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......@@ -14,7 +14,7 @@ Check any online job board and you will find thousands of companies recruiting f
## Calculating sudden all-remote preparedness
Many organizations have already discovered their finance groups can function quite well remotely. According to an [Owl Labs survey](https://www.owllabs.com/state-of-remote-work/2019), approximately 7% of finance/legal professionals work remotely. If your company had not previously dipped its toe into remote-work waters, COVID-19 "work from home" directives likely required your company to implement some or all of the following strategies:
Many organizations have already discovered their finance groups can function quite well remotely. According to an [Owl Labs survey](https://owllabs.ca/state-of-remote-work/2021), approximately 7% of finance/legal professionals work remotely. If your company had not previously dipped its toe into remote-work waters, COVID-19 "work from home" directives likely required your company to implement some or all of the following strategies:
1. **Move away from or fully off on-premise technology:** The ability of a Finance team's members to access what is needed remotely minimally means accessing on-premise solutions via VPN, along with being well-equipped with the commensurate equipment to have a fully functioning workstation. A heavier lift is making the move to the cloud. In times of disruption, Finance can induce a sense of calm across an organization by operating with fewer (or without) hiccups.
1. **Go paperless:** Save time from having to shred. Make sure the Systems team backs everything up. Twice. You can do it. Thrust suddenly into an all-remote scenario, paper files will be your Achilles heel, as they will immediately become inaccessible if you didn't take them with you when the doors to the office shut behind you.
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......@@ -75,7 +75,7 @@ The impact of any sudden change to people operations will fall unequally on team
Not all disruptions are bad. Often, they tend to spark new ways of thinking that spawn innovations. Consider the following benefits from a people perspective:
1. **Focus on Results:** Without the minor issues as distractions, people professionals can focus on encouraging productive behaviors and helping team leaders drive results. This unleashing of people professionals to focus on business goals can have a [meaningful impact on job satisfaction](https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/Documents/14-0028%20JobSatEngage_Report_FULL_FNL.pdf).
1. **Focus on Results:** Without the minor issues as distractions, people professionals can focus on encouraging productive behaviors and helping team leaders drive results. This unleashing of people professionals to focus on business goals can have a [meaningful impact on job satisfaction](https://www.shrm.org/content/dam/en/shrm/topics-tools/news/hr-magazine/Employee-Job-Satisfaction-Engagement-Flyer.pdf).
1. **Leadership:** People teams can help advance leaders, edit succession plans, and prepare for the future away from the everyday noise that a traditional office might mask. Specifically, they can identify [leaders]({{< ref "being-a-great-remote-manager#traits-of-a-great-remote-manager" >}}) who are most likely to thrive in suddenly remote environments, including those who are particularly self-aware, demonstrate empathy, embrace a servant-leader mindset, and possess a bias for documentation.
1. **Competitive Advantage:** Assuming competitors don't shift to an all-remote arena, there's a huge competitive advantage to finding and retaining talent in all-remote environments. Geographic limitations to talent acquisition disappear overnight as do retention fears of star performers getting poached for relocation. All-remote can be a big boost to your brand.
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......@@ -41,7 +41,7 @@ It's important not to let hindsight thwart progress in the here and now. While a
## Let your Slack or chat messages expire quickly
At GitLab, only [90 days of Slack activity is retained]({{< ref "communication#slack" >}}). After that, it's gone. This is intentional, as it prevents Slack as being useful as a tool for managing projects end-to-end. Slack, Microsoft Teams, and similar tools are *instant* messaging platforms, which may work to the detriment of a truly [asynchronous culture](asynchronous/).
At GitLab, only [90 days of Slack activity is retained](/handbook/communication/#slack). After that, it's gone. This is intentional, as it prevents Slack as being useful as a tool for managing projects end-to-end. Slack, Microsoft Teams, and similar tools are *instant* messaging platforms, which may work to the detriment of a truly [asynchronous culture](asynchronous/).
Leaders who are serious about ensuring that their team can rely on a [single source of truth](https://docs.gitlab.com/ee/development/documentation/styleguide#documentation-is-the-single-source-of-truth-ssot) will be ruthless when it comes to instant message retention. If team members know that they can search their instant message history for updates on a given project, there is no motivation to document progress in a place that is universally accessible. This creates massive [knowledge gaps](asynchronous/#plugging-the-knowledge-leak) and further splinters communication, alignment, and understanding throughout an organization.
......@@ -157,7 +157,7 @@ Empowering the entire company to propose changes creates widespread autonomy and
Ideally, everyone feels as if they are a contributing member of a handbook's evolution. This is easier to foster when you instill ["writing things down"](/handbook/values/#write-things-down) as a value at an early stage. For [scaled companies](scaling/) adding a handbook many years after inception, consider hiring dedicated scribes that sit on each team.
Former journalists are ideal for this type of work, as it goes well beyond transcription. Documenting [notes](communication#external-communication) during [meetings](meetings/), and converting them from [Google Docs]({{< ref "communication#google-docs" >}}) to [handbook](/handbook/about/handbook-usage/#why-handbook-first), requires a knack for storytelling as well as an understanding of what's important and what [context](effective-communication/#understanding-low-context-communication) should be added.
Former journalists are ideal for this type of work, as it goes well beyond transcription. Documenting [notes](communication#external-communication) during [meetings](meetings/), and converting them from [Google Docs](/handbook/communication/#google-docs) to [handbook](/handbook/about/handbook-usage/#why-handbook-first), requires a knack for storytelling as well as an understanding of what's important and what [context](effective-communication/#understanding-low-context-communication) should be added.
Consider investing in a handbook editor team that ensures the engineering framework is up to date, and that code owners are notified whenever pages go too long without an update.
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......@@ -280,7 +280,7 @@ The below is an inexhaustive list of news articles covering the growing movement
1. The Globe and Mail: [Chief remote working officers are now navigating organizations into a post-pandemic world](https://www.theglobeandmail.com/business/article-chief-remote-working-officers-are-now-navigating-organizations-into-a)
1. SHRM: [Why You Need a Remote-Work Leader](https://www.shrm.org/hr-today/news/hr-news/pages/why-you-need-remote-work-leader.aspx)
1. VentureBeat: [After embracing remote work in 2020, companies face conflicts making it permanent](https://venturebeat.com/2021/01/01/after-embracing-remote-work-in-2020-companies-face-conflicts-making-it-permanent)
1. The Australian: [Why hybrid workplaces bring a whole new set of challenges](https://www.theaustralian.com.au/business/the-deal-magazine/will-the-hybrid-workplace-be-a-risky-option-for-employers-postcovid/news-story/7841d04614fe688fb366eb2eb3272d70)
1. The Australian: [Why hybrid workplaces bring a whole new set of challenges](https://www.theaustralian.com.au/business/the-deal-magazine/will-the-hybrid-workplace-be-a-risky-option-for-employers-postcovid/news-story/7841d04614fe688fb366eb2eb3272d70) (subscription required)
1. LinkedIn Talent Blog: [Why You Need to Hire a Head of Remote Work — and What That Job Entails](https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/why-you-need-to-hire-a-head-of-remote-work)
1. Reworked: [Is Now the Time to Invest in a Head of Remote Work?](https://www.reworked.co/leadership/is-now-the-time-to-invest-in-a-head-of-remote-work)
1. Running Remote: [Is it time for your company to hire a Head of Remote?](https://runningremote.com/is-it-time-for-your-company-to-hire-a-head-of-remote)
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......@@ -179,7 +179,7 @@ The full list of [questions to ask a remote candidate](interviews/#interview-que
### Use video calls to interview and engage
Candidates need to be comfortable with video calls since they are a primary medium for communication in a remote role. At GitLab, we use [Zoom](/handbook/tools-and-tips#zoom) to connect with candidates via [video calls]({{< ref "communication#video-calls" >}}).
Candidates need to be comfortable with video calls since they are a primary medium for communication in a remote role. At GitLab, we use [Zoom](/handbook/tools-and-tips#zoom) to connect with candidates via [video calls](/handbook/communication/#video-calls).
This [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video demonstrates how to conduct a remote interview process.
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......@@ -24,7 +24,7 @@ Use the content from our [presentation at GitLab Culture Open House 2020](https:
When you work synchronously, tools like Slack or Microsoft Teams enable conversations that can go on for months. The upside is the potential for immediate replies. The downsides are numerous. A never-ending strand of red bubbles (unread notifications) can take a toll on one's [mental health](mental-health/), and completely destroys a human's ability to find a state of flow.
Letting Slack pings dictate your working life is a recipe for burnout. It's also a terrible way to work. Messages are [siloed]({{< ref "communication#avoid-direct-messages" >}}) outside of public channels, so it's impossible for others to transparently see what others are working on.
Letting Slack pings dictate your working life is a recipe for burnout. It's also a terrible way to work. Messages are [siloed](/handbook/communication/#avoid-direct-messages) outside of public channels, so it's impossible for others to transparently see what others are working on.
To solve for this, only pay for a chat plan that retains messages for 90 days or less. If your team knows that they'll never be able to query a message thread for context on a project, they will not use the tool for work. Instead, they'll be forced to start, discuss, and complete work in the place where it should end up. At GitLab (the company), this is GitLab ([the product](https://about.gitlab.com/stages-devops-lifecycle)).
......@@ -97,7 +97,7 @@ This remote-first behavior triggers a healthy reminder for people to chat about
Imagine this scenario. You're in a conference room with five others, being joined by a group of five remote team members in a video call.
Those in the office are inclined to use the office camera, dialing in as a single participant with five heads and voices. This creates an unlevel playing field, where the remote team members are immediately seen as inferior, and are given a substandard call experience. (We've detailed why [hybrid calls are horrible]({{< ref "communication#hybrid-calls-are-horrible" >}}) in the Communication section of the GitLab handbook.)
Those in the office are inclined to use the office camera, dialing in as a single participant with five heads and voices. This creates an unlevel playing field, where the remote team members are immediately seen as inferior, and are given a substandard call experience. (We've detailed why [hybrid calls are horrible](/handbook/communication/#hybrid-calls-are-horrible) in the Communication section of the GitLab handbook.)
The forcing function here is to mandate that everyone, at all times, use their own webcam. This would mean that each individual in the aforementioned conference room would need to open their own laptop and join. This would feel remarkably awkward to those in the room, which is precisely the point. The next logical question is the intended conclusion: *why did everyone in the office bother commuting*?
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......@@ -115,7 +115,7 @@ Leaders should reinforce a particular rigor on documenting takeaways following i
### Redesigned spaces for individual hybrid-remote meeting rooms
Hybrid calls are [suboptimal for remote attendees](meetings/#avoid-hybrid-calls). Leaders transitioning to hybrid-remote should consider redesigning existing office space to optomize for individual workspaces and individual meeting rooms. This reinforces that the office is simply [another venue to work remotely from]({{< ref "how-to-work-remote-first#offices-are-simply-venues-to-work-remotely-from" >}}).
Hybrid calls are [suboptimal for remote attendees](meetings/#avoid-hybrid-calls). Leaders transitioning to hybrid-remote should consider redesigning existing office space to optimize for individual workspaces and individual meeting rooms. This reinforces that the office is simply [another venue to work remotely from]({{< ref "how-to-work-remote-first#offices-are-simply-venues-to-work-remotely-from" >}}).
Eliminating conference rooms serves as a forcing function to ensure collaboration is accessible to all and removes the temptation to have in-office team members gather around a single camera for a video call with remote attendees.
......@@ -179,19 +179,19 @@ We believe it's useful for transitioning companies to see *how* others are embra
1. Dropbox - *[Virtual First Toolkit](https://experience.dropbox.com/virtual-first-toolkit)*
1. Slack - *[A new guide for adapting to a radically different workplace](https://slack.com/blog/transformation/navigating-the-disruption-of-work)*
1. Hubspot - *[How we're building a hybrid company](https://www.hubspot.com/careers-blog/future-of-work-hybrid)*
1. Coinbase - *[Building a remote-first company: our biggest lessons so far](https://blog.coinbase.com/building-a-remote-first-company-our-biggest-lessons-so-far-bac75adb650b)*
1. Coinbase - *[Building a remote-first company: our biggest lessons so far](https://www.coinbase.com/blog/building-a-remote-first-company-our-biggest-lessons-so-far)*
1. Herman Miller - *[The Future of Work: Looking Forward](https://www.hermanmiller.com/research/categories/white-papers/looking-forward)*
## Companies embracing hybrid-remote
COVID-19 created a wave of companies intentionally shifting to remote-first. For some organizations, unwinding all of their office space and [becoming an all-remote organazation](transition/) is not practical. Many are announcing their plan to embrace some variation of hybrid-remote. This is not an exhaustive list, so we welcome additions and contributions.
COVID-19 created a wave of companies intentionally shifting to remote-first. For some organizations, unwinding all of their office space and [becoming an all-remote organization](transition/) is not practical. Many are announcing their plan to embrace some variation of hybrid-remote. This is not an exhaustive list, so we welcome additions and contributions.
1. HubSpot — *[The Future of Work at HubSpot: How We're Building a Hybrid Company](https://www.hubspot.com/careers-blog/future-of-work-hybrid)*
1. Dropbox — *[Dropbox goes Virtual First](https://blog.dropbox.com/topics/company/dropbox-goes-virtual-first)*
1. Robinhood — *[Robinhood is a Remote First Company](https://blog.robinhood.com/news/2022/1/12/robinhood-is-a-remote-first-company)*
1. Reddit — *[Evolving Reddit's Workforce](https://redditblog.com/2020/10/27/evolving-reddits-workforce)*
1. Figma — *[How work is changing at Figma](https://www.figma.com/blog/how-work-is-changing-at-figma)*
1. Coinbase — *[Post COVID-19, Coinbase will be a remote-first company](https://blog.coinbase.com/post-covid-19-coinbase-will-be-a-remote-first-company-cdac6e621df7)*
1. Coinbase — *[Post COVID-19, Coinbase will be a remote-first company](https://www.coinbase.com/blog/post-covid-19-coinbase-will-be-a-remote-first-company)*
1. Shopify — *[Digital by default](https://www.shopify.com/careers/work-anywhere)*
1. Twitter — *[Where We Work](https://careers.twitter.com/en/locations.html)*
1. Slack — *[A new guide for adapting to a radically different workplace](https://slack.com/blog/transformation/navigating-the-disruption-of-work)*
......@@ -203,7 +203,7 @@ COVID-19 created a wave of companies intentionally shifting to remote-first. For
1. Asana - *[Reuniting and Thriving in a Distributed World With Asana](https://blog.asana.com/2021/04/reuniting-teams)*
1. LinkedIn - *[A Sneak Peek at LinkedIn's New Hybrid Workplace Plans](https://www.linkedin.com/business/talent/blog/talent-engagement/sneak-peek-at-linkedins-new-hybrid-workplace-plans)*
1. DoorDash - *[DoorDash's Hybrid Work Plan: Committing to Flexibility](https://doordash.news/company/doordashs-hybrid-work-plan-committing-to-flexibility)*
1. Uber - *[Our Return to the Office](https://www.uber.com/blog/our-return-to-the-office)*
1. Uber - *[Our Return to the Office](https://www.uber.com/blog/our-return-to-the-office/)*
1. Cisco - *[Cisco Powers Hybrid Work](https://newsroom.cisco.com/feature-content?type=webcontent&articleId=2179907)*
1. Intel - *[Creating a "Hybrid-First" Company](https://www.intel.com/content/www/us/en/newsroom/opinion/creating-hybrid-first-company.html#gs.t85vm4)*
1. Lyft - *[We're Going Fully Flexible](https://www.lyft.com/blog/posts/lyft-announces-fully-flexible-workplace)*
......@@ -228,7 +228,7 @@ While this scenario may still be preferred over one where remote employees are *
### Better work-life balance
Hybrid-remote employees can plan for more [flexibility](http://shedoesdatathings.com/post/1-year-at-gitlab) in their [daily life](people/#those-who-value-flexibility-and-autonomy) (for [kids](https://about.gitlab.com/blog/2019/07/25/balancing-career-and-baby), parents, friends, groceries, sports, deliveries).
Hybrid-remote employees can plan for more flexibility in their [daily life](people/#those-who-value-flexibility-and-autonomy) (for [kids](https://about.gitlab.com/blog/2019/07/25/balancing-career-and-baby), parents, friends, groceries, sports, deliveries).
### Optimize when and where you work
......@@ -320,7 +320,7 @@ If you're considering working for a remote-first company, consider asking the fo
1. Does the executive team work remotely, or do they all congregate in the same physical space day-to-day?
1. Where and how are all-hands calls handled?
1. Are interviews and onboarding handled on-premise or via video call?
1. Do team members have [hybrid calls]({{< ref "communication#hybrid-calls-are-horrible" >}}), or does each person have their own equipment?
1. Do team members have [hybrid calls](/handbook/communication/#hybrid-calls-are-horrible), or does each person have their own equipment?
1. What procedures are in place to ensure that remote employees are granted [learning and development](learning-and-development/) and promotion opportunities?
It is possible to find remote-first companies with a healthy, understanding culture that works to support both colocated and remote colleagues. Prospective employees should do their own due diligence to make sure the requisite values are established and lived out.
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......@@ -26,7 +26,7 @@ Between these larger gatherings, informal communication is another important ele
### Attendance is optional
GitLab has a meeting policy we like to call "[No agenda, no attenda]({{< ref "communication#external-communication" >}})." Every work-related meeting has purpose, which is outlined a live doc agenda affixed to the calendar invite: here's a [templated example](https://docs.google.com/document/d/1WQe-0oiMCzB3MPBNdKluCEIfgTRpaIi-SJ8FmUJ2xHo/edit?usp=sharing) you can copy and use in your organization. As an all-remote company, we [do not look to a meeting by default](asynchronous/#question-every-meeting); when they are necessary, we strive to make in-person attendance optional by enabling asynchronous contribution.
GitLab has a meeting policy we like to call "[No agenda, no attenda](/handbook/communication/#external-communication)." Every work-related meeting has purpose, which is outlined a live doc agenda affixed to the calendar invite: here's a [templated example](https://docs.google.com/document/d/1WQe-0oiMCzB3MPBNdKluCEIfgTRpaIi-SJ8FmUJ2xHo/edit?usp=sharing) you can copy and use in your organization. As an all-remote company, we [do not look to a meeting by default](asynchronous/#question-every-meeting); when they are necessary, we strive to make in-person attendance optional by enabling asynchronous contribution.
### Meetings are recorded
......@@ -50,7 +50,7 @@ On a virtual call, you're limited to viewing a certain number of faces at a time
## How to prepare for an in-person meeting
In-person meeting prep is similar to getting ready for a [video call]({{< ref "communication#video-calls" >}}). In these situations, you should plan to:
In-person meeting prep is similar to getting ready for a [video call](/handbook/communication/#video-calls). In these situations, you should plan to:
1. Start and end on time
1. Build in social interactions and plan to get to know the people in your group
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......@@ -129,7 +129,7 @@ Below are a number of intentional facets of [GitLab's culture]({{< ref "culture#
1. Coworking calls: More details below.
1. Social hours: Informal social calls organized within our immediate teams to get to know each other on a more personal level.
1. Local meetups: Co-located team members are encouraged to organize their own meetups, whether it's a coworking space or getting dinner together.
1. [Slack]({{< ref "communication#slack" >}}): We use Slack channels for informal communications throughout the company, whether it's a team-specific channel or a channel dedicated to sharing vacation photos with other team members.
1. [Slack](/handbook/communication/#slack): We use Slack channels for informal communications throughout the company, whether it's a team-specific channel or a channel dedicated to sharing vacation photos with other team members.
1. [Zoom calls]({{< ref "tools-and-tips#zoom" >}}): Not only do we get to know our coworkers better by seeing them in real time during video calls, we also get to know their pets and families too. This visual engagement helps us relate to each other on a more personal level, so when we meet in person, we already know each other. In fact, when our team members meet face-to-face for the first time, the most surprising factor is usually each person's height.
1. Gaming: GitLab has a `#gaming` Slack channel where fans of video games and digital board games can connect. Coordinating shared gaming sessions is a great way to informally connect with team members and collaborate toward goals outside of work.
1. Music making: GitLab's `#music_making` Slack channel is a place where artists can come together and collaborate synchronously or asynchronously to make music together. Several GitLab team members came together to create [All I Want This Quarter Is You (GitLab)](https://youtu.be/9kTwqsW8I68), a musical masterpiece on the GitLab Unfiltered YouTube channel.
......@@ -152,7 +152,7 @@ In a colocated setting, meetings tend to begin with personal conversation. Virtu
### Speedy meetings
As part of our overall [Communications Handbook]({{< ref "communication#scheduling-meetings" >}}), we prefer to utilize the "speedy meetings" setting in Google Calendar, which encourages before-the-call banter and conversation. It also provides space between meetings to recharge and reset.
As part of our overall [Communications Handbook](/handbook/communication/#scheduling-meetings), we prefer to utilize the "speedy meetings" setting in Google Calendar, which encourages before-the-call banter and conversation. It also provides space between meetings to recharge and reset.
### Lead with empathy
......@@ -215,7 +215,7 @@ It's a great chance to get to know who you work with, talk about everyday things
### Scheduling a Coffee Chat
GitLab Team Members can easily schedule a Coffee Chat in Google Calendar and link it to Zoom, with a 1-click link to the video call. When scheduling coffee chats with executive leadership, please reach out to their EBA to find a mutually available time. If they are not on the list in the [EBA Handbook]({{< ref "eba#executive-business-administrator-team" >}}), please follow the steps below:
GitLab Team Members can easily schedule a Coffee Chat in Google Calendar and link it to Zoom, with a 1-click link to the video call. When scheduling coffee chats with executive leadership, please reach out to their EBA to find a mutually available time. If they are not on the list in the [EBA Handbook](/handbook/eba/#executive-business-administrator-team), please follow the steps below:
Watch this [short video](https://youtu.be/zbbEn_PznK0) to see how it's done.
......@@ -269,7 +269,7 @@ We recognize that coffee chats may place pressure on the URG team member to come
1. How do you describe our offering to family and friends?
1. What opportunities for learning and growth have you recently found or created for yourself? What such opportunities do you see for your colleagues?
If you have any questions please reach out to the [Staff EBA to the CEO]({{< ref "eba#executive-business-administrator-team" >}}) or the Manager, Diversity Inclusion and Belonging or your People Business Partner. If your question/feedback can be posted publicly, please post in the slack channel #urg-leadership-coffee-chat
If you have any questions please reach out to the [Staff EBA to the CEO](/handbook/eba/#executive-business-administrator-team) or the Manager, Diversity Inclusion and Belonging or your People Business Partner. If your question/feedback can be posted publicly, please post in the slack channel #urg-leadership-coffee-chat
### The Donut Bot
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......@@ -146,7 +146,7 @@ Consider a secondary mentor for the length of the internship that has a great de
Remember: struggling remote interns may have a sound understanding of their work tasks, but are unable to articulate blockers related to their work environment.
Consider also creating opportunities for interns to connect and network with senior leaders on the team. In his session at [REMOTE by GitLab](https://remotebygitlab.com), Professor Raj Choudhury shared the results of a Harvard Business School study showing how brief virtual water cooler sessions with senior managers might have job and career benefits for newcomers in a remote setting. Watch the recording to learn more:
Consider also creating opportunities for interns to connect and network with senior leaders on the team. In his session at REMOTE by GitLab, Professor Raj Choudhury shared the results of a Harvard Business School study showing how brief virtual water cooler sessions with senior managers might have job and career benefits for newcomers in a remote setting. Watch the recording to learn more:
{{< youtube "RVMUworx2Vk" >}}
......@@ -180,7 +180,7 @@ All-remote forces you to do things that you [should do anyway](management/), but
If you don't hire your remote intern/s at the end of their internship experience, be sure to sweeten their transition out by ending well.
1. [Say Thanks]({{< ref "communication#say-thanks" >}}) for the work they contributed during their internship. At GitLab, we even have a `#thanks` Slack channel!
1. [Say Thanks](/handbook/communication/#say-thanks) for the work they contributed during their internship. At GitLab, we even have a `#thanks` Slack channel!
1. Acknowledge intern contributions in team meetings, issues, company calls, 1-1 meetings.
1. Send a gift or a swag bag to commemorate their contributions.
......
......@@ -32,7 +32,7 @@ Remote interviews are similar to in-person interviews in many ways: You're still
### Camera
For a remote interview, being able to easily navigate a [video call]({{< ref "communication#video-calls" >}}) is vital. First, consider how you want to present yourself visually by choosing a camera quality:
For a remote interview, being able to easily navigate a [video call](/handbook/communication/#video-calls) is vital. First, consider how you want to present yourself visually by choosing a camera quality:
1. Inbuilt webcam on a phone, laptop, or external display (baseline)
1. Dedicated USB webcam (mid-tier)
......@@ -189,7 +189,7 @@ Below is an archive of past interview guests, answering the above questions and
An archive of Pick Your Brain interviews are below. We've also created a [Pick Your Brain Playlist](https://www.youtube.com/playlist?list=PLFGfElNsQthafBVmoPPVMvBc_Gg2nsyQb) on [GitLab's YouTube channel](https://www.youtube.com/channel/UCnMGQ8QHMAnVIsI3xJrihhg).
Learn more about scheduling a GitLab [Pick Your Brain series]({{< ref "eba#pick-your-brain-meetings" >}}).
Learn more about scheduling a GitLab [Pick Your Brain series](/handbook/eba/#pick-your-brain-meetings).
1. [GitLab CEO Sid Sijbrandij and InVision Chief People Officer Mark Frein](https://about.gitlab.com/blog/2019/07/31/pyb-all-remote-mark-frein)
1. [GitLab CEO Sid Sijbrandij and FormAssembly CEO Cedric Savarese](https://about.gitlab.com/blog/2017/08/11/pick-your-brain-interview-cedric-savarese)
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......@@ -40,7 +40,7 @@ Managing any team remotely is much like managing in-person. We've created an in-
Most challenges associated with all-remote L&D can be addressed at the [hiring stage](hiring/). All-remote companies should seek team members who want to be a manager of one, thrive in environments of high autonomy, and who embrace virtual communication mediums. Learn more about [how to hire in an all-remote company](hiring/).
- **No guarantee of uptake**: In all-remote settings, educators and trainers must design courses that hold the attention of remote pupils, understanding that they may be engaged with the coursework in highly unconventional settings. In turn, it is difficult to guarantee that participants are truly internalizing what's being conveyed.
- **Live feedback/Q&A is hard**: At GitLab, we aim to operate [asynchronously](asynchronous/), staying true to our values of [Efficiency](/handbook/values/#efficiency) and [Results](/handbook/values/#results). Due to this, it's difficult to find time to hold a question and answer session with a large group of students. Utilizing [a Google Doc]({{< ref "communication#google-docs" >}}), where questions can be discussed and answered in real time, is a workaround.
- **Live feedback/Q&A is hard**: At GitLab, we aim to operate [asynchronously](asynchronous/), staying true to our values of [Efficiency](/handbook/values/#efficiency) and [Results](/handbook/values/#results). Due to this, it's difficult to find time to hold a question and answer session with a large group of students. Utilizing [a Google Doc](/handbook/communication/#google-docs), where questions can be discussed and answered in real time, is a workaround.
### How can teams overcome remote L&D challenges?
......
......@@ -17,7 +17,7 @@ On this page, we're detailing how to create efficient, transparent, documentatio
![GitLab all-remote mentor](/images/all-remote/ceo-shadow-gitlab-awesomeness.jpg)
{style="width: 50%;"}
"[No agenda, no attenda]({{< ref "communication#external-communication" >}})." Every work-related meeting should have a [live doc agenda](https://docs.google.com/document/d/1eH-adpjfyo_RnlfbPvJ3i0e1Qb-aVoNc4yajnkZgJcU/edit#heading=h.6upuyp25d0wm) affixed to the calendar invite. To better understand how GitLab utilizes agenda docs, here's a [templated example](https://docs.google.com/document/d/1eH-adpjfyo_RnlfbPvJ3i0e1Qb-aVoNc4yajnkZgJcU/edit#heading=h.6upuyp25d0wm) you can copy and use in your organization. [Coffee chats](informal-communication/#coffee-chats) are excluded from this given their function in informal communication.
"[No agenda, no attenda](/handbook/communication/#external-communication)." Every work-related meeting should have a [live doc agenda](https://docs.google.com/document/d/1eH-adpjfyo_RnlfbPvJ3i0e1Qb-aVoNc4yajnkZgJcU/edit#heading=h.6upuyp25d0wm) affixed to the calendar invite. To better understand how GitLab utilizes agenda docs, here's a [templated example](https://docs.google.com/document/d/1eH-adpjfyo_RnlfbPvJ3i0e1Qb-aVoNc4yajnkZgJcU/edit#heading=h.6upuyp25d0wm) you can copy and use in your organization. [Coffee chats](informal-communication/#coffee-chats) are excluded from this given their function in informal communication.
If you determine that a meeting is needed to move a project forward, address a blocker, or resolve a miscommunication, follow the proven principles below.
......@@ -27,20 +27,20 @@ If you determine that a meeting is needed to move a project forward, address a b
1. Ensure that the appropriate sharing settings are in place to prevent a chorus of "I can't access the agenda" comments; agendas should be editable by all participants.
1. Link the agenda in the meeting invite.
1. Establish the agenda as far in advance of the meeting as possible.
1. Agendas should use [numbered lists]({{< ref "communication#writing-style-guidelines" >}}), not bulleted lists.
1. Agendas should use [numbered lists](/handbook/communication/#writing-style-guidelines), not bulleted lists.
1. `Context` section includes: The goal(s) of the meeting; clear pre-work or pre-watch/read instructions; intent and expected outcomes using [low-context communication](effective-communication/).
### Pre-work and meeting kick-off
1. Pre-read/watch or pre-work materials should be emailed to attendees at least 24 hours in advance.
1. The meeting host ([DRI]({{< ref "directly-responsible-individuals" >}})) may summarize key points and context for the first 1 to 2 minutes of the meeting, but [few meetings should be presentations]({{< ref "communication#few-meetings-with-presentations" >}}).
1. The meeting host ([DRI]({{< ref "directly-responsible-individuals" >}})) may summarize key points and context for the first 1 to 2 minutes of the meeting, but [few meetings should be presentations](/handbook/communication/#few-meetings-with-presentations).
1. Questions should be [written](/handbook/values/#write-things-down) and listed in advance of the scheduled meeting time; this tends to increase the quality of questions.
### Note taking and structure during the meeting
1. [Make a proposal](/handbook/values#make-a-proposal) whenever feasible. It should be possible to answer/comment with a simple "yes."
1. Link any relevant piece of text to associated resources to prevent people from spending time searching or asking.
1. Follow GitLab's [smart note taking guidance]({{< ref "communication#smart-note-taking-in-meetings" >}}) by taking notes inline with the agenda rather than using a separate "notes" section. Real-time note-taking by multiple participants is encouraged.
1. Follow GitLab's [smart note taking guidance](/handbook/communication/#smart-note-taking-in-meetings) by taking notes inline with the agenda rather than using a separate "notes" section. Real-time note-taking by multiple participants is encouraged.
- Another good reference is the CEO Shadow [handbook page tips section](/handbook/ceo/shadow/#taking-notes:~:text=in%20a%20meeting.-,Tips,-%3A), specifically `It's helpful if shadow one takes notes as the first speaker is talking, then shadow two starts when the next speaker continues the conversation. Shadow one can pick up note taking again when the next speaker contributes. By alternating this way, the shadows are better able to keep up with all the participants in the conversation.` This advice can be used in general meetings as well.
1. If you're not talking in the meeting, at any given time, help take notes. If there isn't a note taker listed in the document at the start of the meeting, people should self-note-take. Consider asking other people to write down the answers in real-time to allow the person who asked the question to focus on the answer. The person asking the question can touch up the answer when the conversation has moved on to something less relevant to them.
1. Notes should be properly indented and structured to follow the conversation's flow.
......@@ -91,7 +91,7 @@ A live document is a document that may continually be edited and updated. Exampl
## Q: How can I participate in a live doc meeting?
There are two ways to participate in a live doc meeting: either synchronously, like when [joining a live Zoom call]({{< ref "communication#video-calls" >}}), or [asynchronously](asynchronous/), by reviewing the documented discussion along with any recorded video after the meeting is over.
There are two ways to participate in a live doc meeting: either synchronously, like when [joining a live Zoom call](/handbook/communication/#video-calls), or [asynchronously](asynchronous/), by reviewing the documented discussion along with any recorded video after the meeting is over.
## Q: When are live doc meetings held?
......
......@@ -74,7 +74,7 @@ We've done a deep dive on the most common [drawbacks to all-remote working here]
For example, all-remote companies that have colleagues spread out across time zones will encounter scenarios where one has to [compromise](drawbacks/) in order to be online at the same time for critical calls, meetings, or projects. However, there is great freedom in being able to disconnect from work at an appointed time with the understanding that your colleagues will communicate asynchronously rather than pressuring you to be available outside of your work hours.
As documented in the [Communication section of GitLab's Handbook]({{< ref "communication" >}}), there are limits to asynchronous communication. When we go **back and forth three times,** we jump on a [synchronous video call]({{< ref "communication#video-calls" >}}).
As documented in the [Communication section of GitLab's Handbook]({{< ref "communication" >}}), there are limits to asynchronous communication. When we go **back and forth three times,** we jump on a [synchronous video call](/handbook/communication/#video-calls).
## Remote management tools
......
......@@ -37,8 +37,8 @@ We're thoughtful about how we run meetings, because, when done right, they are f
1. Ensure your [Slack profile name pronunciation has been completed](../../../tools-and-tips/slack.md#profile).
1. Consider adding a link to the pronunciation of your name to the agenda doc in the attendee section.
1. Ensure your [Google profile name pronunciation has been completed](../../../tools-and-tips/_index.md#add-name-pronunciation-in-google).
1. **Avoid presenting in most meetings.** Valuable synchronous time should not be used to present in [most cases]({{< ref "communication#few-meetings-with-presentations" >}}). Instead, recorded presentations make content accessible, prevent confusion, and increase participation for team members that prefer consuming content asynchronously. It is OK to present spontaneously to share unplanned material during a meeting, but stop sharing once the point is made. This ensures that the video stream is preserved for team members to engage and interact with each other.
1. **Be intentional about introductions (or not).** Some meetings may benefit from introductions, so be intentional about either doing introductions or not. If you are going to do introductions, make sure participants are aware beforehand so they are prepared. Create a [list of people]({{< ref "communication#meeting-introduction-guidelines" >}}) with their roles, and use that for guiding the introduction sequence. Let each individual introduce themselves so that Zoom emphasizes the speaker's video stream.
1. **Avoid presenting in most meetings.** Valuable synchronous time should not be used to present in [most cases](/handbook/communication/#few-meetings-with-presentations). Instead, recorded presentations make content accessible, prevent confusion, and increase participation for team members that prefer consuming content asynchronously. It is OK to present spontaneously to share unplanned material during a meeting, but stop sharing once the point is made. This ensures that the video stream is preserved for team members to engage and interact with each other.
1. **Be intentional about introductions (or not).** Some meetings may benefit from introductions, so be intentional about either doing introductions or not. If you are going to do introductions, make sure participants are aware beforehand so they are prepared. Create a [list of people](/handbook/communication/#meeting-introduction-guidelines) with their roles, and use that for guiding the introduction sequence. Let each individual introduce themselves so that Zoom emphasizes the speaker's video stream.
1. **Provide verbal cues.** If you're going through an agenda document, then add context: "bullet 3c, Sam, you added that point, can you verbalize it for us?" Similarly use slide numbers when going through a presentation to ensure that all attendees are tracking on the content.
1. **Adhere to the agenda order to ensure inclusiveness.** People may add agenda topics to the agenda asynchronously and synchronously during the meeting. In guiding discussions, ensure that agenda topics discussed are equitable and fair - don't let a single person or subset of the group monopolize the agenda at the expense of others.
1. **Document in real-time.** Since not all team members will be able to attend a meeting live, documentation is a vital part of avoiding team dysfunction. Follow [Live Doc meeting best practices]({{< ref "live-doc-meetings" >}}) to increase cohesion, discipline, and transparency.
......@@ -98,11 +98,11 @@ Recurring meetings are often established as meaningful points along a given jour
A nontrivial amount of time is required to regain focus after a distraction. While it is not always possible to schedule meetings such that they do not create distractions, it's important to begin and end meetings on time in order to minimize disruption.
When scheduling a meeting at GitLab, we value people's time and prefer the "speedy meetings" setting in our Google Calendar. This gives us meetings of, for example, 25 or 50 minutes - leaving some time to write notes, stretch, etc. before continuing to our next call. Learn more in the [Communication section of GitLab's Handbook]({{< ref "communication#scheduling-meetings" >}}).
When scheduling a meeting at GitLab, we value people's time and prefer the "speedy meetings" setting in our Google Calendar. This gives us meetings of, for example, 25 or 50 minutes - leaving some time to write notes, stretch, etc. before continuing to our next call. Learn more in the [Communication section of GitLab's Handbook](/handbook/communication/#scheduling-meetings).
### 4. All meetings must have an agenda
"[No agenda, no attenda]({{< ref "communication#external-communication" >}})." Every work-related meeting should have a single live doc agenda affixed to the calendar invite at the time that the invite is added to calendars.
"[No agenda, no attenda](/handbook/communication/#external-communication)." Every work-related meeting should have a single live doc agenda affixed to the calendar invite at the time that the invite is added to calendars.
Meeting agendas should be include:
......@@ -178,7 +178,7 @@ Your appearance, surroundings, and background can be the source of great stress
1. Celebrate [unique surroundings](https://about.gitlab.com/blog/2019/06/25/how-remote-work-at-gitlab-enables-location-independence). It's not uncommon to see GitLab team members participate in a video call from the shores of a lake, coffee shops, RVs, or even while walking.
1. Focus on your internet connection and your audio quality ([use headphones](https://about.gitlab.com/blog/2019/06/28/five-things-you-hear-from-gitlab-ceo)), reducing listening fatigue for others.
1. Encourage family and housemates to say hello! All-remote employees invite others into their homes via video call, creating a unique opportunity to share their lives with colleagues.
1. Consider *not* using a video call. Visit GitLab's [Communication]({{< ref "communication#video-calls" >}}) section of the Handbook to learn more.
1. Consider *not* using a video call. Visit GitLab's [Communication](/handbook/communication/#video-calls) section of the Handbook to learn more.
### 9. It's OK to look away
......@@ -186,13 +186,13 @@ Many organizations have attempted to improve the utility of meetings — usually
1. It's completely acceptable to work on other tasks if (a particular portion of) a meeting doesn't apply to you. If your meeting is with only GitLab team members please leave your camera on to allow people to see the overall interest level and adjust the time spent on certain topics. If your meeting includes non-GitLab team members consider turning off your camera because people outside GitLab might not know that it is acceptable for us to work on other tasks during a meeting.
1. It's not embarrassing to ask occasionally for something to be repeated. Because you manage your own attention, you are free to engage with other work and then be pulled back into a relevant part of the meeting conversation.
1. It feels rude in video calls to interrupt people. This is because the latency causes you to talk over the speaker for longer than during an in-person meeting. We should not be discouraged by this, the questions and context provided by interruptions are valuable. This is a situation where we have to do something counter-intuitive to make all-remote meetings work. In GitLab, everyone is encouraged to interrupt the speaker in a video call to ask a question or offer context. We want everyone to contribute instead of a monologue. Just like in-person meetings be cognizant of when, who, and how you interrupt. For example, this can help avoid the issue of [men too often interrupting women](http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.870.5508&rep=rep1&type=pdf).
1. It feels rude in video calls to interrupt people. This is because the latency causes you to talk over the speaker for longer than during an in-person meeting. We should not be discouraged by this, the questions and context provided by interruptions are valuable. This is a situation where we have to do something counter-intuitive to make all-remote meetings work. In GitLab, everyone is encouraged to interrupt the speaker in a video call to ask a question or offer context. We want everyone to contribute instead of a monologue. Just like in-person meetings be cognizant of when, who, and how you interrupt. For example, this can help avoid the issue of men too often interrupting women.
Learn more in the [Communication section of GitLab's Handbook]({{< ref "communication#video-calls" >}})
Learn more in the [Communication section of GitLab's Handbook](/handbook/communication/#video-calls)
### 10. Say thanks and be creative
At GitLab, we have a dedicated Slack channel [devoted to saying thanks]({{< ref "communication#say-thanks" >}}). Kindness is embedded in our [Collaboration](/handbook/values/#collaboration) value, and gratitude is an essential part of our culture. This reinforces what connects us as a [geographically diverse](/handbook/company/culture/inclusion#fully-distributed-and-completely-connected) team.
At GitLab, we have a dedicated Slack channel [devoted to saying thanks](/handbook/communication/#say-thanks). Kindness is embedded in our [Collaboration](/handbook/values/#collaboration) value, and gratitude is an essential part of our culture. This reinforces what connects us as a [geographically diverse](/handbook/company/culture/inclusion#fully-distributed-and-completely-connected) team.
A great example of several GitLab's [values](/handbook/values/) being used to generate a creative outcome from a regularly scheduled meeting is detailed on the company blog: ["How we turned a dull weekly all-hands into a podcast"](https://about.gitlab.com/blog/2019/06/03/how-we-turned-40-person-meeting-into-a-podcast)
......@@ -249,7 +249,7 @@ When working in an all-remote company, there is a strong tendency to avoid tradi
1. Block off everyone's calendar just as if they'd traveled for an offsite. Remove all other distractions (Slack, email, etc.) and enable Do Not Disturb modes on phones and computers.
1. Ensure you have a strong desired outcome before planning a virtual offsite. This will ideally be discussed before the date and time are set, and written into the agenda.
1. Coordinate pre-reading and work that can be done [asynchronously]({{< ref "communication#internal-communication" >}}) ahead of the remote offsite.
1. Coordinate pre-reading and work that can be done [asynchronously](/handbook/communication/#internal-communication) ahead of the remote offsite.
1. For newly formed groups, include initial ice-breakers and activities to develop shared trust. For example, begin with a show & tell that allows team members to showcase something they've assembled or have contributed to.
1. Schedule breaks during calls longer than 1 hour.
1. Keep in mind the downsides of time-zone shifting to attend these synchronous meetings. Team members in shifted time-zones may arrive with lower energy.
......@@ -316,7 +316,7 @@ In addition to making it effective and efficient for participants to contribute
1. Start and end your calls on time.
1. Give attendees the option to ask someone else to `please verbalize` for them if they aren't comfortable speaking up.
For more tips, visit the [GitLab video call communication guide]({{< ref "communication#video-calls" >}}).
For more tips, visit the [GitLab video call communication guide](/handbook/communication/#video-calls).
### What are the best alternatives to Zoom for remote meetings?
......
......@@ -29,7 +29,7 @@ In the [People Group Conversation](https://youtu.be/fH8nmtEoBh4) above, GitLab C
>
> Everyone is used to that [being pressured]. At every company I've been at, that was a celebrated thing. We have to be super, super careful that we do not celebrate that at GitLab. — *Sid Sijbrandij, GitLab co-founder and CEO*
There's a fine line between [thanking someone publicly]({{< ref "communication#say-thanks" >}}) for going above and beyond to help out in a situation, and sending a message that work should always trump life.
There's a fine line between [thanking someone publicly](/handbook/communication/#say-thanks) for going above and beyond to help out in a situation, and sending a message that work should always trump life.
Burnout rarely happens all at once. Rather, it typically takes one by surprise, eventually coming to a head after days, weeks, or months of overwork creep.
While working one additional hour to move a given project forward is likely not debilitating when viewed in a vacuum, it can trigger a revised baseline where you must *continue* to overwork in order to maintain the new status quo.
......@@ -52,7 +52,7 @@ As John Fitch describes in the book [Time Off](https://www.timeoffbook.com), the
1. Illumination
1. Verification
[John Fitch](https://twitter.com/johnwfitch), co-founder of [Time Off](https://www.timeoff.co), articulates this on [The Culture Factor podcast](https://the-culture-factor.simplecast.com/episodes/what-if-time-off-created-a-culture-of-productivity-that-surpassed-12-hour-days). A portion of the interview is transcribed below.
[John Fitch](https://twitter.com/johnwfitch), co-founder of Time Off, articulates this on [The Culture Factor podcast](https://the-culture-factor.simplecast.com/episodes/what-if-time-off-created-a-culture-of-productivity-that-surpassed-12-hour-days). A portion of the interview is transcribed below.
> Incubation and illumination are only activated through time off — by not doing the actual work, by doing something else. While you're resting, parts of you are still working. I came to this contrarian belief that your best work is actually cultivated outside of work.
>
......@@ -60,7 +60,7 @@ As John Fitch describes in the book [Time Off](https://www.timeoffbook.com), the
Establishing a culture that gives voice to this reality is critical in removing the stigma from taking breaks and prioritizing well-being. Rest isn't at the expense of work; it's a core function of doing *excellent* work.
As part of his session at [REMOTE by GitLab](https://remotebygitlab.com), John shares how organizations can intentionally build company policy and culture that support and encourage time off. Watch the session:
As part of his session at REMOTE by GitLab, John shares how organizations can intentionally build company policy and culture that support and encourage time off. Watch the session:
{{< youtube "bQMoF7oSh2o" >}}
......@@ -107,7 +107,7 @@ GitLab hosted John Fitch for 2 Live [Speaker Series]({{< ref "learning-initiativ
There are [many mental health benefits]({{< ref "remote-benefits#benefits-for-all-remote-employees" >}}) to remote work, but some that top the list are:
1. Increased [flexibility](http://shedoesdatathings.com/post/1-year-at-gitlab) in your [daily life](people/#those-who-value-flexibility-and-autonomy) (for [kids](https://about.gitlab.com/blog/2019/07/25/balancing-career-and-baby), parents, friends, groceries, sports, deliveries).
1. Increased [flexibility](https://web.archive.org/web/20200606214525/http://shedoesdatathings.com/post/1-year-at-gitlab/) in your [daily life](people/#those-who-value-flexibility-and-autonomy) (for [kids](https://about.gitlab.com/blog/2019/07/25/balancing-career-and-baby), parents, friends, groceries, sports, deliveries).
1. Less time and [stress](https://www.forbes.com/sites/markeghrari/2016/01/21/a-long-commute-could-be-the-last-thing-your-marriage-needs#5baf10f04245), and money wasted on a [commute](https://www.inc.com/business-insider/study-reveals-commute-time-impacts-job-satisfaction.html) (subway and bus fees, gas, car maintenance, tolls, etc.).
1. Reduced [interruption stress](https://about.gitlab.com/blog/2018/05/17/eliminating-distractions-and-getting-things-done) and increased [productivity](https://www.inc.com/brian-de-haaff/3-ways-remote-workers-outperform-office-workers.html).
1. Less exposure to germs from sick coworkers.
......@@ -238,7 +238,7 @@ Prevention is a [team sport](https://www.cncf.io/blog/2020/04/03/were-all-in-thi
1. Remove Slack from your smartphone or at the very least, turn off notifications for it
1. Keep each other accountable. When you notice someone in a different time zone should be asleep, tell them
1. Use your Slack status to share a message with the team that you are unavailable
1. Schedule [random coffee breaks]({{< ref "communication#random-room" >}})
1. Schedule [random coffee breaks](/handbook/communication/#random-room)
1. You can use [informal communication](informal-communication/) mechanisms such as virtual trivia sessions, talent shows, scavenger hunts, and global pizza parties/meals to help bond as a team and prevent work-related burnout.
### The power of being proactive
......@@ -313,7 +313,7 @@ Create a rudimentary README that clarifies how you work. Ideally, it's working f
### Be transparent on capacity
In a remote setting, it's important to let others know you need uninterrupted focus. You should feel safe to manually adjust your status to indicate when you are at capacity or engaged in focus time. This models healthy boundaries while communicating that Slack and synchronous conversation [should not be the default]({{< ref "communication#internal-communication" >}}).
In a remote setting, it's important to let others know you need uninterrupted focus. You should feel safe to manually adjust your status to indicate when you are at capacity or engaged in focus time. This models healthy boundaries while communicating that Slack and synchronous conversation [should not be the default](/handbook/communication/#internal-communication).
## What are some tips for managing time when working remotely?
......@@ -350,7 +350,7 @@ The following tools and strategies are used by the GitLab team to manage burnout
| [The donut bot](informal-communication/#the-donut-bot) | Random coffee chat meeting match bot |
| [Modern Health Community Circles](https://circles.modernhealth.com) | Public community conversations hosted by Modern Health |
| [Coffee Chats](informal-communication/#coffee-chats) | Social calls with team members |
| [Walk and Talk meeting structure]({{< ref "communication#walk-and-talk-calls" >}}) | An optional structure for both work and social calls |
| [Walk and Talk meeting structure](/handbook/communication/#walk-and-talk-calls) | An optional structure for both work and social calls |
| [Burnout Index](https://web.archive.org/web/20240121220209/https://burnoutindex.yerbo.co/) | Burnout assessment tool |
| [Burnout assessment](https://ssir.org/pdf/2005WI_Feature_Maslach_Leiter.pdf) | Burnout assessment tool |
| [Daylio](https://daylio.net) | Mood tracker app |
......
......@@ -172,7 +172,7 @@ The example detailed here would not have been possible without a few realities a
- A personal dedication to being a [manager of one](/handbook/values/#managers-of-one), able to focus on the right tasks while working from a foreign environment.
- An understanding that not every single day will look like this. Even masters of non-linear workdays recognize that some days are less amenable to midday excursions than others. Rather than being sour about that, embrace the thrill of it being possible at all, and put effort into structuring your upcoming schedule in a way that allows for such days. As a manager of one, you have to take control over (and be accountable for) your schedule. Otherwise, other forces of the world and work will control it for you.
In December of 2021, the Learning and Development team hosted [Dr. Krystal Wilkinson](https://www.mmu.ac.uk/business-school/about-us/our-staff/pp/profile/index.php?id=1039), senior lecturer at Manchester Metropolitain University, to speak about her research on the impact, challenges, and realities of working structures similar to the non-linear workday. Watch the recording on the [GitLab Unfiltered YouTube channel](https://www.youtube.com/watch?v=m-GBiLbfTVk).
In December of 2021, the Learning and Development team hosted [Dr. Krystal Wilkinson](https://www.mmu.ac.uk/staff/profile/dr-krystal-wilkinson), senior lecturer at Manchester Metropolitain University, to speak about her research on the impact, challenges, and realities of working structures similar to the non-linear workday. Watch the recording on the [GitLab Unfiltered YouTube channel](https://www.youtube.com/watch?v=m-GBiLbfTVk).
### What about meetings?
......
......@@ -24,7 +24,7 @@ When looking for a parent-friendly job, instead of focusing on the specific role
While there are numerous [advantages to remote work]({{< ref "remote-benefits" >}}), being able to pair working and parenting/caregiving is considered an enormous benefit to many people.
1. You have more [flexibility](http://shedoesdatathings.com/post/1-year-at-gitlab) in your [daily life](people/#those-who-value-flexibility-and-autonomy) (for [kids](https://about.gitlab.com/blog/2019/07/25/balancing-career-and-baby), parents, friends, groceries, sports, deliveries).
1. You have more [flexibility](https://web.archive.org/web/20200606214525/http://shedoesdatathings.com/post/1-year-at-gitlab/) in your [daily life](people/#those-who-value-flexibility-and-autonomy) (for [kids](https://about.gitlab.com/blog/2019/07/25/balancing-career-and-baby), parents, friends, groceries, sports, deliveries).
1. No more time, [stress](https://www.forbes.com/sites/markeghrari/2016/01/21/a-long-commute-could-be-the-last-thing-your-marriage-needs#5baf10f04245), or money wasted on a [commute](https://www.inc.com/business-insider/study-reveals-commute-time-impacts-job-satisfaction.html) (subway and bus fees, gas, car maintenance, tolls, etc.).
1. You can optimize your life for superior air quality and medical facilities, a healthier community environment, and better schools for your children, rather than access to onsite jobs.
1. Expectant parents have the autonomy to more easily plan around and attend doctor's appointments, optimize for their physical comfort during the day, and work [non-linear workdays](non-linear-workday/) to build in rest when needed.
......@@ -156,13 +156,13 @@ Some best practices for motivating remote employees balancing caregiving include
- Don't require people to have consistent set working hours or say when they're working
- Don't encourage or celebrate working long hours or on weekends
- Encourage teamwork
- Say [thank you]({{< ref "communication#say-thanks" >}}) often
- Say [thank you](/handbook/communication/#say-thanks) often
## Q: What are some final thoughts on work from home parenting?
It's not impossible to work from home while being a parent or caregiver; it's inevitable. These two anecdotes from GitLab team members will help you understand how to make the best of both worlds.
> What has worked for me is to integrate GitLab into my life, and not the other way around. I set very clear boundaries in my calendar of when is work time and when is family time. Per GitLab's [recommendation]({{< ref "communication#google-calendar" >}}), my calendar is viewable by anyone and clearly has time for: `kids test prep`, `visual therapy for one`, `judo pick-up` and other appointments I have outside of work. This prevents team members from scheduling over these instances.
> What has worked for me is to integrate GitLab into my life, and not the other way around. I set very clear boundaries in my calendar of when is work time and when is family time. Per GitLab's [recommendation](/handbook/communication/#google-calendar), my calendar is viewable by anyone and clearly has time for: `kids test prep`, `visual therapy for one`, `judo pick-up` and other appointments I have outside of work. This prevents team members from scheduling over these instances.
>
> If someone *does* schedule over family time or personal time, I feel confident to decline, unless it is very urgent and I'm blocking it (I always suggest a new time first, before using family time for a meeting). I am also inclined to say that if folks keep scheduling outside of your work time, to make sure you [respond back and highlight that](/handbook/values/#transparency), and check if you can find an alternative time that works for both of you. — [*Nadia V.*](https://gitlab.com/Vatalidis)
>
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......@@ -164,7 +164,7 @@ It's wise to rank all of the above in order of importance for you. If you find t
### Employer benefits
[Employers](management/) should recognize that this reality [also benefits them]({{< ref "remote-compensation" >}}). When you hire individuals who place a high degree of value on not having to commute and being able to live and work where they're most comfortable, they will generally hold the company in higher regard, find greater connection with their work, and exhibit greater loyalty. Research by [TINYpulse and Owl Labs](https://www.tinypulse.com/blog/the-state-of-remote-work) found that "companies that support remote work have a 25% higher retention rate than companies that don't."
[Employers](management/) should recognize that this reality [also benefits them]({{< ref "remote-compensation" >}}). When you hire individuals who place a high degree of value on not having to commute and being able to live and work where they're most comfortable, they will generally hold the company in higher regard, find greater connection with their work, and exhibit greater loyalty. Research by [TINYpulse and Owl Labs](https://web.archive.org/web/20230131134608/https://www.tinypulse.com/blog/the-state-of-remote-work) found that "companies that support remote work have a 25% higher retention rate than companies that don't."
## Work/life harmony
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......@@ -75,7 +75,7 @@ Companies in Phase 2 will begin to take advantage of technology to replace thing
- Record all meetings and automatically upload them, plugging knowledge gaps created by undocumented gatherings.
- Attach a Google Doc agenda to every business meeting, writing questions, answers, and conversation down in real-time as the meeting transpires so that knowledge is archived for reference, and for viewing by attendees who are not able to attend live.
- Converse about a work topic [in a public chat channel]({{< ref "communication#slack" >}}) instead of a private channel, so that more input may be gained.
- Converse about a work topic [in a public chat channel](/handbook/communication/#slack) instead of a private channel, so that more input may be gained.
- Documentation will occur in most instances, but there is no overarching guidance on how to document, where to contextualize takeaways, who to share documentation with, and how others will ever find anyone else's documentation.
## Phase 3: Asynchronous
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  • Developer

    @cynthia Hello, unfortunately the links still do not work. Do you know when this will be solved. Thank you very much indeed.

  • Author Owner

    @sfinocchiaro There are over 46,000 "external" links in the handbook, so you'll need to be more specific on which links don't work. There are also lots of domains that are excluded, because many of them are internal only. If you have specific links that don't work, please check the existing issues to see if it's already reported https://gitlab.com/gitlab-com/content-sites/handbook/-/issues/?sort=created_date&state=opened&label_name%5B%5D=Handbook%3A%3AContent&label_name%5B%5D=type%3A%3Amaintenance . If they're not listed, then please create a new issue.

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