Compare job levels (职级) across Chinese technology companies and against international ladders, to judge an offer, a job move or a promotion target: what a level usually means in scope and expectations, how levels roughly line up, and what to ask the recruiter. Use when asked P7 相当于什么级别, 跳槽职级怎么对标, 字节 2-2 对应阿里什么, 这个 offer 的职级合理吗, compare Chinese tech levels, or how does Alibaba P-level map to Google levels. Produces a level comparison built from the person's own ladders and offer details, a scope-and-expectation profile for each level, the negotiation questions to ask, and a clear note on what i
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Use cn-level-mapper to compare [current company and level] with [target company and level] for a [role family] move, using any supplied ladders or offer details; assess scope fit, label public mappings as approximate, and provide recruiter questions in Simplified Chinese.
Required inputs
[current company and level]
[target company and level]
[role family]
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SKILL.md
name: cn-level-mapperdescription: "Compare job levels (职级) across Chinese technology companies and against international ladders, to judge an offer, a job move or a promotion target: what a level usually means in scope and expectations, how levels roughly line up, and what to ask the recruiter. Use when asked P7 相当于什么级别, 跳槽职级怎么对标, 字节 2-2 对应阿里什么, 这个 offer 的职级合理吗, compare Chinese tech levels, or how does Alibaba P-level map to Google levels. Produces a level comparison built from the person's own ladders and offer details, a scope-and-expectation profile for each level, the negotiation questions to ask, and a clear note on what is approximate."version: 1.0.0
Level Mapper (职级对标)
When people move between Chinese technology companies, or between China and international employers, the first question is often "what level is this, really?". Ladders differ in naming, number of steps and expectations, and published mappings online are often out of date. This skill builds a comparison from the ladders and offer details the person has, explains what each level usually means in practice, and turns the gaps into questions for the recruiter.
Write in Simplified Chinese unless asked otherwise.
What This Skill Produces
A comparison table of the levels in question, with the evidence for each mapping
A scope profile for each level: typical scope, independence, people leadership, and what the promotion bar asks for
An offer check: whether the offered level matches the person's experience and current level
Questions for the recruiter or hiring manager to pin down what the level means at that company
Required Inputs
Ask for these if not provided:
Current company and level, and years of experience
Target company and offered or expected level
Role family: engineering, product, design, data, operations
Any ladder documents, level descriptions or offer letters the person can share
What they want to decide: accept, negotiate, or set a promotion goal
Framework
Start from the person's documents. Ladders change; treat the company's own descriptions as the source and say so.
Map by scope, not by number. Compare what each level is expected to own: a task, a module, a system, a product line, a business. Two levels with the same number can differ by a full step in scope.
Use public reference points carefully. Widely reported examples include Alibaba's P-series (P6 is commonly described as a senior individual contributor and P7 as an expert who owns a significant area) and ByteDance's two-part levels (such as 2-1 and 2-2). Present these as commonly reported and approximate, and tell the person to confirm with the company.
Check the offer against the evidence. Compare the person's actual scope (team size, systems owned, impact) with the target level's expectations, not only their title.
Turn gaps into questions. "这个职级在团队里通常负责什么范围？", "下一级的晋升标准是什么？通常需要多久？", "这个职级对应的薪酬带宽是多少？", "团队里同级别的人做什么？".