Junior and Senior are not the same job, and a first-week queue should not look like a fifth-year one. Give a role its levels, and what each person is asked to learn follows where they stand.
How It Works
Most companies have levels. Most training systems have no idea they exist.
Junior and Senior, or Level 1 through 3, whatever your people already call them. Optional per role, so the ones that are genuinely flat stay flat.
A duty can apply to everyone in the role, or from a level up, or only at one. The Senior-only responsibility stops appearing in a first-week queue without you maintaining two separate roles.
Work is grouped by level, and the level someone is standing at is what gets recommended. What belongs to the tier above is visible but not yet asked of them.
When someone has demonstrated everything their current level requires, the next opens on its own. Progression stops being a conversation somebody has to remember to start.
The difference between someone in their first week and someone in their fifth year is not mastery of the same list.
The progression already exists and lives in a senior tech’s head. Putting it in the role means everyone can see what the next level actually requires, instead of asking and getting a different answer each time.
A new hire and a fifteen-year veteran hold the same role and should not be looking at the same list. Tier-scoped duties mean the queue is shaped by where somebody actually is.
Readiness for the next level becomes a thing you can look at: what the level requires, and what this person has demonstrated. The conversation starts from a record rather than from an impression.
A job with no visible next step is a job people leave. When the ladder is written down and progress against it is legible, staying has a shape.
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