About This Role

At most companies, a career ladder is written once by HR/L&D team, handed down, and rarely touched again - a PDF nobody quite trusts, checked once a year at review time when it's already too late to matter.

GEEK Up builds career growth as a living system instead of a static document. Rather than a fixed training curriculum assigned by role, we build a flexible menu: the framework defines what each level actually means and what closes a specific skill gap, and every person chooses their own path through it - growth is offered, never assigned. A level description isn't trusted just because someone wrote it well; it has to prove itself against real assessment data first, showing that two different assessors read it the exact same way. And success here was never "we published a framework" - it's whether any person can look at where they stand today and know exactly what to do next, without having to ask anyone.

This role owns that entire system: the competency framework that defines what each level means, the menu of development solutions that closes a person's skill gap, and the assessment tools that prove the whole thing actually holds up in practice.

Key Reponsibilities

Competency Framework Design - defining what each level actually meansBuild and maintain the competency framework - define each skill/competency area, describe what "good" looks like at every level, and keep a clear process running from first draft to a validated, approved standard.

Own the logic behind every role's competency profile - profiles should be generated from the underlying competencies a role actually needs, not hand-written one by one. This is what keeps every profile accurate as the underlying skills evolve.

Write and own the company's foundation skills yourself - cross-cutting skills like Communication, Critical Thinking, and Facilitation that every team relies on. For team-specific technical competencies, you supply the method and hold the quality bar only; the content itself stays with the team that owns that expertise.

Learning & Development Solutions - the menu people actually choose from

Curate the full catalogue of development solutions using a classic 70-20-10 model (70% on-the-job experience, 20% coaching/mentoring, 10% structured training) - each solution documented with a clear brief: purpose, format, target level, the skill gap it closes, who can run it, and what it needs to work.

Design the logic that helps someone find their own next step - the matching rule between a development solution and a person's specific gap, plus a personalized "what's next for me" view built from real, current data.

Keep the offering honest and relevant - when the data shows zero uptake on a program, find out whether it's a design problem, bad timing, unclear positioning, or simply solving a gap nobody actually has, before quietly dropping it.

Assessment & Calibration - the proof that it actually works

Own the calibration standard across the whole company - check how competency levels compare across different teams and disciplines, so that "Senior" means the same thing everywhere it's used.

Build the tools used to assess someone's level - structured self-assessment and peer/manager assessment, an ongoing evidence log, and behavior-based rating guides tailored to each type of program.

Continuously test every level description against real assessment results and revise it until it clearly tells levels apart. If two assessors independently read the same evidence into two different levels, that's a flaw in the framework - not a matter of interpretation.

What You Bring

• Experience designing a competency framework, learning architecture, or assessment system end to end - not just delivering training against one someone else built.
• Comfortable holding a calibration bar in a room full of people who know their craft better than you do - the job is asking how they'd read it differently, not defending your own wording.
• Systems thinking: able to keep a knowledge structure coherent while its parts evolve at different speeds, without freezing anything in place.
• Sharp, precise writing - a level description clear enough that two assessors land on the same reading.
• Evidence discipline: revises a framework because assessment data says so, and can tell an ambiguous description from thin evidence - the two need opposite fixes.
• Comfortable operating with real influence and zero direct authority - your leverage is whether people actually adopt what you design, not a mandate.
• A background in an adjacent craft - assessment design, instructional/learning design, or a delivery scope deep enough to know what a standard has to survive.
• Experience in a flat or self-managed organization is a strong plus.

Why This Role Is Different

• Method, not content. You never write a clan's Knowledge Area - you hold the architecture every clan writes into, and the calibration bar that keeps a level comparable across all of them.
• Calibrated before published. No description ships on your say-so. It's tested against two live assessment cycles first, and a description two assessors read differently is a defect you're accountable for fixing.
• Navigability, not delivery. You're never the one running the session - that's Growth Operations. Your job is whether a member can see their own next step and take it alone; a framework nobody uses has failed, however well it's written.

To ensure a smooth experience, we will connect with matching applicants to walk you through our interview process and discuss the next stages.