Who this is for
People Ops and Frontend Engineering managers who need a shared meaning of IC1, IC2, and IC3. Sized for a 20 to 200 person company that already does the work and needs the standards written down.
Function template
Frontend Engineering competency framework template
This Frontend Engineering Function defines communication, ownership, interface quality, and product implementation with evidence a manager can cite. Use it as a starting draft, then edit names, levels, and examples to match how your team actually works.
Published by Peasy HRPublished 18 Aug 2026Updated 18 Aug 2026
How to customize it
Keep portable competency names if they fit, then rewrite Function descriptions and examples around your tools, artifacts, and review cycle. Add a manager track in the builder only if you will assess people leadership in this Function.
Explore the Function template
Frontend Engineering
Function
Role track
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4 competencies2 categories3 Individual Contributor levels
Customize this Function template
Open the free builder with Frontend Engineering already selected. Edit the draft, generate missing detail, and export when it reads true for your team.
Customize this Function templateCommon questions
Does this replace your live ladder?
No. It is a public example you copy into the builder. Your company Function becomes the live standard only after you edit, review, and publish it.
Why only IC1 to IC3?
Those three levels show a real ladder: guided work, independent delivery, and multi-team standards. Add higher levels in the builder if your company uses them.
Can we change competency names?
Yes. Every word is editable. Portable names help related Functions stay consistent, but they are not locked.
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Function template
Backend Engineering competency framework template
This Backend Engineering Function defines communication, ownership, service design, and delivery quality with evidence a manager can cite. Use it as a starting draft, then edit names, levels, and examples to match how your team actually works.
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A useful engineering self-assessment connects work from the full review period to the expectations for your level. Use artifacts you can point to, explain your contribution without inflating it, and give every development note a concrete next step.
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Build a career ladder by defining the role tracks people can follow, limiting them to levels your company can support, and describing how work changes at each step. Adjacent levels should differ through observable scope, autonomy, complexity, or influence, so promotion decisions can point to evidence instead of reputation.
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