Skip to content
Snippets Groups Projects
Commit d748cf8c authored by Cynthia "Arty" Ng's avatar Cynthia "Arty" Ng :speech_balloon:
Browse files

Fix broken links

parent 545d865e
No related branches found
No related tags found
1 merge request!8782Fix broken links
Showing
with 31 additions and 31 deletions
...@@ -23,7 +23,7 @@ If one of these labels clearly doesn't apply for an issue, consider using the `t ...@@ -23,7 +23,7 @@ If one of these labels clearly doesn't apply for an issue, consider using the `t
A team's ratio might change over time and different teams may have different ratios. Factors that influence what ratio is appropriate for a given team include the [product category maturity](/handbook/product/categories/), the area of the product they are working in, and the evolving needs of GitLab the business. Teams should review labeling for accuracy and minimize the number of `type::undefined` items. This allows us to review the plans at the group, section, and company level with team members to ensure we appropriately prioritize based on cross-functional perspectives. A team's ratio might change over time and different teams may have different ratios. Factors that influence what ratio is appropriate for a given team include the [product category maturity](/handbook/product/categories/), the area of the product they are working in, and the evolving needs of GitLab the business. Teams should review labeling for accuracy and minimize the number of `type::undefined` items. This allows us to review the plans at the group, section, and company level with team members to ensure we appropriately prioritize based on cross-functional perspectives.
For more details on these three work types, please see the section on [work type classification](/handbook/engineering/metrics/#work-type-classification). The development EM is the DRI to ensure that the merge requests are accurately labeled. For more details on these three work types, please see the section on [work type classification](/handbook/product/groups/product-analysis/engineering/dashboards/#work-type-classification). The development EM is the DRI to ensure that the merge requests are accurately labeled.
#### Prioritization for feature, maintenance, and bugs #### Prioritization for feature, maintenance, and bugs
......
...@@ -8,7 +8,7 @@ ...@@ -8,7 +8,7 @@
* Leads conversations towards action and encourages bias for action to deliver results. * Leads conversations towards action and encourages bias for action to deliver results.
* Helps others in their group to achieve their group's goals. * Helps others in their group to achieve their group's goals.
* Follows up on suggestions that they make and issues that they create. * Follows up on suggestions that they make and issues that they create.
* Seeks out ways to be more effective in their role, while also starting to [mentor](/handbook/engineering/career-development/mentoring/) others in ways to work efficiently. * Seeks out ways to be more effective in their role, while also starting to [mentor](/handbook/engineering/careers/mentoring/) others in ways to work efficiently.
* Proactively takes on work that enables greater efficiency of others in the team. * Proactively takes on work that enables greater efficiency of others in the team.
* Seeks out diverse opinions to improve the quality of the team's work, for example through code review from outside the team. * Seeks out diverse opinions to improve the quality of the team's work, for example through code review from outside the team.
* Uses people's talents to maximize the results of their group. * Uses people's talents to maximize the results of their group.
......
...@@ -3,15 +3,15 @@ ...@@ -3,15 +3,15 @@
* [Customer Support Department Performance Indicators](/handbook/support/performance-indicators/) * [Customer Support Department Performance Indicators](/handbook/support/performance-indicators/)
* [Development Department Performance Indicators](/handbook/engineering/development/performance-indicators/) * [Development Department Performance Indicators](/handbook/engineering/development/performance-indicators/)
* [Infrastructure Department Performance Indicators](/handbook/engineering/infrastructure/performance-indicators/) * [Infrastructure Department Performance Indicators](/handbook/engineering/infrastructure/performance-indicators/)
* [Quality Department Performance Indicators](/handbook/engineering/quality/performance-indicators/) * [Quality Department Performance Indicators](/handbook/engineering/infrastructure/performance-indicators/)
* [Security Department Performance Indicators](/handbook/security/performance-indicators/) * [Security Department Performance Indicators](/handbook/security/performance-indicators/)
* [UX Department Performance Indicators](/handbook/product/ux/performance-indicators/) * [UX Department Performance Indicators](/handbook/product/ux/performance-indicators/)
* [Incubation Engineering Department Performance Indicators](/handbook/engineering/development/incubation/performance-indicators/) * [Incubation Engineering Department Performance Indicators](/handbook/engineering/development/incubation/performance-indicators/)
* [Product Performance Indicators](/handbook/product/performance-indicators/) * [Product Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/)
* [Dev Section Performance Indicators](/handbook/product/performance-indicators/) * [Dev Section Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/)
* [Ops Section Performance Indicators](/handbook/product/performance-indicators/) * [Ops Section Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/)
* [Sec Section Performance Indicators](/handbook/product/performance-indicators/) * [Sec Section Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/)
* [Core Platform Section Performance Indicators](/handbook/product/performance-indicators/) * [Core Platform Section Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/)
* [Stage and Group Performance Indicators](/handbook/product/performance-indicators/) * [Stage and Group Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/)
* [People Success Indicators](/handbook/people-group/people-success-performance-indicators/) * [People Success Indicators](/handbook/people-group/people-success-performance-indicators/)
* [KPI Index](/company/kpis/) * [KPI Index](/company/kpis/)
...@@ -4,7 +4,7 @@ Top 10 Reasons to Work for GitLab: ...@@ -4,7 +4,7 @@ Top 10 Reasons to Work for GitLab:
1. [Results](/handbook/values/#results): [Fast growth](https://about.gitlab.com/why-gitlab), [ambitious vision](https://about.gitlab.com/direction/#vision) 1. [Results](/handbook/values/#results): [Fast growth](https://about.gitlab.com/why-gitlab), [ambitious vision](https://about.gitlab.com/direction/#vision)
1. [Flexible Work Hours](/handbook/company/culture/all-remote/people#those-who-value-flexibility-and-autonomy): Plan your day so you are there for other people & have time for personal interests 1. [Flexible Work Hours](/handbook/company/culture/all-remote/people#those-who-value-flexibility-and-autonomy): Plan your day so you are there for other people & have time for personal interests
1. [Transparency](/handbook/values/#transparency): [Over 2,000 webpages in GitLab handbook]({{< ref "about#count-handbook-pages" >}}), [GitLab Unfiltered](https://www.youtube.com/gitlab-unfiltered) YouTube channel 1. [Transparency](/handbook/values/#transparency): [Over 2,000 webpages in GitLab handbook]({{< ref "about#count-handbook-pages" >}}), [GitLab Unfiltered](https://www.youtube.com/gitlab-unfiltered) YouTube channel
1. [Iteration](/handbook/values/#iteration): [Empower people to be effective & have an impact](/handbook/values/#collaboration), [Merge Request rate](/handbook/engineering/metrics/#merge-request-rate), [We dogfood our own product]({{< ref "using-gitlab-at-gitlab#introverts-of-gitlab" >}}), [Directly responsible individuals]({{< ref "directly-responsible-individuals" >}}) 1. [Iteration](/handbook/values/#iteration): [Empower people to be effective & have an impact](/handbook/values/#collaboration), [Merge Request rate](/handbook/product/groups/product-analysis/engineering/dashboards/#merge-request-rate), [We dogfood our own product]({{< ref "using-gitlab-at-gitlab#introverts-of-gitlab" >}}), [Directly responsible individuals]({{< ref "directly-responsible-individuals" >}})
1. [Diversity, Inclusion & Belonging](/handbook/values/#diversity-inclusion): [A focus on gender parity]({{< ref "people-success-performance-indicators#diversity---women-at-gitlab" >}}), 1. [Diversity, Inclusion & Belonging](/handbook/values/#diversity-inclusion): [A focus on gender parity]({{< ref "people-success-performance-indicators#diversity---women-at-gitlab" >}}),
[Team Member Resource Groups]({{< ref "erg-guide#definition-of-the-tmg---team-member-groups" >}}), [other initiatives](/handbook/company/culture/inclusion#what-we-are-doing-with-diversity-inclusion--belonging) [Team Member Resource Groups]({{< ref "erg-guide#definition-of-the-tmg---team-member-groups" >}}), [other initiatives](/handbook/company/culture/inclusion#what-we-are-doing-with-diversity-inclusion--belonging)
1. [Collaboration](/handbook/values/#collaboration): [Kindness](/handbook/values/#kindness), [saying thanks](/handbook/values/#say-thanks), [intentionally organize informal communication](/handbook/company/culture/all-remote/informal-communication), [no ego](/handbook/values/#no-ego) 1. [Collaboration](/handbook/values/#collaboration): [Kindness](/handbook/values/#kindness), [saying thanks](/handbook/values/#say-thanks), [intentionally organize informal communication](/handbook/company/culture/all-remote/informal-communication), [no ego](/handbook/values/#no-ego)
......
...@@ -63,7 +63,7 @@ Note: If you need to go back to an earlier version of the handbook, use ``git ch ...@@ -63,7 +63,7 @@ Note: If you need to go back to an earlier version of the handbook, use ``git ch
On this page you can see handbook trends and discover popular pages that you may not know about. On this page you can see handbook trends and discover popular pages that you may not know about.
GitLab uses [Snowplow](/handbook/business-technology/data-team/platform/snowplow/) to track handbook usage; the information can be viewed on [Tableau](https://10az.online.tableau.com/#/site/gitlab/views/PDGitlabHandbookPageTraffic/GitLabHandbookTraffic). GitLab uses [Snowplow](/handbook/enterprise-data/platform/snowplow/) to track handbook usage; the information can be viewed on [Tableau](https://10az.online.tableau.com/#/site/gitlab/views/PDGitlabHandbookPageTraffic/GitLabHandbookTraffic).
## More about the handbook ## More about the handbook
......
...@@ -245,7 +245,7 @@ Being a maintainer gives you access to much more than just the ability to merge. ...@@ -245,7 +245,7 @@ Being a maintainer gives you access to much more than just the ability to merge.
### Granting others maintain access ### Granting others maintain access
Do not grant people maintainer access without an [Access Request](/handbook/business-technology/end-user-services/onboarding-access-requests/access-requests/). As a maintainer you have the ability to grant others maintainer access. Don't do so without following the Access Request process to garner the appropriate approvals and create the necessary documentation. Do not grant people maintainer access without an [Access Request](/handbook/it/end-user-services/onboarding-access-requests/access-requests/). As a maintainer you have the ability to grant others maintainer access. Don't do so without following the Access Request process to garner the appropriate approvals and create the necessary documentation.
### Description Templates for Issues and Merge Requests ### Description Templates for Issues and Merge Requests
......
...@@ -28,7 +28,7 @@ Below is a set of general, yet not strict, characteristics of companies that are ...@@ -28,7 +28,7 @@ Below is a set of general, yet not strict, characteristics of companies that are
- Engineers that meet our [standard hiring guidelines](/job-families/engineering/backend-engineer/) - Engineers that meet our [standard hiring guidelines](/job-families/engineering/backend-engineer/)
- Ideally bring a solution which accelerates our maturity in a product category or fits into the new categories on our roadmap. - Ideally bring a solution which accelerates our maturity in a product category or fits into the new categories on our roadmap.
- R&D team size under 30 people - R&D team size under 30 people
- Willing to [reimplement products into GitLab](/handbook/product/single-application/) in Ruby and Go - Willing to [reimplement products into GitLab](/handbook/product/categories/gitlab-the-product/single-application/) in Ruby and Go
- Willing to sunset old customers within 90 days or less, with an option to transition to GitLab. GitLab follows an [open-core model](https://about.gitlab.com/install/ce-or-ee/) - Willing to sunset old customers within 90 days or less, with an option to transition to GitLab. GitLab follows an [open-core model](https://about.gitlab.com/install/ce-or-ee/)
- Aligned to ship on the first month and iterate quickly - Aligned to ship on the first month and iterate quickly
- Strong founders looking to join GitLab - Strong founders looking to join GitLab
...@@ -40,7 +40,7 @@ Below is a set of general, yet not strict, characteristics of companies that are ...@@ -40,7 +40,7 @@ Below is a set of general, yet not strict, characteristics of companies that are
## Why join GitLab? ## Why join GitLab?
1. Leverage the unique data and user-experience GitLab has as [complete DevOps platform](/handbook/product/single-application/) to act as a force-multiplier in helping you build the vision for your product area 1. Leverage the unique data and user-experience GitLab has as [complete DevOps platform](/handbook/product/categories/gitlab-the-product/single-application/) to act as a force-multiplier in helping you build the vision for your product area
1. Focus on building great technology at scale to reach millions of users and some of the largest enterprise companies. We can ensure what you made will be used by more than 100,000 organizations and millions of users. 1. Focus on building great technology at scale to reach millions of users and some of the largest enterprise companies. We can ensure what you made will be used by more than 100,000 organizations and millions of users.
1. Quick transaction - We move fast and aim to close the deal in 2-4 months, if you are able to drive a fast process with us 1. Quick transaction - We move fast and aim to close the deal in 2-4 months, if you are able to drive a fast process with us
1. Upside - Financial outcome if GitLab is successful (GitLab stock) 1. Upside - Financial outcome if GitLab is successful (GitLab stock)
...@@ -81,7 +81,7 @@ Learn more about our internal [acquisition process](/handbook/acquisitions/acqui ...@@ -81,7 +81,7 @@ Learn more about our internal [acquisition process](/handbook/acquisitions/acqui
## Performance indicators ## Performance indicators
See our [performance indicators](/handbook/product/performance-indicators/#acquisition-impact). See our [performance indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/#acquisition-impact).
## Contact us ## Contact us
......
...@@ -202,7 +202,7 @@ The primary acquisition team is designed as a compact unit, and will consist of ...@@ -202,7 +202,7 @@ The primary acquisition team is designed as a compact unit, and will consist of
1. Corporate Development Champion - VP of Corporate Development 1. Corporate Development Champion - VP of Corporate Development
1. Corporate Development Deal Process Manager - Corporate Development Manager 1. Corporate Development Deal Process Manager - Corporate Development Manager
1. Product Champion - [Product Section Leader](/handbook/product/product-leadership/#general-product-organizational-structure) (reporting to the Chief Product Officer) 1. Product Champion - [Product Section Leader](/handbook/product/product-leaders/product-leadership/#general-product-organizational-structure) (reporting to the Chief Product Officer)
1. Product Manager 1. Product Manager
1. Engineering Champion - Dir. Engineering 1. Engineering Champion - Dir. Engineering
1. Engineering team member 1. Engineering team member
......
...@@ -7,7 +7,7 @@ description: Finance Systems Access Requests ...@@ -7,7 +7,7 @@ description: Finance Systems Access Requests
Many finance systems that are provisioned are also considered a SOX system and are subject to the [SOX Program.](https://internal.gitlab.com/handbook/internal-audit/sarbanes-oxley/) Many finance systems that are provisioned are also considered a SOX system and are subject to the [SOX Program.](https://internal.gitlab.com/handbook/internal-audit/sarbanes-oxley/)
The finance systems admin team goes through additional procedures when handling [Access Requests.](/handbook/business-technology/end-user-services/onboarding-access-requests/access-requests/#access-requests-ars) The finance systems admin team goes through additional procedures when handling [Access Requests.](/handbook/it/end-user-services/onboarding-access-requests/access-requests/#access-requests-ars)
This applies to the following systems: This applies to the following systems:
...@@ -22,7 +22,7 @@ This applies to the following systems: ...@@ -22,7 +22,7 @@ This applies to the following systems:
### Additional Procedures ### Additional Procedures
On top of the [GitLab Access Request](/handbook/business-technology/end-user-services/onboarding-access-requests/access-requests/#individual-or-bulk-access-request) process, the team will perform the following: On top of the [GitLab Access Request](/handbook/it/end-user-services/onboarding-access-requests/access-requests/#individual-or-bulk-access-request) process, the team will perform the following:
- Ensure/Clarify access being requested is specific to the system being requested. - Ensure/Clarify access being requested is specific to the system being requested.
- Example: Instead of `Needs read only access to Netsuite`, the team will clarify with the requester that they are asking for the `Custom Auditor (read only)` role in Netsuite. - Example: Instead of `Needs read only access to Netsuite`, the team will clarify with the requester that they are asking for the `Custom Auditor (read only)` role in Netsuite.
......
...@@ -127,7 +127,7 @@ Occasionally systems listed in our tech stack will be deprecated. If a system is ...@@ -127,7 +127,7 @@ Occasionally systems listed in our tech stack will be deprecated. If a system is
### Access Requests ### Access Requests
Please review our [Access Requests handbook page](/handbook/business-technology/end-user-services/onboarding-access-requests/access-requests/) to find more information on how to request access to systems. Choose the right template for your use case and follow the instructions. Please review our [Access Requests handbook page](/handbook/it/end-user-services/onboarding-access-requests/access-requests/) to find more information on how to request access to systems. Choose the right template for your use case and follow the instructions.
### Procurement ### Procurement
......
...@@ -13,7 +13,7 @@ Please visit our [Tech Stack main page](/handbook/business-technology/tech-stack ...@@ -13,7 +13,7 @@ Please visit our [Tech Stack main page](/handbook/business-technology/tech-stack
### Request Access ### Request Access
If you need to request access for any of the following tools, please refer to and follow the [Access Request process](/handbook/business-technology/end-user-services/onboarding-access-requests/access-requests/frequently-asked-questions/#so-you-need-access-to-a-system-or-a-groupvault). If you need to request access for any of the following tools, please refer to and follow the [Access Request process](/handbook/it/end-user-services/onboarding-access-requests/access-requests/frequently-asked-questions/#so-you-need-access-to-a-system-or-a-groupvault).
## Tech Stack Applications ## Tech Stack Applications
......
...@@ -146,7 +146,7 @@ For those with regular commitments, look for shorter weeks or timezone variation ...@@ -146,7 +146,7 @@ For those with regular commitments, look for shorter weeks or timezone variation
| 2024-12-02 | 2024-12-06 | OPEN | [Francesca Gianfiglio](https://gitlab.com/fgianfiglio) - Senior Business Development Representative EMEA | REMOTE - PT | | 2024-12-02 | 2024-12-06 | OPEN | [Francesca Gianfiglio](https://gitlab.com/fgianfiglio) - Senior Business Development Representative EMEA | REMOTE - PT |
| 2024-12-09 | 2024-12-13 | VP DIRECTS ONLY | VP DIRECTS ONLY | REMOTE - PT | | 2024-12-09 | 2024-12-13 | VP DIRECTS ONLY | VP DIRECTS ONLY | REMOTE - PT |
| 2024-12-16 | 2024-12-20 | NO CEO SHADOW | NO CEO SHADOW | CEO TRAVELING | | 2024-12-16 | 2024-12-20 | NO CEO SHADOW | NO CEO SHADOW | CEO TRAVELING |
| 2024-12-23 | 2024-12-27 | NO CEO SHADOW | NO CEO SHADOW | CEO TRAVELING | | 2024-12-23 | 2024-12-27 | NO CEO SHADOW | NO CEO SHADOW | CEO TRAVELING |
| 2024-12-30 | 2025-01-03 | NO CEO SHADOW | NO CEO SHADOW | CEO PTO | | 2024-12-30 | 2025-01-03 | NO CEO SHADOW | NO CEO SHADOW | CEO PTO |
| 2025-01-06 | 2025-01-10 | OPEN | OPEN | REMOTE - PT | | 2025-01-06 | 2025-01-10 | OPEN | OPEN | REMOTE - PT |
| 2025-01-13 | 2025-01-17 | OPEN | OPEN | REMOTE - PT | | 2025-01-13 | 2025-01-17 | OPEN | OPEN | REMOTE - PT |
...@@ -228,7 +228,7 @@ The CEO has a [section in the handbook](/handbook/ceo/) that details processes a ...@@ -228,7 +228,7 @@ The CEO has a [section in the handbook](/handbook/ceo/) that details processes a
#### Review acronyms #### Review acronyms
If you're not familiar with some of the business acronyms, take a bit of time to review them. The [Product Performance Indicators](/handbook/product/performance-indicators/) handbook page has some useful acronyms as well as concepts you're likely to come across. If you're not familiar with some of the business acronyms, take a bit of time to review them. The [Product Performance Indicators](https://internal.gitlab.com/handbook/company/performance-indicators/product/) handbook page has some useful acronyms as well as concepts you're likely to come across.
- [KPI (Key Performance Indicator)](/handbook/company/kpis/#what-are-kpis) - [KPI (Key Performance Indicator)](/handbook/company/kpis/#what-are-kpis)
- [OKRs (Objectives and Key Results)](/handbook/company/okrs/#what-are-okrs) - [OKRs (Objectives and Key Results)](/handbook/company/okrs/#what-are-okrs)
......
...@@ -81,7 +81,7 @@ To raise an issue with a specific team, please use below most commonly used chan ...@@ -81,7 +81,7 @@ To raise an issue with a specific team, please use below most commonly used chan
These channels (prefixed with a `a_`) are for team members to collaborate and communicate regarding the account for a customer organization. Depending on the customer, they are sometimes internal, marked as private or we shared with the customer by connecting to customer's own Slack workspace. In order to clearly differentiate between these shared and internal channels, we recommend using `a_XYZ-internal` and `a_XYZ-external` naming conventions to be explicitly clear (as the shared symbol can be easily missed in Slack). These channels (prefixed with a `a_`) are for team members to collaborate and communicate regarding the account for a customer organization. Depending on the customer, they are sometimes internal, marked as private or we shared with the customer by connecting to customer's own Slack workspace. In order to clearly differentiate between these shared and internal channels, we recommend using `a_XYZ-internal` and `a_XYZ-external` naming conventions to be explicitly clear (as the shared symbol can be easily missed in Slack).
To request a new channel or to make changes to existing channels, please use the [access request process](/handbook/business-technology/end-user-services/onboarding-access-requests/access-requests/#slack-google-groups-1password-vaults-or-groups-access-requests). To request a new channel or to make changes to existing channels, please use the [access request process](/handbook/it/end-user-services/onboarding-access-requests/access-requests/#slack-google-groups-1password-vaults-or-groups-access-requests).
Commercial (Mid-Market and SMB) accounts have specific guidelines around having Slack channels with customers. Commercial (Mid-Market and SMB) accounts have specific guidelines around having Slack channels with customers.
......
...@@ -92,7 +92,7 @@ We've gathered extra ways to attract top talent to your organization (Note: this ...@@ -92,7 +92,7 @@ We've gathered extra ways to attract top talent to your organization (Note: this
1. Benefits for families and caregivers (daycare stipend, cleaning/laundry stipend, meal stipend, enhanced health insurance options, continuing education, adoption/fertility support, etc.) 1. Benefits for families and caregivers (daycare stipend, cleaning/laundry stipend, meal stipend, enhanced health insurance options, continuing education, adoption/fertility support, etc.)
1. [No ask, must tell vacation policy]({{< ref "paid-time-off" >}}) which senior leaders visibly model 1. [No ask, must tell vacation policy]({{< ref "paid-time-off" >}}) which senior leaders visibly model
1. The ability to [expense](/handbook/spending-company-money#coworking-or-external-office--space) a "third space" for working — an external office, coworking space, or residential community space through the likes of [Codi](https://www.codi.com) 1. The ability to [expense](/handbook/finance/spending-company-money/#coworking-or-external-office--space) a "third space" for working — an external office, coworking space, or residential community space through the likes of [Codi](https://www.codi.com)
1. Caregiver leave (maternity, paternity, eldercare, etc.) 1. Caregiver leave (maternity, paternity, eldercare, etc.)
1. [De-location stipend](https://zapier.com/blog/move-away-from-sf-get-remote-job) (supporting relocation away from a high cost-of-market location) 1. [De-location stipend](https://zapier.com/blog/move-away-from-sf-get-remote-job) (supporting relocation away from a high cost-of-market location)
1. 4-day workweek, Summer Fridays, no-meeting days, and other efforts that provide company-wide time off for employees to rest, recharge, and connect with community 1. 4-day workweek, Summer Fridays, no-meeting days, and other efforts that provide company-wide time off for employees to rest, recharge, and connect with community
......
...@@ -57,7 +57,7 @@ While there is no one-size-fits-all answer, we have amassed some great tips for ...@@ -57,7 +57,7 @@ While there is no one-size-fits-all answer, we have amassed some great tips for
For parents with toddlers who may not understand why a parent is home but unable to play or engage, consider working in a space with a door that you can shut. This creates a more obvious separation between work and life. For parents with toddlers who may not understand why a parent is home but unable to play or engage, consider working in a space with a door that you can shut. This creates a more obvious separation between work and life.
If you live in a space where such a division is impractical or impossible, consider working in a coworking space, external office, or shared community home through firms such as [Codi](https://www.codi.com). GitLab recognizes that not every living space is amenable to remote work, which is why we will [reimburse for external spaces](/handbook/spending-company-money#coworking-or-external-office--space). If you live in a space where such a division is impractical or impossible, consider working in a coworking space, external office, or shared community home through firms such as [Codi](https://www.codi.com). GitLab recognizes that not every living space is amenable to remote work, which is why we will [reimburse for external spaces](/handbook/finance/spending-company-money/#coworking-or-external-office--space).
### Block out family time on your calendar ### Block out family time on your calendar
......
...@@ -153,7 +153,7 @@ An organization's ability to transition quickly from Phase 1 to Phase 3 is depen ...@@ -153,7 +153,7 @@ An organization's ability to transition quickly from Phase 1 to Phase 3 is depen
- Do team members have a preexisting understanding of [digital communication tools]({{< ref "communication" >}})? - Do team members have a preexisting understanding of [digital communication tools]({{< ref "communication" >}})?
- Do team members have preexisting methods of accessing sensitive information (e.g. established VPN protocols)? - Do team members have preexisting methods of accessing sensitive information (e.g. established VPN protocols)?
- Does a company's [business operations](/handbook/business-technology) or IT department have preexisting protocols for enabling team members from locales outside of the office? - Does a company's [business operations](/handbook/business-technology) or IT department have preexisting protocols for enabling team members from locales outside of the office?
- Does a company have preexisting documentation for core company processes ([communication]({{< ref "communication" >}}), client service expectations, socializing and relationship building, onboarding, [in-person interactions](in-person/), [expensing](/handbook/spending-company-money), working hours, [metrics and goals](/handbook/company/okrs), owners/[DRIs]({{< ref "directly-responsible-individuals" >}}), etc.) - Does a company have preexisting documentation for core company processes ([communication]({{< ref "communication" >}}), client service expectations, socializing and relationship building, onboarding, [in-person interactions](in-person/), [expensing](/handbook/finance/spending-company-money/), working hours, [metrics and goals](/handbook/company/okrs), owners/[DRIs]({{< ref "directly-responsible-individuals" >}}), etc.)
## GitLab Knowledge Assessment: Phases of Remote Adaptation ## GitLab Knowledge Assessment: Phases of Remote Adaptation
......
...@@ -87,7 +87,7 @@ It's important to recognize that all-remote is *not* a synonym for outsourcing o ...@@ -87,7 +87,7 @@ It's important to recognize that all-remote is *not* a synonym for outsourcing o
![GitLab in-person interactions at Commit SF 2020](/images/all-remote/gitlab-commit-sf-2020-in-person.jpg) ![GitLab in-person interactions at Commit SF 2020](/images/all-remote/gitlab-commit-sf-2020-in-person.jpg)
{style="max-width: 50%;"} {style="max-width: 50%;"}
GitLab believes that [in-person interactions](in-person/) are valuable. We are intentional about gathering the entire team every 9 to 12 months for a shared experience ([GitLab Contribute](/handbook/company/culture/summit/)), and we encourage team members to gather in-person for [reimbursed holiday gatherings](/handbook/spending-company-money#year-end-holiday-party-budget), [GitLab Commit](https://about.gitlab.com/events/commit) events, and other opportunities such as conferences and trade shows. GitLab believes that [in-person interactions](in-person/) are valuable. We are intentional about gathering the entire team every 9 to 12 months for a shared experience ([GitLab Contribute](/handbook/company/culture/summit/)), and we encourage team members to gather in-person for [reimbursed holiday gatherings](/handbook/finance/spending-company-money/#year-end-holiday-party-budget), [GitLab Commit](https://about.gitlab.com/events/commit) events, and other opportunities such as conferences and trade shows.
GitLab also gathers its [e-group]({{< ref "structure#e-group" >}}) for a [quarterly four-day offsite]({{< ref "offsite" >}}). These offsites are planned and highly structured as to create exceptional efficiencies. The agenda, takeaways, and changes are all documented for the rest of the company to see, with broader company discussion in a dedicated `#e-group` Slack channel. This is intentionally designed to be [transparent](/handbook/values/#transparency). GitLab also gathers its [e-group]({{< ref "structure#e-group" >}}) for a [quarterly four-day offsite]({{< ref "offsite" >}}). These offsites are planned and highly structured as to create exceptional efficiencies. The agenda, takeaways, and changes are all documented for the rest of the company to see, with broader company discussion in a dedicated `#e-group` Slack channel. This is intentionally designed to be [transparent](/handbook/values/#transparency).
......
...@@ -166,7 +166,7 @@ I often find the midday slump to be so real, so if I'm feeling this way I step a ...@@ -166,7 +166,7 @@ I often find the midday slump to be so real, so if I'm feeling this way I step a
### Decide where to work ### Decide where to work
- Designate a space that's used solely for work so that you can mentally switch from home to office. Don't have a separate room to use as an office? Consider using a screen or partition to physically divide the space. - Designate a space that's used solely for work so that you can mentally switch from home to office. Don't have a separate room to use as an office? Consider using a screen or partition to physically divide the space.
- Make sure you have the equipment you need to be productive (for GitLab team members, here's a helpful [guide](/handbook/spending-company-money)). - Make sure you have the equipment you need to be productive (for GitLab team members, here's a helpful [guide](/handbook/finance/spending-company-money/)).
- Join a coworking space or meet up with someone else who works remotely to cowork in person. - Join a coworking space or meet up with someone else who works remotely to cowork in person.
- [Try out different background sounds](https://thriveglobal.com/stories/450-remote-workers-reveal-how-to-boost-productivity-when-working-from-home) like music, ambient noise, or silence to see what works best for you while you're working. - [Try out different background sounds](https://thriveglobal.com/stories/450-remote-workers-reveal-how-to-boost-productivity-when-working-from-home) like music, ambient noise, or silence to see what works best for you while you're working.
- If you have family or roommates at home while you're working, consider [setting boundaries](https://about.gitlab.com/blog/2019/08/01/working-remotely-with-children-at-home) with them about your workspace to reduce interruptions. - If you have family or roommates at home while you're working, consider [setting boundaries](https://about.gitlab.com/blog/2019/08/01/working-remotely-with-children-at-home) with them about your workspace to reduce interruptions.
...@@ -178,7 +178,7 @@ I often find the midday slump to be so real, so if I'm feeling this way I step a ...@@ -178,7 +178,7 @@ I often find the midday slump to be so real, so if I'm feeling this way I step a
The goal of [office ergonomics](http://ergo-plus.com/office-ergonomics-10-tips-to-help-you-avoid-fatigue) is to design your [workspace](workspace/) so that it fits you and allows for a comfortable working environment for maximum productivity and efficiency. The goal of [office ergonomics](http://ergo-plus.com/office-ergonomics-10-tips-to-help-you-avoid-fatigue) is to design your [workspace](workspace/) so that it fits you and allows for a comfortable working environment for maximum productivity and efficiency.
Since we all work from home, GitLab wants each team member to have the [supplies](/handbook/spending-company-money) and knowledge they need to create an ergonomic home office. Since we all work from home, GitLab wants each team member to have the [supplies](/handbook/finance/spending-company-money/) and knowledge they need to create an ergonomic home office.
Here are some tips from the [Mayo Clinic](http://www.mayoclinic.org/healthy-lifestyle/adult-health/in-depth/office-ergonomics/art-20046169) on how to arrange your work station. Here are some tips from the [Mayo Clinic](http://www.mayoclinic.org/healthy-lifestyle/adult-health/in-depth/office-ergonomics/art-20046169) on how to arrange your work station.
......
...@@ -89,7 +89,7 @@ Clear and proactive internal communication is essential to removing fear and ins ...@@ -89,7 +89,7 @@ Clear and proactive internal communication is essential to removing fear and ins
1. Consider building an applicable guide to starting (or moving into) a remote role, akin to [GitLab's guide on the topic](getting-started/). 1. Consider building an applicable guide to starting (or moving into) a remote role, akin to [GitLab's guide on the topic](getting-started/).
1. Host AMA (Ask Me Anything) sessions to get a better understanding of team member concerns and perspectives, and use that feedback to shape strategy. 1. Host AMA (Ask Me Anything) sessions to get a better understanding of team member concerns and perspectives, and use that feedback to shape strategy.
1. Retain workspace consultants to ensure that team members are equipped to work [comfortably and ergonomically in their home](workspace/). 1. Retain workspace consultants to ensure that team members are equipped to work [comfortably and ergonomically in their home](workspace/).
1. Consider a policy that [reimburses fees associated with co-working spaces](/handbook/spending-company-money), understanding that some employees will thrive in settings that mimic the office. 1. Consider a policy that [reimburses fees associated with co-working spaces](/handbook/finance/spending-company-money/), understanding that some employees will thrive in settings that mimic the office.
1. Invest in education, including [conferences](events/), courses, meetups, etc. 1. Invest in education, including [conferences](events/), courses, meetups, etc.
1. Formalize and document an [in-person strategy](in-person/), embracing retreats, [company summits](/handbook/company/culture/summit/), etc. to show that bonding in a physical space is still valued. 1. Formalize and document an [in-person strategy](in-person/), embracing retreats, [company summits](/handbook/company/culture/summit/), etc. to show that bonding in a physical space is still valued.
1. Prepare for micro-groups to form as people relocate. Leverage [geographic Slack channels](/handbook/communication/chat#location-channels-loc_) to retain community even as people use newfound remote freedoms to move to a locale that is more personally fulfilling. 1. Prepare for micro-groups to form as people relocate. Leverage [geographic Slack channels](/handbook/communication/chat#location-channels-loc_) to retain community even as people use newfound remote freedoms to move to a locale that is more personally fulfilling.
......
...@@ -62,7 +62,7 @@ Merely [transferring planned office meetings to virtual meetings](https://www.ab ...@@ -62,7 +62,7 @@ Merely [transferring planned office meetings to virtual meetings](https://www.ab
While long-term remote workers have had years to tweak and iterate on their [home office](workspace/), those who are thrust into working from anywhere may be ill-prepared. Organizations should not expect team members to be masters in office design and ergonomics. Too, what works best for one person [will look different](https://about.gitlab.com/blog/2019/09/12/not-everyone-has-a-home-office) than another person. While long-term remote workers have had years to tweak and iterate on their [home office](workspace/), those who are thrust into working from anywhere may be ill-prepared. Organizations should not expect team members to be masters in office design and ergonomics. Too, what works best for one person [will look different](https://about.gitlab.com/blog/2019/09/12/not-everyone-has-a-home-office) than another person.
If [transitioning to remote](transition/), organizations should empower team members to [spend company money as if it is their own](/handbook/spending-company-money) when constructing a home office. Consider [reimbursing](/handbook/spending-company-money#coworking-or-external-office--space) expenses related to coworking spaces and external offices, as some team members will prefer to work outside of their homes. If [transitioning to remote](transition/), organizations should empower team members to [spend company money as if it is their own](/handbook/finance/spending-company-money/) when constructing a home office. Consider [reimbursing](/handbook/finance/spending-company-money/#coworking-or-external-office--space) expenses related to coworking spaces and external offices, as some team members will prefer to work outside of their homes.
## Do this, not that ## Do this, not that
......
0% Loading or .
You are about to add 0 people to the discussion. Proceed with caution.
Finish editing this message first!
Please register or to comment