Productivity
Build compensation bands
A levelling framework and the bands under it, defensible to a candidate.
Fill it in
Functions, sizes and where people work.
How many per function.
So a strong performer at one level can out-earn a weak one above.
Your prompt
Build the levelling framework and bands. [the organisation] 5 levels per function. Write the levels as observable SCOPE, not as years. "Owns a component and its quality" versus "owns a system and the people depending on it" is a level distinction; "3 to 5 years experience" is a proxy that produces arguments and unfair outcomes. Overlap the bands. Non-overlapping bands force a promotion to give a raise, which is how titles inflate and how a strong performer leaves because there was nothing to give them. Set the ranges against a stated market position and say what it is: at market, above for engineering, below with more equity. A band with no stated position cannot be defended in a negotiation. Say how someone moves between levels, and who decides.
Use Build compensation bandsOpens with everything above already filled in.
Why this works
Levels written as years of experience are proxies that produce arguments and unfair outcomes. This writes them as observable scope, overlaps the bands so a raise does not require a promotion, and states the market position so a band can be defended in a negotiation.