Mini could you please confirm or deny this. You might have the Microsoft Senior Career Stage Profile in front of you all marked up and broken into more sections in OneNote, but which ones matter most to your team? for people, who might claim that they do all this and still cant progress.. dude, either you are in wrong group or you have not introspected / taken feedback well or you are missing the whole thing by a mile. Step outside of your comfort zone, own PM, own QA, become great at what you do, and do what you love - and the promo will come. Feedback is not detailed or actionable. I've achieved level 65 in a field technical role and it wasn't that hard. Would they give you the level if you were not already a Microsoft employee? While I lost a few people who drove great results in that level, overall it was good for their career and also MS over time. This is a great topic! Also, there's 2 ladder, management ladder and seniority ladder. What now? Kathleen Hogan. Yes, "soft skills" count.I'm pleased that someone said it.There are a collection of skills that are difficult to quantify that are absolute necessities to succeeding at higher levels. It's not easy. I'm sure others here will clarify.And apparently we will all know more in January. Senior Director Levels at Microsoft 63 Senior Manager SDE Lead 64 Principal EM Principal Director of Engineering 65 Show 7 More Levels United States Average Total Compensation $515,638 Base Salary $243,377 Stock Grant (/yr) $194,043 Bonus $78,217 Get Paid, Not Played This is something that should happen on an ongoing basis.Unfortunately, it doesnt happen, and that is what frustrates a lot of people.Saying that you dont know what exactly an L63 is, but will know one when you see him is a big cop-out. Founded in 1969 by Dr. Bish Agrawal, ABC Consultants is the pioneer of organized recruitment services in India. On the subject of switching teams: It's completely possible to move up by being really good exactly where you are, in most cases. The biggest lesson I learned here was how to work *with* other teams, even when I thought they weren't very good and even when our purposes didn't align. SAP, Go to company page Getting constant feedback throughout is valuable as you can re-align and re-adjust in an agile way so that you are not shocked at review time that you have completely missed that promotion. If he thought you were trouble already, though, telling him you are thinking about leaving is like asking for a ticket out of there.7. Same applies if you started your career in Test. In my co-workers case, they overloaded him with work and then documented anything that fell through the cracks until they had enough to get rid of him.I'm sure HR throttles managers when this is going on. In my org the cut is 70% on promos. If you job simply doesn't scale to that next level - and many don't / can't - then you need to build rapport with your manager to have a focused career discussion about what roles are around to get you there and how you could land in one.2. I'm hiring 6 good MSFT developer/consultants. Given that quite a few Microsofties are going to find themselves locked into their current group for a while, the ability to succeed by swinging on the vines to a new group is going to be rare. Last August (different group), I received a dreaded "Limited II", in spite of my manager telling me that he didn't actually think I was in the "bottom 10" at Microsoft, but that the devil made him do it (so to speak) and that it was a "no-brainer" for him. The education qualifications required for various roles for Technical track are: The highest job title in management track in Microsoft is "Vice President (VP)". I'm not even thinking about level 63 at this point. What advice do you need? Stop thinking of your Mgr as your adversary and listen to what they are telling you. The way to get to a higher level is to increase the scope of your contributions.In our group (somewhere in STB), L63 seems to begin with having at least 2 reports. right?). I haven't talked to anyone internally that has anything good to say about it. You havent [sic] seen nothing [sic] yet. If you're off-path, you can turn it around. I'm just going to try and emphasize a few points here:* As mentioned by many folks, it is important to own your career and hence plan you promotion, discuss it with your manager, and most importantly follow up on it. It's because you were playing catch-up to Apple, and playing Machiavellian games with the media companies instead of working on the issues that your customers were complaining about.When will MS learn this lesson? With wide-eyed wonder he asked WHAT? I said whatever the @#$% your manager most needs you to do!6. I'm interested in hearing your stories of success, mentorship, and turning a career that was off-path back on-track. The scope and situations have become more and more challenging over time. Why? You should leave. If you have a good manager he/she will ensure the relevant peers know all about it. At 63, he has to be the one who tells me what the next thing for the product should be. But it is also clear that there are places at Microsoft where these skills are not required until higher.I have a 62 test somehow make it to dev with mediocre dev skills, social skills limited to indifference or hostility, who managed to delegate most of the hard work to a smart kid hired to work with him and he made it to 63. Its above level 64 that things get tough, but getting to 64 isn't difficult. If I ever do decide to come back to MSFT, I will do so as a level 68+ and nothing less. Yet, I know that a friend just got one. I /like/ OneCare. This past year I had what I thought was an outstanding year, was given a 20%, but not promoted to L63. It's hard for L63. Highly effective Finance leadership; ability to deliver results by leading through example while setting high personal standards; Partnering with the business and influencing . It is my observation that the most common place we see disillusioned learners in the product groups at MS is at level 62. Thanks to Mini for the great information. It's a $1,000-per-minute conversation - you should always have those. By doing this they are short circuiting the feedback loop and thereby preventing themselves from improving. :). And I'm going to tell you right now, I'm 99.9% sure what needs to change is you. Directors are usually senior principals (level 66, 67) or at Partner level. Anyone moved from Office to some other part of company? Titles are important, and dont let anyone make you believe otherwise. This is all well and good, but in 9years I've never worked in a group with a Senior IC (Windows, IE, .NET), though some architects. Candidates with evidence of effective teaching will be given preference. B.Sc in Computer Science, Electrical Engineering, Electronics, M.Sc in Computer Science, Electrical Engineering, Electronics, PhD in Computer Science, Electrical Engineering, Electronics, Designing and implementing Software and Hardware Systems, Benchmarking and validating Software and Hardware Systems, Developing innovative solutions and publish papers and patents, Managing teams and keep track of progress, Predicting market trends, identifying market risks, Identifying future opportunities, preparing company roadmap. So I cultivate relationships with my manager's peers; their support helps tremendously. Staff Software Engineer, Google Cloud Platforms, Senior Staff Software Engineer, Infrastructure, Principal Engineer, Developer Platform Systems, Senior Software Engineer, Mobile (Android), AR. I drove my 59-62 agenda with an iron fist and it didn't matter so much that I didn't play well with others or work to help other teams who were struggling.I became a manager during that time and had a year of major hiccups while trying to break through to 63 -- all of a sudden the fact that I was a unilateral force was working *against* me and not for me. I want them productive and about career success at Microsoft, especially your thoughts about achieving L63. In my opinion the visibility games are intentionally or inadvertently started by GMs and VPs. Mine is inside sales Azure. Most are management types whose only skill is sucking up. Repeat. Chairman of the Board, Microsoft Corporation. Great post! The funding for our project stopped and our vendor team of 28 people have been asked to leave immediately. Ask any old mainframer what it was like to be an IBM customer back in the day. Got lucky on that one!!!! Go and restart in another org and dig through their historical biz and people stability during your informationals. If you get caught in a review and someone hits a fastball by you and you stumble, the people above you suddenly have fears that you might stumble when they and you are in front of the person who controls their careers. But the people in the team are below 65. Now read over your answer. How bad is this? Some were also not very sexy/fun problem but they were all critical to ship. The position entails teaching an introductory physics sequence, upper-level physics courses, and related labs. Most Directors are 63 and the occasional 64. Keep your mouth shut most of the time (i.e. So either keep slapping yourself or choose to wake up. Sad but true Mini et al addressed this with the descriptions of the distinguishing traits you need to develop and demonstrate. Owning big features, knowledge about code base, ability to help your peers - irrelevant. The soft skills definitely matter. I used to work in the OneCare team. and is willing to take a chance on someone whose interview indicates they are ready for next level. To go to L60 as an IC you need to show leadership in your group, proactivity in taking new challenges which affect the success of the group, and be a SME on your tech area (if in a tech role).L61 = M1 of a medium sized team or an IC role which influences the results of a v-team significantlyL62 = M2 or M1 of a large team, or a lead role for a large cross-group initiative (e.g. Ill answer first question later in this comment. What is the average promotion velocity for non-technical fields? That clarity may not always result in a promotion on the exact timeline you envision but if you're honest with yourself and have a good manager it really helps.I'm a 13 year Microsoft employee who lived through the bad old days of crappy managers. I don't yet have any insight into what it might take to become a Partner, so I won't comment on that. Your own work is part of the goal. They know that if the team does well, they will do fine.5. If so I wish them good luck - as oppose to the US, these regions have laborlaws which makes it very hard for a company with Microsofts margin to lay people off. You havent seen nothing yet. They will have thought this out. I'm interested in reading your perspective and what advice you'd give to someone new to the company looking at a career path similar to your own. Know when your market worth changes with our verified salaries newsletter, See exactly how much your competitors pay. In fact, every boss I've had has told me that I was the most frustrating employee they've ever had, mostly because I ignore half the things they ask me to doAnyhow, here's my advice: do a good job.That's it. Finally, take heart and dont become too discouraged if this is taking a little longer than it seems like it should. It works like this: Senior (L64,63) - works on tactical efforts, writes code or works on projects autonomously, collaborates with others Don't just take a L63+ role because of the level. Shock and awe awaits [sic].Four errors in grammar and punctuation in a post of just 14 words? Does anyone know what the typical salary increase, measured in percentage, is for going from 62 to 63? My first year I thought for sure I would sit at L61 for another year, but to my surprise I was promoted to L62 without even a full FY under my belt. "The hardest point for me to bear is that I am young, capable of doing so much more, and absolutely dying to do more. I've seen some extremely senior developers propose solutions to problems, but be totally unconvincing. After that, I was given a team that was dysfunctional and the most problematic area of the product - now its the area that customers rave about and the team is running smoothly.The bottom line is that takes (1) very hard work (2) you need to build your skills (3) personality to drive the solution in spite of the process and (4) demand excellence from others - including managing out those that will never deliver quality (some folks are net losses to the team).I always hear the whining from folks that get stuck at level 62/63 but when those tough challenges are out there, they don't volunteer and they certainly don't go looking for the biggest challenges.

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