juno journey
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Every career path, made visible.

Build each path once. Employees turn the gap into a plan with their manager.

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Your best people leave for the job they could have had here.

Talia wanted to move from support into product. Nobody could tell her what it would take, but a recruiter from another company did.

From “where could I go?” to a plan, in one conversation

Talia in Support wants to become a Product Analyst. Show her the gap and draft her plan with Joel, her manager.

Claude

One career move, on the calendar

  1. Week 1

    HR imports the positions and paths

    • Positions from CSV
    • Career paths

  2. Week 2

    Talia explores the paths open to her

    Support Team LeadProduct AnalystQA Analyst

  3. Week 3

    She picks Product Analyst and sees her gap

    3Below the level

  4. Week 4

    Plan agreed

    She and Joel · linked to the path

  5. Month 2

    She and Joel each assess her against the level

    SelfManager

  6. Month 4

    Her level is assessed again

    For the Product Analyst path

Every career path you have, visible, with the level each role requires

Each position is a working record, with its requirements and training attached.

Career GrowthDrumlin

SupportCustomer Support

Support Team LeadLevel 3 ·Manager
Senior Support SpecialistLevel 2 ·IC· You
Support SpecialistLevel 1 ·IC

ProductProduct Analytics

Analytics LeadLevel 4 ·Manager
Senior Product AnalystLevel 3 ·IC
Product AnalystLevel 2 ·IC· Target

EngineeringQuality

Senior QA AnalystLevel 3 ·IC
QA AnalystLevel 2 ·IC

Product Analyst

Product · Product Analytics · Level 2 · IC

Turns product usage into the questions the team should answer next.

Competencies

  • Data analysisLevel 3
  • Product thinkingLevel 2

Know-how

  • SQLLevel 3
  • Experiment designLevel 2

Behaviors

  • Stakeholder communicationLevel 3

Training attached

SQL for analystsPresenting data to stakeholdersProduct discovery

  • Organized by department, family, and position

    Each position is a step on a ladder, inside a family, inside a department.

  • Individual contributor and manager tracks

    Individual contributor and managerial tracks sit side by side, so lateral moves are visible too.

  • What each role requires

    Competencies, know-how, and behaviors, each at the level the role requires.

  • Training attached to each requirement

    Each requirement carries the courses and journeys that build it.

  • One competency, two sets of expectations

    The same competency is described once for individual contributors and once for managers.

  • Levels described in words

    Each level describes what good looks like in a sentence, never as a score.

She picks a target role, sees the gap, and gets a plan

1Trigger & Signal

  • Your career paths Positions, levels, required competencies, know-how, and behaviors

2Knowledge Design

Your LLM + Juno MCP

  • Shows the gap between her and the path she picked
  • Finds what closes the gap in your library
  • Drafts a plan linked to the path
She and her manager agree on it

3Delivery & Adoption

  • The employee
  • Her manager
  • HR

4Measure

Her level is assessed again against the path

  • She picks the target

    She chooses the target position, and Juno shows how far she is from it.

  • Assessed by two people

    She and her manager both assess her against the target role's level descriptions.

  • See the gap for each requirement

    Each competency, know-how, and behavior shows where she is and where the path needs her to be.

  • A plan linked to the path

    She, her manager, or HR creates the plan, tied to the path she picked.

  • Suggested goals for the role

    Juno suggests the goals and skills the target position calls for.

  • Her manager's view

    Her manager sees current versus target for each person on the team.

The plan itself lives in Personal Development Plans, and a plan can also start from a goal alone, with no career path behind it.

Set it up once, and decide who gets to see it

  • Import positions from CSV

    Import every position at once from the spreadsheet you already keep.

  • Group by department and family

    Group positions into the ladders your company already uses.

  • Use your own terminology

    Relabel position descriptions and categories in your company's vocabulary.

  • Update levels once

    Change what a level requires once, and the paths and plans built on it update with it.

  • Control who sees what

    Turn career paths on when you're ready, then choose whether employees see every path or only their own job family.

  • Track skills across the company

    Skills Analytics shows which skills people are building, by team, and lets you export the data.

What it looks like in practice

“The most important thing for us is to allow our employees and managers to get access to all Personal Development tools and needs, in one place.”
Lucia K.Head of People, Optival
“…we have been able to design personal and professional development plans aligned with our business needs.”
Adam M.Learning and Development Lead, Minute Media

Journeys that use it

Career paths & mentorship

One person's path, from the target she picks to the plan she agrees on with her manager.

Close skill gaps

Close the gaps a career path reveals with training, as soon as they appear.

From IC to manager

The same competency on the managerial track, for the first step into leading people.

For customers and partners, the ladder becomes a certification path: Customer & Partner Training.

Frequently asked questions

Can employees see where they could go next in Juno?

Yes. Every career path your company builds in Juno is visible to the people you choose: the positions above and alongside theirs, and what each one requires at its level. An employee picks a target and sees how far they are from it. Juno shows what a role requires; it does not post open positions or accept applications.

What is a career path in Juno made of?

A career path is the set of steps a person can take through your organization. In Juno it has three levels: a department, a job family (one ladder within that department), and positions (the steps on that ladder), on an individual contributor or managerial track. Each position includes its description, the competencies, know-how, and behaviors it requires, and the training attached.

How do you set different expectations for IC and manager tracks?

Each competency carries two sets of level descriptions, one for the individual contributor track and one for the managerial track. Communication at level 3 can mean one thing for a senior engineer and another for an engineering manager, and both are defined in the same competency. Positions on each track use that track's expectations.

Does Juno recommend someone's next role?

No. The employee chooses the target position, on her own, with her manager, or with HR. Juno then calculates the gap between her current levels and what that position requires, and suggests the goals and skills the position calls for. The decision about where to go stays with the employee and the people she works with.

How does someone see what it takes to reach a role?

She opens the target position and compares her levels with its requirements. Her self-assessment and her manager's assessment both count, measured against the position's level descriptions. Each requirement shows where she is and where the role needs her to be, and the gap becomes a development plan linked to that career path.

Can we import the positions and levels we already have?

Yes. Positions import in bulk from a CSV file, and departments, families, and levels organize them into the ladders you already use. You can relabel descriptions and categories in your own vocabulary. User accounts sync separately, from your HRIS over SCIM. Everything is managed in Admin, Career Growth.

Does a development plan need a career path?

No. A development plan can start from a goal alone, with no position or career path behind it. When a person does pick a target position, her plan is linked to that path and its goals follow what the position requires. Plans themselves are described on the Personal Development Plans page.

Who can see the career paths?

You decide. Career paths stay off for employees until an admin turns them on. Once they are on, you choose whether people can browse every position in the company or only the ladder in their own job family. Managers see current versus target for the people on their team, and each person sees her own.

How much does Talent Development cost?

Pricing is published on the pricing page.