Update link for moved page

content/handbook/being-a-public-company.md

@@ -28,7 +28,7 @@ Market capitalization (stock price x shares outstanding) will be the result of a
 
 1. Size of [total addressable market](https://about.gitlab.com/handbook/sales/tam/)
 1. Consistency of execution
-1. [Competitive position](/handbook/leadership/mitigating-concerns/#introduction)
+1. [Competitive position](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#introduction)
 1. Clarity of [value proposition](/handbook/company/strategy/#organization)
 1. Perception of management [team](/handbook/company/team/)
 

content/handbook/board-meetings/_index.md

@@ -405,7 +405,7 @@ New Director will be be provided with:
   - [3 year strategy](/handbook/company/strategy/#three-year-strategy)
   - [Company KPI's](/handbook/company/kpis/)
   - [Quarterly OKRs](/handbook/company/okrs/)
-  - [Mitigating Concerns](/handbook/leadership/mitigating-concerns/)
+  - [Mitigating Concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/)
 1. Finance (CFO) - 80 minutes suggested
   - Financing profile, liquidity, creditworthiness, credit ratings
   - Current issues, Board oversight issues

content/handbook/ceo/chief-of-staff-team/_index.md

@@ -258,7 +258,7 @@ The CoS to the CEO enables and organizes this group.
 
 ## Maintaining the Mitigating Concerns
 
-We outline our [Mitigating Concerns](/handbook/leadership/mitigating-concerns/) in the handbook.
+We outline our [Mitigating Concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/) in the handbook.
 The CoS to the CEO is responsible for maintaining this list.
 There is an issue to also [add DRIs and review the mitigations](https://gitlab.com/gitlab-com/cos-team/-/issues/20).
 

content/handbook/company/culture/all-remote/remote-values.md

@@ -35,7 +35,7 @@ As aptly stated in [Basecamp's Handbook](https://basecamp.com/handbook), **there
 
 It requires companywide trust that team members **have permission to drop prior organizational baggage and truly operate differently**, which may feel like a [trap]({{< ref "values#five-dysfunctions" >}}) for those who have been exposed to traditional bureaucratic norms.
 
-Psychological safety is critical, and [leadership]({{< ref "leadership" >}}) should place a high degree of importance on ensuring that this does not erode. GitLab signals the importance of this by listing "[Loss of the values that bind us]({{< ref "mitigating-concerns#loss-of-the-values-that-bind-us" >}})" as one of the concerns on the [Mitigating Concerns page]({{< ref "mitigating-concerns" >}}).
+Psychological safety is critical, and [leadership]({{< ref "leadership" >}}) should place a high degree of importance on ensuring that this does not erode. GitLab signals the importance of this by listing "[Loss of the values that bind us](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#loss-of-the-values-that-bind-us)" as one of the concerns on the [Mitigating Concerns page](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/).
 
 ## Values should not be a surprise
 

content/handbook/company/mission.md

@@ -107,6 +107,6 @@ This policy is in alignment with our mission, contributor and employee code-of-c
 
 ## Mitigating Concerns
 
-We acknowledge the concerns to achieving our goals. We document them in our [Mitigating Concerns page](/handbook/leadership/mitigating-concerns/).
+We acknowledge the concerns to achieving our goals. We document them in our [Mitigating Concerns page](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/).
 
 {{% include "includes/take-gitlab-for-a-spin.md" %}}

content/handbook/company/pricing.md

@@ -56,7 +56,7 @@ As a commercial organization, we always want to grow the number of paying custom
 1. Third party support/Platform: Free users increase our total user base, and a large user base makes 3rd party tools/APIs/integrations more likely to support GitLab, growing our ecosystem and enhancing our platform status.
 1. Enable product-led growth & Reduce Customer Acquisition Cost: our free product enables GitLab to acquire more users at a lower customer acquisition cost, as some of them will purchase via self-service funnel since they are already familiar with GitLab and won't require a full sales cycle to be convinced to buy.
 1. User habit/Retention lever: offering a free product allows users to develop a habit before they pay, therefore the paid customers are more likely to see higher ROI of GitLab. Additionally, even if the customer stays on the free plan, we are not losing the customer to a competitor.
-  
+
 ## Pricing Philosophy
 
 Our pricing philosophy is aligned with our [GitLab Values](/handbook/values/).
@@ -537,7 +537,7 @@ Alternatives that don't work:
 
 More detail about this in Sid's presentations about Buyer-Based-Open-Core at the [Open Source Leadership Summit in 2019](https://about.gitlab.com/blog/2019/04/03/five-ways-resist-service-wrapping-buyer-based-open-core/) and at [Heavybit](https://www.heavybit.com/library/video/commercial-open-source-business-strategies/).
 
-Also see [fork and commoditize](/handbook/leadership/mitigating-concerns/#fork-and-commoditize) in the list of our concerns.
+Also see [fork and commoditize](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#fork-and-commoditize) in the list of our concerns.
 
 ### Example template for customer response
 

content/handbook/company/vision.md

@@ -59,6 +59,6 @@ Our goal is to develop this model to be more quantifiable and formulaic, so that
 
 ### Mitigating Concerns
 
-We acknowledge the concerns to achieving our goals. We document them in our [Mitigating Concerns page]({{< ref "mitigating-concerns" >}}).
+We acknowledge the concerns to achieving our goals. We document them in our [Mitigating Concerns page](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/).
 
 {{% include "includes/take-gitlab-for-a-spin.md" %}}

content/handbook/leadership/_index.md

@@ -345,4 +345,4 @@ Learn more on GitLab's view of [being a public company]({{< ref "being-a-public-
 
 ## Mitigating Concerns
 
-We have a page which documents our [Mitigating Concerns]({{< ref "mitigating-concerns" >}}). Many of our [values]({{< ref "values" >}}) help to mitigate some of these concerns.
+We have a page which documents our [Mitigating Concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/). Many of our [values]({{< ref "values" >}}) help to mitigate some of these concerns.

content/handbook/leadership/biggest-tailwinds.md

@@ -3,7 +3,7 @@ title: "Biggest Tailwinds"
 ---
 
 We believe that the market opportunity for a complete DevSecOps platform designed as a single application for the software development lifecycle is [several billion dollars and expanding](https://about.gitlab.com/handbook/sales/tam/#:~:text=Total%20Addressable%20Market%20(TAMkt)%20is,revenue%20per%20user%20(ARPU).&text=Additional%20potential%20users%3A,Product%20managers). There are three primary trends outlined below that we have identified as the most significant to supporting the long term success of our business.
-We also have a [Mitigating Concerns page]({{< ref "mitigating-concerns" >}}).
+We also have a [Mitigating Concerns page](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/).
 
 ## 1. Digital Transformation
 

content/handbook/marketing/digital-experience/_index.md

@@ -131,21 +131,21 @@ We use issue boards to track issue progress throughout a iteration. Issue boards
 
 The Digital Experience team uses the following issue titles for distinguishing ownership of issues between specialities:
 
-| Who          | Title       | 
-| ----------    | -----------| 
+| Who          | Title       |
+| ----------    | -----------|
 | User Experience| `UX:`     |
 | Engineering| `ENG:`     |
 
 The Digital Experience team uses the following labels for tracking merge request rate and ownership of issues and merge requests.
 
-| What & Current Issues | Label                   |  
-| ----------    | -----------             |  
-| [Work to be triaged](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Atriage&first_page_size=100)| `~"dex-status::traige"`   |  
-| [Refinement on issue is needed](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Arefinement&first_page_size=100)| `~"dex-status::refinement"`   |  
-| [Issues in the backlog](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Abacklog&first_page_size=100) | `~"dex-status::backlog"`   |  
-| [Issues to be worked on](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Atodo&first_page_size=100)| `~"dex-status::to-do"`   |  
-| [Currently being actioned](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Adoing&first_page_size=100)| `~"dex-status::doing"`   
-| [Work in review](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Areview&first_page_size=100)| `~"dex-status::review"`  | 
+| What & Current Issues | Label                   |
+| ----------    | -----------             |
+| [Work to be triaged](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Atriage&first_page_size=100)| `~"dex-status::traige"`   |
+| [Refinement on issue is needed](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Arefinement&first_page_size=100)| `~"dex-status::refinement"`   |
+| [Issues in the backlog](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Abacklog&first_page_size=100) | `~"dex-status::backlog"`   |
+| [Issues to be worked on](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Atodo&first_page_size=100)| `~"dex-status::to-do"`   |
+| [Currently being actioned](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Adoing&first_page_size=100)| `~"dex-status::doing"`
+| [Work in review](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-status%3A%3Areview&first_page_size=100)| `~"dex-status::review"`  |
 | [Unplanned work](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-unplanned&first_page_size=100)| `~"dex-unplanned"`  |
 | [Issue for Search, Nav, & Support team to complete](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-group%3A%3Asearch-nav-support&first_page_size=100) |  `~"dex-group::search-nav-support"` |
 | [Issue for Conversion team to complete](https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/issues/?sort=created_date&state=opened&label_name%5B%5D=dex-group%3A%3Aconversion&first_page_size=100) |  `~"dex-group::conversion"` |
@@ -256,7 +256,7 @@ Burnup charts have separate lines for total work and completed work. The total l
 
 ### Iteration Changelogs
 
-At the end of every iteration we run a scheduled pipeline job that generates a [changelog for the Buyer Expeirence repository](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience/-/blob/main/CHANGELOG.md). It shows all the chnages made to the project with semanitc commits. 
+At the end of every iteration we run a scheduled pipeline job that generates a [changelog for the Buyer Expeirence repository](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience/-/blob/main/CHANGELOG.md). It shows all the chnages made to the project with semanitc commits.
 
 ## **FAQ:**
 ### Iteration boards
@@ -304,7 +304,7 @@ The suggested task duration is between 2-4 weight points (1-2 days). There will
 ### Issues
 **What should I do if I’m assigned new issues mid-iteration?**
 
-Generally if an issue is added mid-iteration, it's high priority. It’s recommended to work with your team to remove the same amount of weight points from your iteration to make room. These removed issues should go back in the backlog. 
+Generally if an issue is added mid-iteration, it's high priority. It’s recommended to work with your team to remove the same amount of weight points from your iteration to make room. These removed issues should go back in the backlog.
 
 Apply the `dex-unplanned` label.
 
@@ -366,18 +366,18 @@ From time to time, our team has objectives that require us to collaborate on the
 
 At the end of every sprint cycle, Digital Experience team members can spend 10% or one day to work on issues related to improving the health of about.gitlab.com, the developer experience, tackle tech debt, or improve our documentation.
 
-The structure of Repository Health Day is as follows: 
-1. Team members will choose what they wish to work on for this day. 
-1. Each team member will submit a single merge request to the [Slippers Design System](https://gitlab.com/gitlab-com/marketing/digital-experience/slippers-ui), [Navigation](https://gitlab.com/gitlab-com/marketing/digital-experience/navigation), or [Buyer Experience](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience) repository by the end of repository health day. 
+The structure of Repository Health Day is as follows:
+1. Team members will choose what they wish to work on for this day.
+1. Each team member will submit a single merge request to the [Slippers Design System](https://gitlab.com/gitlab-com/marketing/digital-experience/slippers-ui), [Navigation](https://gitlab.com/gitlab-com/marketing/digital-experience/navigation), or [Buyer Experience](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience) repository by the end of repository health day.
 1. This merge request will be related to an issue from any partner or group within GitLab.
 
 By allowing our team members to contribute to the health of our repositories for a day, we can contribute low-effort, high-impact solutions that will drive results for our team, partners, and the entire marketing site. This will enable Digital Experience team members to use their strengths to efficiently drive results for https://about.gitlab.com/. We’re all good at different things and come from different backgrounds. Let’s use that to our advantage to build a better tech stack that is inclusive of the team members that use it everyday.
 
 ## Analytics
 
-The Digital Experience team utilizes [Looker Studio](https://datastudio.google.com/reporting/c47c1759-6d08-4f9b-aae3-3f6b4a3f8d0e/page/PUsnC), a dashboarding tool that visualizes data from Google Analytics, to monitor metrics related to web traffic, engagements, conversions, and site health over time. Team members can interact with the dashboard accordingly by changing the data range, filter by device type or traffic source, or drill-down certain reports with a secondary dimension. A detailed walk-through video of the dashboard is available [here](https://www.youtube.com/watch?v=z-JgjKfltoE). 
+The Digital Experience team utilizes [Looker Studio](https://datastudio.google.com/reporting/c47c1759-6d08-4f9b-aae3-3f6b4a3f8d0e/page/PUsnC), a dashboarding tool that visualizes data from Google Analytics, to monitor metrics related to web traffic, engagements, conversions, and site health over time. Team members can interact with the dashboard accordingly by changing the data range, filter by device type or traffic source, or drill-down certain reports with a secondary dimension. A detailed walk-through video of the dashboard is available [here](https://www.youtube.com/watch?v=z-JgjKfltoE).
 
-For any Digital Experience analytics request, please create an issue within the [Marketing Strategy and Analytics](https://gitlab.com/gitlab-com/marketing/marketing-strategy-performance/-/issues/new) project using the `dex_analytics_request` template to outline specific requirements. To ensure a smooth milestone planning, please assign the issue to [@dennischarukulvanich](https://gitlab.com/dennischarukulvanich) ideally a week or more in advance.  
+For any Digital Experience analytics request, please create an issue within the [Marketing Strategy and Analytics](https://gitlab.com/gitlab-com/marketing/marketing-strategy-performance/-/issues/new) project using the `dex_analytics_request` template to outline specific requirements. To ensure a smooth milestone planning, please assign the issue to [@dennischarukulvanich](https://gitlab.com/dennischarukulvanich) ideally a week or more in advance.
 
 ##  Sales Shadows
 ### How to set up a Sales Shadow
@@ -429,7 +429,7 @@ Whoever gets closest to the customer wins. With this in mind, the Digital Experi
 
 ## GitLab Unfiltered Playlist
 
-Watch our team in action on YouTube! 
+Watch our team in action on YouTube!
 
 [Digital Experience](https://www.youtube.com/playlist?list=PL05JrBw4t0KrakNGW0ruM5UL7DDlrMBba)
 
@@ -445,16 +445,16 @@ We do our best to assist team members but do not operate as an internal agency s
 
 ### Approving Changes to the Marketing Site
 
-Beginning in FY23Q3, all changes to the marketing site made by team members outside of Digital Experience will need to go through the [Marketing Site Approval Process](/handbook/marketing/digital-experience/marketing-site-approval-process). This ensures all changes align with the goals our Marketing team is working towards. Merge requests created in the [Buyer Experience Repository](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience) should utilize the `marketing-site-change` [MR template](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience/-/blob/main/.gitlab/merge_request_templates/marketing-site-change.md). 
+Beginning in FY23Q3, all changes to the marketing site made by team members outside of Digital Experience will need to go through the [Marketing Site Approval Process](/handbook/marketing/digital-experience/marketing-site-approval-process). This ensures all changes align with the goals our Marketing team is working towards. Merge requests created in the [Buyer Experience Repository](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience) should utilize the `marketing-site-change` [MR template](https://gitlab.com/gitlab-com/marketing/digital-experience/buyer-experience/-/blob/main/.gitlab/merge_request_templates/marketing-site-change.md).
 
 
-### Lightning Strikes 
+### Lightning Strikes
 
-#### What are lightning strikes? 
+#### What are lightning strikes?
 
-Lightning strikes are when [work outside of iteration planning](/handbook/marketing/digital-experience/#planning-iteration-plan-sync) must be performed; these are usually both business critical and time sensitive tasks. 
+Lightning strikes are when [work outside of iteration planning](/handbook/marketing/digital-experience/#planning-iteration-plan-sync) must be performed; these are usually both business critical and time sensitive tasks.
 
-#### How do you know if a lightning strike is necessary? 
+#### How do you know if a lightning strike is necessary?
 
 There are no specific guidelines we have set in place to what warrants a lightning strike, but these are general guidelines to follow:
 
@@ -471,9 +471,9 @@ Just because something isn’t a lightning strike doesn’t mean we won’t get
 
 #### Are there any risks to operating under a lighting strike?
 
-Be aware that lightning strikes under quick turnarounds are at a higher risk of error due to the nature of time-sensitive work. It can lead to [ineffiency in code](/handbook/leadership/mitigating-concerns/#technical-debt-ineffectively-managed) which will [slow down our velocity](/handbook/leadership/mitigating-concerns/#loss-of-velocity).
+Be aware that lightning strikes under quick turnarounds are at a higher risk of error due to the nature of time-sensitive work. It can lead to [ineffiency in code](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#technical-debt-ineffectively-managed) which will [slow down our velocity](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#loss-of-velocity).
 
-It is worth noting that the majority of our churn originates from discussions initiated in a Slack thread, and can [improperly set expectations to other teams to what our team can deliver](/handbook/leadership/mitigating-concerns/#setting-expectations-incorrectly). Starting in Slack threads leaves room for [interpretation to the deliverable](/handbook/leadership/mitigating-concerns/#confusion-about-the-expected-output). To maintain efficiency in our operations, we need to acknowledge and address these factors accordingly.
+It is worth noting that the majority of our churn originates from discussions initiated in a Slack thread, and can [improperly set expectations to other teams to what our team can deliver](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#setting-expectations-incorrectly). Starting in Slack threads leaves room for [interpretation to the deliverable](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#confusion-about-the-expected-output). To maintain efficiency in our operations, we need to acknowledge and address these factors accordingly.
 
 ### The importance of providing assets and content on time
 
@@ -519,7 +519,7 @@ We love collaborating on work that drives our North Star and supporting metrics.
     <li><a href="https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/epics/136">FY23Q3 Digital Experience Quarterly Plan & OKRs</a></li>
     <li><a href="https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/epics/107">FY23Q2 Digital Experience Quarterly Plan & OKRs</a></li>
     <li><a href="https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/epics/85">FY23Q1 Digital Experience Quarterly Plan & OKRs</a></li>
-    <li><a href="https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/epics/3">FY22Q4 Digital Experience Quarterly Plan & OKRs</a></li>    
+    <li><a href="https://gitlab.com/groups/gitlab-com/marketing/digital-experience/-/epics/3">FY22Q4 Digital Experience Quarterly Plan & OKRs</a></li>
     <li><a href="https://gitlab.com/groups/gitlab-com/marketing/inbound-marketing/-/epics/385">FY22Q3 Digital Experience Quarterly Plan & OKRs</a></li>
 </details>
 <details>

content/handbook/only-healthy-constraints.md

@@ -13,7 +13,7 @@ Many companies regress to the mean and slow down over time. While some changes a
 
 A senior candidate once referenced the "Letter From Our CEO" in [GitLab's S-1](https://www.sec.gov/Archives/edgar/data/0001653482/000162828021018818/gitlab-sx1.htm) (filed with the Securities and Exchange Commission on September 17, 2021). In it GitLab's CEO, Sid Sijbrandij, documented some of the ways that GitLab plans to avoid the stagnation experienced by most early stage companies as they mature. The person said, "your letter is good at reminding everyone that you are still a startup and need to retain that mindset. It's super hard, as you know. When I reflect upon all the amazing things I experienced at [Company X], it is a poorly managed company. The systems (legal, procurement, security) that grow with success are also designed to manage the downside. I see the same thing here at [Company Y]. I'm fighting to re-create the challenger mindset to reflect our market position outside of virtualization and networking. Cruft everywhere. You have an opportunity to minimize this as you scale."
 
-We try to avoid the downside of maturation, because this better enables us to achieve results and [mitigate many of our concerns](/handbook/leadership/mitigating-concerns/). It also helps us to dodge many of the [coordination headwinds](https://komoroske.com/slime-mold/) that often plague more established companies.
+We try to avoid the downside of maturation, because this better enables us to achieve results and [mitigate many of our concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/). It also helps us to dodge many of the [coordination headwinds](https://komoroske.com/slime-mold/) that often plague more established companies.
 
 ## Resisting unhealthy constraints
 

content/handbook/people-group/learning-and-development/manager-challenge/_index.md

@@ -45,8 +45,8 @@ You may be asking yourself what you will achieve by taking part in the Manager C
 In addition, the program ties into GitLab's strategic priorities through the following:
 
 1. Mitigating concerns associated with:
-     1. [Lack of Performance Management]({{< ref "mitigating-concerns#underperformance" >}})
-     1. [Ineffective Management]({{< ref "mitigating-concerns#ineffective-management" >}})
+     1. [Lack of Performance Management](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#underperformance)
+     1. [Ineffective Management](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#ineffective-management)
 1. Achieving GitLab Strategy of:
      1. [Inclusive Growth & Development for Team Members]({{< ref "strategy#4-inclusive-growth--development-for-team-members" >}})
 

content/handbook/people-group/talent-assessment.md

@@ -5,7 +5,7 @@ description: "Overview of three critical pieces of GitLab's talent development p
 <!-- markdownlint-disable MD051 -->
 ## Purpose
 
-The purpose of the Talent Assessment Program is to identify and retain team members who drive the success of our organization. This is a top priority and strategic process for people managers at GitLab. Our Talent Assessment Program (which is a critical piece of our overall [Talent Development Program]({{< ref "talent-development-program" >}})) serves as a mechanism to help mitigate a couple of our biggest concerns: [lack of performance management]({{< ref "mitigating-concerns#underperformance" >}}) and [losing key people]({{< ref "mitigating-concerns#key-people-leave" >}}).
+The purpose of the Talent Assessment Program is to identify and retain team members who drive the success of our organization. This is a top priority and strategic process for people managers at GitLab. Our Talent Assessment Program (which is a critical piece of our overall [Talent Development Program]({{< ref "talent-development-program" >}})) serves as a mechanism to help mitigate a couple of our biggest concerns: [lack of performance management](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#underperformance) and [losing key people](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#key-people-leave).
 
 Additional key benefits of the Assessment Program include:
 

content/handbook/security/security-assurance/security-risk/storm-program/_index.md

@@ -23,7 +23,7 @@ The scope of the StORM program is limited to operational, technology-agnostic se
 1. Product/GitLab subscription-specific risks (e.g., specific vulnerabilty found within GitLab.com)
 1. Operational risks that are not security-related are out of scope (e.g., accounting-related risks)
 1. [Individual security compliance observations]({{< ref "observation-management-procedure" >}}) (e.g., inadequate password settings for a specific system)
-1. [Enterprise Risk Management (ERM)](https://internal.gitlab.com/handbook/internal-audit/erm/) - internal only. Examples of ERM risks can be found on our [Mitigating Concerns](/handbook/leadership/mitigating-concerns/) handbook page.
+1. [Enterprise Risk Management (ERM)](https://internal.gitlab.com/handbook/internal-audit/erm/) - internal only. Examples of ERM risks can be found on our [Mitigating Concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/) handbook page.
 
 ## Roles and Responsibilities
 

content/handbook/security/security-assurance/security-risk/third-party-risk-management.md

@@ -14,7 +14,7 @@ The integration of GitLab's TPRM program within the vendor Procurement flow enab
 
 ## Purpose
 
-GitLab's Security Third Party Risk Management (TPRM) Program helps guard against security threats posed by third parties who have access to GitLab data or that of our customers. These risks may include data breaches, unauthorized use or disclosure, and corruption or loss of data. Adequate TPRM is a best practice that helps [mitigate security concerns](/handbook/leadership/mitigating-concerns/#security-breach) and enables GitLab to meet our contractual obligations. TPRM also enables GitLab to meet regulatory requirements and standards related to ISO, SOX, GDPR and other state and federal laws requiring vendor oversight.
+GitLab's Security Third Party Risk Management (TPRM) Program helps guard against security threats posed by third parties who have access to GitLab data or that of our customers. These risks may include data breaches, unauthorized use or disclosure, and corruption or loss of data. Adequate TPRM is a best practice that helps [mitigate security concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/#security-breach) and enables GitLab to meet our contractual obligations. TPRM also enables GitLab to meet regulatory requirements and standards related to ISO, SOX, GDPR and other state and federal laws requiring vendor oversight.
 
 GitLab's Security TPRM program involves three components which are integrated in to our [Procurement](/handbook/finance/procurement/) processes:
 1. Performing due diligence to ensure the third party implements safeguards to enforce data privacy and security.

content/handbook/values/_index.md

@@ -1409,7 +1409,7 @@ Our [mission](/handbook/company/mission/#mission) is that **everyone can contrib
 
 ## Mitigating Concerns
 
-We have a page which documents our [Mitigating Concerns](/handbook/leadership/mitigating-concerns/). Many of our values help to mitigate some of these concerns.
+We have a page which documents our [Mitigating Concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/). Many of our values help to mitigate some of these concerns.
 
 ## GitLab Values Quiz
 

values/index.html.md

@@ -44,7 +44,7 @@ In many instances, they have been documented, refined, and revised based on less
 
 We used to have more values, but it was difficult to remember them all. In response, we condensed them, created an acronym (CREDIT), and listed operating principles to guide behavior.
 
-Everyone is welcome to suggest improvements. Please assign MRs to update these values to our CEO Sid and @mention him in Slack if you work at GitLab Inc. or [on Twitter](https://twitter.com/sytses) if you don't.  
+Everyone is welcome to suggest improvements. Please assign MRs to update these values to our CEO Sid and @mention him in Slack if you work at GitLab Inc. or [on Twitter](https://twitter.com/sytses) if you don't.
 
 ## 🤝 Collaboration
 {:#collaboration .gitlab-purple}
@@ -143,7 +143,7 @@ In order to mitigate this bias, you should always [assume positive intent](https
 
 When [disagreeing](/handbook/values/#disagree-commit-and-disagree), folks sometimes argue against the weakest points of an argument, or an imaginary argument (e.g. ["straw man"](https://en.wikipedia.org/wiki/Straw_man)). Assume the points are presented in good faith, and instead try to argue against the strongest version of your opponent’s position. We call this arguing against a "steel" position, instead of a "straw" one. This concept is borrowed from [argue the "steel man"](https://desert.glass/newsletter/week-46/) as described in [Robin Sloan](https://www.robinsloan.com/about/)'s newsletter.
 
-A "steel" position should be against the absolute most effective version of your opponent’s position — potentially even more compelling than the one they presented. A good "steel" position is one where the other person feels you've represented their position well, even if they still disagree with your assumptions or conclusion. 
+A "steel" position should be against the absolute most effective version of your opponent’s position — potentially even more compelling than the one they presented. A good "steel" position is one where the other person feels you've represented their position well, even if they still disagree with your assumptions or conclusion.
 
 ##### Address behavior, but don't label people
 {:.no_toc}
@@ -296,11 +296,11 @@ off shouldn't feel like they did something wrong. You don't have to defend how y
 {:.no_toc}
 Our focus is to improve the results that customers achieve, which requires being aware of [the Concur effect](https://twitter.com/ryanfalor/status/1182647229414166528?s=12).
 
-[Arvind Narayanan](https://www.cs.princeton.edu/~arvindn/), a Princeton Professor, described his frustration with Blackboard in a viral Tweet: 
+[Arvind Narayanan](https://www.cs.princeton.edu/~arvindn/), a Princeton Professor, described his frustration with Blackboard in a viral Tweet:
 
 >It has every feature ever dreamed up. But like anything designed by a committee, the interface is incoherent and any task requires at least fifteen clicks (and that's if you even remember the correct sequence the first time).
 >
->Software companies can be breathtakingly clueless when there's a layer of indirection between them and their users. Everyone who's suffered through Blackboard will have the same reaction to this: try having less functionality! 
+>Software companies can be breathtakingly clueless when there's a layer of indirection between them and their users. Everyone who's suffered through Blackboard will have the same reaction to this: try having less functionality!
 
 [Ryan Falor](https://twitter.com/ryanfalor) followed up on Narayanan's tweet with his definition of the Concur Effect:
 
@@ -308,7 +308,7 @@ Our focus is to improve the results that customers achieve, which requires being
 >1. features are overwhelming and disjointed
 >1. user experience gets worse over time
 
-See [the Hacker News discussion](https://news.ycombinator.com/item?id=21224209) for a specific UX example. 
+See [the Hacker News discussion](https://news.ycombinator.com/item?id=21224209) for a specific UX example.
 
 At GitLab, we want to drive customer results through focusing on platform enhancements that drive the most value for direct users.
 
@@ -478,7 +478,7 @@ Working efficiently on the right things enables us to make fast progress, which
 
 ##### Only Healthy Constraints
 {:.no_toc}
-Most companies regress to the mean and slow down over time. While some changes are required as a company grows and matures, not all change is inevitable or should be allowed to passively happen. As GitLab grows, we are conscious of how we operate and how it enables our ability to continue to operate with the agility of a [startup](/handbook/company/still-a-startup/). We try to limit ourselves to [healthy constraints](/handbook/only-healthy-constraints/). 
+Most companies regress to the mean and slow down over time. While some changes are required as a company grows and matures, not all change is inevitable or should be allowed to passively happen. As GitLab grows, we are conscious of how we operate and how it enables our ability to continue to operate with the agility of a [startup](/handbook/company/still-a-startup/). We try to limit ourselves to [healthy constraints](/handbook/only-healthy-constraints/).
 
 ##### Write things down
 {:.no_toc}
@@ -748,7 +748,7 @@ Long-lasting relationships [are the rocks of life](https://www.youtube.com/watch
 
 > While the terms equity and equality may sound similar, the implementation of one versus the other can lead to dramatically different outcomes for marginalized people.
 >
-> Equality means each individual or group of people is given the same resources or opportunities. Equity recognizes that each person has different circumstances and allocates the exact resources and opportunities needed to reach an equal outcome. 
+> Equality means each individual or group of people is given the same resources or opportunities. Equity recognizes that each person has different circumstances and allocates the exact resources and opportunities needed to reach an equal outcome.
 
 ##### Diversity, Inclusion & Belonging Competency
 {:.no_toc}
@@ -967,7 +967,7 @@ Iteration is a key value in many disruptive and successful organizations. Below
 
 ##### 12 things that are not iteration
 {:.no_toc}
-Iteration is often counterintuitive and difficult to do. To clarify what an iteration is, it helps to see examples of what is not an iteration. Below are 12 examples of things we've seen mistaken as iteration, but don't meet our definition of iteration. 
+Iteration is often counterintuitive and difficult to do. To clarify what an iteration is, it helps to see examples of what is not an iteration. Below are 12 examples of things we've seen mistaken as iteration, but don't meet our definition of iteration.
 
 1. Reducing quality
 1. Avoiding or reducing documentation
@@ -982,7 +982,7 @@ Iteration is often counterintuitive and difficult to do. To clarify what an iter
 1. Imposing long hours
 1. Expecting others to fix your work
 
-In this [GitLab Unfiltered video](https://www.youtube.com/watch?v=BW6TWwNZzIQ), GitLab co-founder and CEO Sid Sijbrandij elaborates on each of these 12 things that are not iteration. 
+In this [GitLab Unfiltered video](https://www.youtube.com/watch?v=BW6TWwNZzIQ), GitLab co-founder and CEO Sid Sijbrandij elaborates on each of these 12 things that are not iteration.
 
 ##### Iteration Competency
 {:#iteration-competency.no_toc}
@@ -1185,7 +1185,7 @@ We demonstrate transparency when we are open with as many things as possible red
 </table>
 
 ## Why have values
- 
+
 Our values provide guidelines on how to behave and are written to be actionable.
 They help us describe the type of behavior that we expect from GitLab team members.
 They help us to know how to behave in the organization and what to expect from others.
@@ -1211,7 +1211,7 @@ We hope that the way we work and our values will instill trust, instead of manda
 ## Operating principles
 
 Operating principles are behaviors that empower GitLab team members to definitively live out a given value.
-They clarify what a given core value means and looks like *at GitLab*. 
+They clarify what a given core value means and looks like *at GitLab*.
 Understanding this distinction is critical to thriving at GitLab,
 particularly for [newer team members](/handbook/company/culture/all-remote/getting-started/) who may be familiar with a prior organization's interpretation of iteration or collaboration (as examples).
 
@@ -1362,7 +1362,7 @@ From our values we excluded some behaviors that are obvious; we call them our *p
 1. Be deserving of the trust of our team members, users and customers.
 1. Be committed to the success of the whole organization.
 1. Act in the best interest of the company, our team members, our customers, users, and investors.
-1. Make the best decisions for GitLab. 
+1. Make the best decisions for GitLab.
 1. Act in accordance with the law.
 1. Don't show favoritism as [it breeds resentment, destroys employee morale, and creates disincentives for good performance](https://www.employmentlawfirms.com/resources/employment/discrimination/laws-preventing-favoritism-in-the-workplace). Seek out ways to be fair to everyone.
 
@@ -1375,7 +1375,7 @@ This is a manifestation of the [Belief Bias](https://twitter.com/g_s_bhogal/stat
 Proposals should be weighed on their merits and not on who proposed them.
 Another example is people being promoted based on others liking them or having a lot of alliances. We want people to be promoted based on their results. We value collaboration, but that's different from being promoted just because people like you.
 
-Below are some attributes of political and non-political work environments. GitLab plans maintain a non-political one. 
+Below are some attributes of political and non-political work environments. GitLab plans maintain a non-political one.
 
 | Political environment | Non-political environment |
 | ------ | ------ |
@@ -1414,7 +1414,7 @@ Our [mission](/handbook/company/mission/#mission) is that **everyone can contrib
 
 ## Mitigating Concerns
 
-We have a page which documents our [Mitigating Concerns](/handbook/leadership/mitigating-concerns/). Many of our [values](/handbook/values/) help to mitigate some of these concerns.
+We have a page which documents our [Mitigating Concerns](https://internal-handbook.gitlab.io/handbook/leadership/mitigating-concerns/). Many of our [values](/handbook/values/) help to mitigate some of these concerns.
 
 ## GitLab Values Knowledge Assessment