths, from architectural design to team leadership.

Typical Levels for Technical and Managerial Ladders

While companies vary, a common pattern includes:

• Individual Contributor (IC) Track: Junior Developer → Developer → Senior Developer → Staff Engineer → Principal Engineer → Distinguished Engineer
• Managerial Track: Tech Lead → Engineering Manager → Senior Engineering Manager → Director of Engineering → VP of Engineering

Senior and staff engineers often play leadership roles without direct reports, influencing architecture and mentoring peers, while managers focus on people and project delivery.

Helping Seniors Stay Engaged Without Management Pressure

Many senior engineers are excellent technical problem solvers who dont want to be managers but crave growth. Consider these approaches to support them:

• Recognize Influence: Reward leaders who shape technical direction and enable team success through strategy, not just coding.
• Challenge Through Projects: Assign complex, high-impact problems to senior ICs to maintain motivation and demonstrate trust.
• Encourage Mentorship: Promote knowledge-sharing roles like tech mentorship, internal training, or leading communities of practice.
• Provide Autonomy: Allow senior ICs freedom to innovate and set standards, reinforcing their ownership and value.

Implementing Dual Ladders: Practical Tips

1. Start With Clear Documentation: Publish a transparent career framework that describes competencies, expectations, and how each track progresses.
2. Train Managers to Support Both Tracks: Ensure engineering managers recognize and nurture growth in ICs just as much as in direct reports.
3. Gather Feedback and Refine: Consult your engineers to ensure the frameworks address their needs and adjust regularly.
4. Align Performance Reviews: Tailor evaluation criteria to reflect different contributionstechnical innovation versus people management.

Examples of Organizations Using Dual Career Ladders

Industry leaders like Google, Microsoft, and IBM have long embraced dual career ladders, offering clear roles for tech specialists alongside managerial hierarchy. Their models demonstrate how valuing both technical and leadership skills sustains innovation and employee satisfaction.

Final Considerations

Creating dual career paths is more than just HR policyits about culture. Leaders must actively champion diverse forms of excellence and respect what engineers bring to the table beyond team management. When done well, dual ladders foster engagement, improve retention, and build a technically strong and motivated workforce ready for future challenges.