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Product FY'21 Engagement Survey Results

Summary

The FY'21 Engagement survey ran from November 16, 2020 - December 16, 2020. The purpose of this issue is to share results with the Product division so we can review data and collaborate on actions moving forward. The highlights/lowlights/potential actions are @sfwgitlab's initial thoughts and takeaways from the survey data.

Please review the Product division summary overview in addition to the highlights/lowlights/potential actions below to discuss potential action items during the PLT Meeting on January 20, 2020.

The goal would is to end the PLT meeting on January 20 with 1-2 Product division level action items for FY'22.

Highlights

  • Product is above the tech benchmark on just about everything
  • Most leaders / manager satisfaction / team satisfaction / team culture / values scores are solid
  • There are improvements from the FY'20 engagement survey regarding seeing positive changes from the prior survey (+7 since FY'20 engagement survey Product)
  • Product confidence scores ("GitLab's products and services are as good as, or better than, our main competitors") rose since the last survey (+7 since FY'20 engagement survey Product)
  • Overall comments score was 81% favorable (comments mentioning “manager” and “work-life” at the top)
  • DIB related scores & comments seem generally positive
  • COVID related scores & comments seem generally positive

Lowlights

  • The 25-34 age demographic has significantly lower scores for I believe there are good career opportunities for me at GitLab.
Favorability Age Range
53% 25-34
76% 35-44
80% 45-54
  • Scores on compensation satisfaction dropped significantly and well below the company average (-20 from FY'20 engagement survey for Product, and -6 from FY'21 engagement survey company-wide)
  • L&D scores in general very low (company-wide as well)
  • Retention questions dropped significantly since the last survey
  • Comments suggest recognition isn’t evenly distributed, and that people just “doing their day job” in more mundane areas don’t feel as appreciated
  • Comments and scores indicate that engagement has suffered due to flat budgets, manager changes, role changes, etc.
  • Lack of alignment amongst e-group and in the OKR process showed up in comments
  • Comments indicated frustration with trying to do too much and taking on too many priorities simultaneously

Recommended Actions

Product Division Actions:

  1. Define a competency for managers to conduct effective 1-2 year career development conversations. Update the product handbook with guidance, and develop a template so we have a consistent approach across the division. Each team member should then feel welcome to fill out the document and schedule time with their manager to discuss. We very much want to be having regular career conversations on a cadence the works for each person.
  2. Invest in a more robust Learning & Development curriculum for Product team members for at least three key competencies. Leverage content from LinkedIn, ProductTalk, and homegrown sources. Link content to competency development handbook descriptions, the Career Development Framework, and onboarding instructions.
  3. Develop a product handbook page outlining the required monthly release tasks for PM's. Make it clear what's required, and what's optional and/or there for best practice guidance. Endeavor to reduce the monthly release task list for PM's so there is more time available for high value activities like customer, market, and competitive research.

Scott W / Anoop actions:

  1. Partner with People Ops and the Total Rewards to evaluate comp philosophy changes for the Product division in light of increasing comp expectations for team members.
  2. Continually focus on driving as much prioritization and e-group alignment as possible
  3. Update the 3-year and 1-year product strategy content and review with the team

Resources

Edited by Scott Williamson