Your Career - Performance & Promotion

Summary Video

Own Your Future

We’ve,, and to help you achieve your desired success in career progression.

Upon your joining Axelerant and when relevant, performance coaches will facilitate an asynchronous (IDP) conversation via your reporting and career managers and other stakeholders. The IDP helps team members transition through the different stages of their role and provide a road map for advancing their careers in a way that matters to them.

When you feel ready for the next level role or make, discuss it with your reporting and career managers.

Axelerant’s Commitment to You

  • Axelerant will provide support in goal setting.

  • Axelerant will provide an environment with feedback from relevant peers.

  • Axelerant will transparently provide Key Performance Indicators and feedback to the individual to self-assess their performance.

  • Axelerant will facilitate human conversations when it comes to performance.

Who are my reporting managers?

Delivery team members reporting managers

For team members of the Delivery Teams group, we’ve two managers having distinct responsibilities to prevent overlap and team member confusion.

The first manager, the reporting manager, helps team members understand engagement intent and desired outcomes, including prioritization. E.g., a lead helping break down a task into ordered, manageable parts.

The reporting manager will often be the project manager or engagement leader. This person will change over time.

The second manager, the career manager, assists with how things get done and promote standards of excellence. E.g., behavioral and functional skills mentoring.

The career manager is also responsible for performance review and salary appraisal with the support of the reporting manager and peer feedback. The career manager will typically be a relevant technical workforce manager and not change over time as they are invested your meaningful career opportunities.

Operational team member reporting manager

For all other operational roles at Axelerant, team members will have a reporting manager who helps them understand organizational or group intent and desired outcomes, including prioritization. E.g., collaboratively plan and assign the work, monitor progress, give feedback, mentor, measure performance, suggest coaching or training of behavioral and functional skills, etc.

Performance Expectations

Performance management’s intent at Axelerant is to ensure holistic feedback and support to keep team members moving forward successfully through consistent measurement plus individualized goals and coaching.

Learn more at and


While at Axelerant, expect , plus at any time, from all around! Further, it would be best to take the initiative of from your peers, and giving them recognition.


Each quarter, you and your reporting or career manager will have to better align with your role expectations.

Performance Review

At least quarterly, a session is held for the team member and their career manager or performance coach to discuss the following relevant topics, tracked using the Performance Review 1-1 template.

Support Groups

Axelerant’s #guild- channels and peer-level groups are a safe place to help people learn and become better at what they do. Learn more at

Salary Appraisals are formula-driven using a cost of living adjustment (COLA) plus KPI outcomes. The better your KPI Aggregate score, the more significant your raise. Salary appraisal periods are typically join-month-based with KPI calculations based on a rolling 12-month period.

Promotion Consideration Process

Promotion consideration begins when a team member submits their promotion packet through any means. There is a 30-day period for review, and response for this process starts on the day the individual has submitted the package. A reply will come within 30 days except when there’s incomplete information.

The team member’s manager or director is typically accountable for the below steps. However, specific steps might depend on other stakeholders.

  1. Acknowledgment of promotion packet.

  2. Initial review of promotion packet for completion.

  3. Create a channel to discuss the promotion.

    • Add the People Ops team, which can invite other relevant stakeholders.

  4. Validate all the instruments of progression present in the packet with the other stakeholders. Also, collect additional feedback.

    • Demonstrated maturity as per accountability, coachability, and capability

    • Demonstrated working well with others within multiple collaborative efforts

    • Demonstrated willingness and potential to fulfill a majority of the subsequent role responsibilities

    • Is an expert in at least two of the promoted role area domains plus execution capability in a third

    • The recent six months of performance reviews are positive.

    • All individual Key Performance Indicators are 90% or higher.

  5. When the presented information is unsatisfactory, the decision-maker will ask for specific details.

    • Includes having an interview-style conversation about all role requirements.

    • Only relevant people attend the conversation.

  6. Once all the information required has been reviewed, a decision to promote or withhold in the current role.

    • When promoting, decide on salary as well

  7. Share feedback with the team member.

  8. Optionally, announce the promotion in relevant channels.

Approved promotions are typically officially recognized on the first day of the month except when a transition period is required. Then the promotion is contingent upon a successful transition.

Promotion Consideration Stakeholders

The stakeholders of a promotion request review can give relevant and meaningful feedback. Depending on the team member’s situation, there is fluidity in who matters.

Someone working in a staffing engagement might only have account managers and their team’s senior members. In contrast, a managed project person would have the project manager as a stakeholder.

In most cases, the director and staffing specialist are stakeholders. Furthermore, stakeholders might be from previous engagements; when there is a significant amount of situational evidence.

Don’t invite too many stakeholders. The number of stakeholders typically depends on the target role. For a staff-level role, it might be 5-7 stakeholders. Whereas for junior positions, it’s 3-4.

An inexhaustive list of potential stakeholders:

  • Account Managers

  • Directors

  • Project Managers

  • Senior team members

  • Staffing Managers

No matter what, though many stakeholders, the final promotion decision rests with one individual. Typically the staffing specialist for delivery engagements or directors for the office of the service area.