Remove content that was moved to The Loop

### 11. Do you hire, praise, and promote on values alignment and results?

Great remote organizations actively work against [proximity bias](https://web.archive.org/web/20230603111443/https://www.protocol.com/workplace/proximity-bias-hybrid-work) by utilizing praise and promotion tactics rooted in [values alignment](/handbook/values/#culture-fit-is-a-bad-excuse). A boring solution to encourage this is the use of a [promotion document](/handbook/people-group/promotions-transfers/#promotion-document) which requires a manager detail how an individual has exemplified company values.

Great remote organizations actively work against [proximity bias](https://web.archive.org/web/20230603111443/https://www.protocol.com/workplace/proximity-bias-hybrid-work) by utilizing praise and promotion tactics rooted in [values alignment](/handbook/values/#culture-fit-is-a-bad-excuse). A boring solution to encourage this is the use of a [promotion document](/handbook/people-group/promotions-transfers/) which requires a manager detail how an individual has exemplified company values.

### 12. Do you fund individual workspaces and reimburse for out-of-home office use?

1. Review 3 to 5 year [Long Range Outlook (**LRO**)](/handbook/finance/financial-planning-and-analysis/#long-range-outlook-lro) including scenarios, capabilities and dependencies

1. Finish the review of **Three Year Strategy** (1 day)

1. [**Talent** assessment and succession planning](/handbook/people-group/talent-assessment/) (2x session per year, 1.5 hrs per session, ~10 mins per function). CEO Shadows and EBAs do not attend this session

1. [Director + promotion nominations](/handbook/people-group/promotions-transfers/#promotions-to-senior-director)

1. [Director + promotion nominations](/handbook/people-group/promotions-transfers/#)

**Q3 Offsite**

1. Final [**Annual Plan**](/handbook/finance/financial-planning-and-analysis/#annual-operating-plan-aop) that includes the budgets

1. Product **Roadmap** including competitive differentiation

1. [**Talent** assessment and succession planning](/handbook/people-group/talent-assessment/) (2x session per year, 1.5 hrs per session, ~10 mins per function). CEO Shadows and EBAs do not attend this session

1. [Director + promotion nominations](/handbook/people-group/promotions-transfers/#promotions-to-senior-director)

1. [Director + promotion nominations](/handbook/people-group/promotions-transfers/)

### Recurring discussion topics

In addition to the topics from the [Topic Calendar](#offsite-topic-calendar) above, these topics are discussed at every E-Group offsite:

1. Offsite peer feedback session (10 minute prep, 3 minute sessions, 10 minute closing conversation) (50 minutes). **This always happens on the first day of the offsite before lunch unless not everyone is present. If not everyone is present, this will happen within half a day of everyone being together**

1. [Director+ Promotions](/handbook/people-group/promotions-transfers/#promotions-to-senior-director) (as-needed based on number of people, estimate ~10 mins per person)

1. [Director+ Promotions](/handbook/people-group/promotions-transfers/) (as-needed based on number of people, estimate ~10 mins per person)

    1. To have an efficient meeting and focus on areas that require disussion, we will not spend time discussing a candidate unless questions or concerns are raised. At that point, the E-Group sponsor for the promotion can refer to the candidate promotion case and answer questions. If an E-Group Member wants to document support for a candidate or highlight something positive about a candidate who has not been discussed, they can write a comment in the agenda and note that it is a "[won't verbalize]" item.

    1. When a new person is added to the promotion or future promotion list, the sponsorship exec should provide a summary on the person, their contributions, and any areas to be addressed in advanced of the intended promotion window

1. [Content Discussion](#content-choice) (30 minutes - 1 hour)

- [Reading the content that was selected](#content-choice)

- Executives working with their People Business Partners to prep the [Performance/Potential Matrix of their direct reports](/handbook/people-group/talent-assessment/#the-performancegrowth-potential-matrix)

- Executives working with their People Business Partners to prep any [Director + promotion nominations](/handbook/people-group/promotions-transfers/#promotions-to-senior-director)

- Executives working with their People Business Partners to prep any [Director + promotion nominations](/handbook/people-group/promotions-transfers/)

- Reviewing any Section Direction Materials for reviews, such as the [Growth Section's Direction](/handbook/product/groups/growth/direction/)

- [Watch this short clip on the danger of sticky bears](/handbook/company/offsite/beware-sticky-bears/)

### Promotion planning

The CSM Manager should provide regular coaching and guidance on where a CSM stands and how to fill any gaps before they are eligible to be promoted. When a CSM is ready for promotion, the CSM Manager should collaborate with the CSM on the [promotion document](/handbook/people-group/promotions-transfers/#planning). When building the doc, it is important to lead with the results the CSM has achieved, supported with links to content, issues, MRs, etc.

The CSM Manager should provide regular coaching and guidance on where a CSM stands and how to fill any gaps before they are eligible to be promoted. When a CSM is ready for promotion, the CSM Manager should collaborate with the CSM on the [promotion document](/handbook/people-group/promotions-transfers/). When building the doc, it is important to lead with the results the CSM has achieved, supported with links to content, issues, MRs, etc.

## Mobility Principles

The Engineering Mobility Principle is an add-on to the company's mobility guidelines. For cases not covered in this section, please visit the [People Ops Internal Mobility guidelines](/handbook/people-group/promotions-transfers/#internal-mobility)

The Engineering Mobility Principle is an add-on to the company's mobility guidelines. For cases not covered in this section, please visit the [People Ops Internal Mobility guidelines](/handbook/people-group/promotions-transfers/)

Career mobility is a part of career development, we support and encourage development and opportunities of our team members while maintaining or making conscious choices of impact to business objectives, current business team capacity, and budget constraints. The following steps must be followed

### People Processes

1. [Promotions](/handbook/people-group/promotions-transfers)

   - [Calibration preparation](/handbook/people-group/promotions-transfers/#calibration)

   - [Calibration preparation](/handbook/people-group/promotions-transfers/)

1. [Talent Assessments](/handbook/people-group/talent-assessment/)

1. [Hiring Contractors](/handbook/engineering/workflow/development-processes/hiring-contractors)

1. [Recognition and Awards](/handbook/engineering/recognition/)