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Calibration

After the interview process is complete, the following calibrations steps should be taken to decide to hire or not hire the candidate

The hiring manager should set-up a meeting with everyone from the interview committee

Moving around the room, each candidate should explain their rationale for their conclusions, focusing only on the dimension they interviewed for

After considering feedback from the team, the hiring manager should make a hire/no hire decision.

Use the following as a guide in assessing and level candidates:

PM Career Path

PM Career Path

Dimension

Associate PM

Senior PM

Director PM

VP PM

Independence

Operates with some independence, but with explicit direction from their manager and close supervision

Operates with some independence, but with regular supervision and check-ins with their manager

Demonstrates evidence-based objectivity in decision making

Practices non-attachment to solutions

Operates independently with little or no supervision; manager dynamic transitions to one of coaching and guidance; makes independent, evidence-based decisions with rare management intervention or course correction.

Operates independently with no operational supervision;

Operates independently with no operational supervision

Product Scope & Execution

Contributes to the enhancement of existing features

Learns fundamentals of user centered product development

Learns how to leverage quantitative and qualitative data to inform product decisions

Learns the fundamentals of software development and begins to put those learnings into practice under the guidance of their manager

Owns specific solutions within a Product Squad Identifies and clearly articulates user needs Ideates and proposes solutions

Effectively navigates organization to get shit done

Demonstrates deep understanding of user-centered product design principles

Leads a Product

Responsible for their squad's objective, key results, and feature roadmap

Prioritizes based on reach, impact, confidence and level of effort

Responsible for the quality and impact of their features Leads

Sprint Planning and Daily Standups

Identifies and solves blockers Makes rational trade-offs to hit deadlines

Presents quarterly OKRs and roadmap to exec leadership, solicits and evaluates feedback

Proactively identifies blind spots (in and outside of core responsibility area) and takes the initiative to address the issues

Responsible for 1-3 Product Group(s) comprised of multiple Product Squads

Leads quarterly OKR and roadmap planning for their Product Group(s)

Contributes to the definition of the Product Groups and

Defines the vision and high level goals for their Product Group(s), aligned with the overall Product Vision and Company Goals

Defines and seeks to constantly improve processes and best practices

Builds cross functional consensus around vision and development process

Effectively communicates Product Group goals and vision to exec leadership

Demonstrates openness and consideration to executive feedback

Ensures we are using the best interviewing and hiring practices to build a world class team aligned with our principles

Responsible for entire

Articulates Product Area vision, strategy and goals

Oversees processes and practices, providing guidance and coaching when needed

Helps exec understand opportunities, tradeoffs and risks in business decisions

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