Engineer Progression Framework (Engineer I → Engineer II)
Related Documents: Engineering Roles Glossary
This framework describes how advancement from Engineer I to Engineer II works for Fabrication and Production Engineering roles. Promotion is merit-based, not automatic with tenure. The official job descriptions on file with HR remain the source for hiring and legal language; this page summarizes the policy for day-to-day use.
Foundational requirement
No engineer is eligible for progression without first demonstrating excellence in:
- Data quality: Accurate 3D models, BOMs, and granular time entry (Epicor/Toggl discipline).
- Fiscal responsibility: Respect for engineering labor budgets and honest use of time data.
These are prerequisites for any discussion of promotion.
Progression threshold
An Engineer I seeking promotion must show consistent performance at the Engineer II level in at least two of the four areas below.
Consistent means demonstrated over a sustained period (for example, six or more months) and across multiple projects or work types, not a single one-off success.
The examples under each area are illustrative (common pathways), not an exhaustive checklist.
1. Technical proficiency and automation
| Engineer I (core contributor) | Engineer II (senior contributor and specialist) |
|---|---|
| Proficient in core software; executes tasks with established templates | At least one path: (A) Computational design — mastery of Grasshopper; builds reusable scripts/tools. (B) Legacy systems — deep skill in an alternate platform (e.g. Autodesk) and a robust integration workflow. (C) Data and process analysis — builds a reusable analysis tool that yields new insight. |
2. Project leadership and ownership
| Engineer I | Engineer II |
|---|---|
| Reliably completes assigned tasks; works with guidance | At least one path: (A) Leads engineering on a project with novel geometric or fabrication challenges. (B) Leads engineering for a high-value repeat-customer account. (C) Crisis management — navigates a major client-driven change or production crisis successfully. |
3. Mentorship and team contribution
| Engineer I | Engineer II |
|---|---|
| Asks questions; reliable teammate | At least one path: (A) Formal mentorship of at least one Engineer I with measurable skill growth over 6+ months. (B) Knowledge codification — adds a significant new section to this Engineering Wiki under Director or TSC guidance. (C) Public knowledge sharing — leads an internal lunch-and-learn on a technical topic. |
4. Business impact and ROI
| Engineer I | Engineer II |
|---|---|
| High-quality work; commitment to data integrity and budgets | At least one path: (A) Process improvement — solves a significant workflow problem with measurable savings. (B) Client success — key role in a project that drives documented repeat business. (C) Sales enablement — proof-of-concept work that helps win a new high-value project. |
Promotion process
- Self-assessment and discussion — You and the Engineering Director use this framework in 1:1s to set goals and track progress.
- Evidence gathering — You collect concrete evidence of senior-level contributions over the required timeframe.
- Formal proposal — You organize evidence into a short written proposal for the Director.
- Peer review — The Director solicits confidential feedback from two to three relevant peers.
- Final decision — The Director reviews the proposal and peer input and decides.
Technical Steering Committee (TSC)
Top-performing Engineer IIs may be invited to join the TSC to help lead department-wide R&D and standards work (scope varies by role). See role descriptions in Engineering Roles.