Commit 77872b19 authored by William Chia's avatar William Chia

Update links to culture page

parent fb55f355
Pipeline #34248066 passed with stages
in 27 minutes and 32 seconds
......@@ -4720,7 +4720,7 @@
departments:
- Marketing
expertise: |
<li>Coffee <a href="/culture/remote-only/#coffee-break-calls">chat expert</a></li>
<li>Coffee <a href="/company/culture/remote-only/#coffee-break-calls">chat expert</a></li>
<li>Content <a href="/handbook/marketing/blog/#editorial-reviews">editor</a></li>
story: |
Suri loves reading, visiting museums, and spending time with her best friends.
......@@ -6739,7 +6739,7 @@
departments:
- Engineering
story: |
- slug: sr-sec-analyst-comp
type: person
......
......@@ -15,10 +15,10 @@ There is a monthly GitLab CEO 101 call with new hires and the CEO. Here we talk
1. How we work [/handbook/general-guidelines](/handbook/general-guidelines)
- Please pay special attention to the guideline about developing content and procedures in a public, transparent, [handbook-first](/handbook/general-guidelines/#handbook-first) manner
All questions and answers during the call are added to the FAQ on [/culture/gitlab-101/](/culture/gitlab-101/).
All questions and answers during the call are added to the FAQ on [/company/culture/gitlab-101/](/company/culture/gitlab-101/).
This is done during the call to immediately make any changes; for example we created [this commit](https://gitlab.com/gitlab-com/www-gitlab-com/commit/8cf1b0117dce5439f61e207315f75db96c917056) together on the call.
The calendar invite will say: "You need to prepare for this call, please see /culture/gitlab-101/ for details."
The calendar invite will say: "You need to prepare for this call, please see /company/culture/gitlab-101/ for details."
Below a few examples of the GitLab 101 calls
......@@ -46,7 +46,7 @@ Please keep your introduction to less than 1 minute 30 seconds. After you're fin
### People Ops 101s
There is a monthly People Ops 101 Zoom call with new hires, our Chief Culture Officer (CCO), and members of the People Ops team. It is meant to occur following GitLabbers' participation in the CEO 101. The links above are good reading for both meetings. In addition to the topics above, new hires may be interested in our culture, [people priorities](/company/okrs/), [diversity](/handbook/values/#diversity) and [inclusion](/culture/inclusion/), [hiring](/handbook/hiring/), and a variety of other topics. Our CCO welcomes the team's questions and comments, but also appreciates hearing suggestions and ideas from GitLab's new hires.
There is a monthly People Ops 101 Zoom call with new hires, our Chief Culture Officer (CCO), and members of the People Ops team. It is meant to occur following GitLabbers' participation in the CEO 101. The links above are good reading for both meetings. In addition to the topics above, new hires may be interested in our culture, [people priorities](/company/okrs/), [diversity](/handbook/values/#diversity) and [inclusion](/company/culture/inclusion/), [hiring](/handbook/hiring/), and a variety of other topics. Our CCO welcomes the team's questions and comments, but also appreciates hearing suggestions and ideas from GitLab's new hires.
### Frequently Asked Questions about the GitLab Culture
......
......@@ -17,7 +17,7 @@ We have also recorded a training on this subject:
### Identity data
Please see our [identity data](/culture/inclusion/identity-data)
Please see our [identity data](/company/culture/inclusion/identity-data)
### 100% remote
......
......@@ -5,16 +5,16 @@ title: "GitLab Culture"
## Other pages related to Culture
- [GitLab 101](/culture/gitlab-101/)
- [GitLab Summits](/culture/summits)
- [Internal Feedback](/culture/internal-feedback)
- [Inclusion and Development](/culture/inclusion)
- [Top Team Member](/culture/top-team-member)
- [All Remote](/culture/remote-only/)
- [GitLab 101](/company/culture/gitlab-101/)
- [GitLab Summits](/company/culture/summits)
- [Internal Feedback](/company/culture/internal-feedback)
- [Inclusion and Development](/company/culture/inclusion)
- [Top Team Member](/company/culture/top-team-member)
- [All Remote](/company/culture/remote-only/)
## Introduction
Please see our [company page](/company/) for more general information about GitLab. And see how our team has grown at the [GitLab Summits page](/culture/summits)
Please see our [company page](/company/) for more general information about GitLab. And see how our team has grown at the [GitLab Summits page](/company/culture/summits)
<figure class="video_container">
<iframe src="https://www.youtube.com/embed/Mkw1-Uc7V1k" frameborder="0" allowfullscreen="true"> </iframe>
......
......@@ -323,7 +323,7 @@ responsibility, willingness of GitLabbers to teach new GitLabbers, transparency,
1. Less downtime on GitLab.com.
* Our Infastructure team is always looking for new ways to improve the ownership of the things we ship. The team will look to have owners of services or features, and these services working will be the way they prove that they are actually delivering. Infrastructure has also increased uptime to 99.91% in [December 2016](http://stats.pingdom.com/81vpf8jyr1h9/1902794/2016/12).
1. Casual and social interaction.
* We have instituted [Coffee Breaks](/culture/remote-only/#coffee-break-calls) to promote catching up with GitLabbers. Also, all GitLabbers are just a click away on Slack or a call away on the [Random Hangout](/handbook/communication/#random-room).
* We have instituted [Coffee Breaks](/company/culture/remote-only/#coffee-break-calls) to promote catching up with GitLabbers. Also, all GitLabbers are just a click away on Slack or a call away on the [Random Hangout](/handbook/communication/#random-room).
1. Revise Lever Notifications.
* Sometimes it can be hard to manage Lever notifications. Here are some [guidelines](/handbook/hiring/#general-points-about-moving-applicants-through-the-process) to keep your inbox low.
......
......@@ -29,7 +29,7 @@ Our policy of remote work comes from our [value](/handbook/values/) of boring so
In on-site companies they take processes, camaraderie, and culture for granted and have it develop organically. In an all-remote company you have to organize it, this is hard to do but as you scale it becomes more efficient while the the on-site organic approach fizzles out.
We have had success bonding with our coworkers in real life through our [Summits](/culture/summits/) that are organized every 9 months and our [Visiting Grants](/handbook/incentives/#sts=Visiting grant).
We have had success bonding with our coworkers in real life through our [Summits](/company/culture/summits/) that are organized every 9 months and our [Visiting Grants](/handbook/incentives/#sts=Visiting grant).
We have a daily [team call](/handbook/communication/#team-call) to talk about what we did outside of work. There is also a daily [Group Conversation](/handbook/people-operations/group-conversations/) in which one department shares their progress and challenges.
......@@ -37,7 +37,7 @@ Our [expense policy](/handbook/spending-company-money/) provides for equipment,
We encourage people to have [virtual coffee breaks](https://work.qz.com/1147877/remote-work-why-we-put-virtual-coffee-breaks-in-our-company-handbook/) and do a [monthly AMA with the CEO](https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/2649/diffs).
We have an extensive [onboarding template](https://gitlab.com/gitlab-com/people-ops/employment/blob/master/.gitlab/issue_templates/onboarding.md) for new hires and organize a [GitLab 101](/culture/gitlab-101/) to ask questions.
We have an extensive [onboarding template](https://gitlab.com/gitlab-com/people-ops/employment/blob/master/.gitlab/issue_templates/onboarding.md) for new hires and organize a [GitLab 101](/company/culture/gitlab-101/) to ask questions.
......
......@@ -5,7 +5,7 @@ title: "GitLab Summits"
- TOC
{:toc}
- [Summit From a Leadership Perspective](/culture/summits/summit-training)
- [Summit From a Leadership Perspective](/company/culture/summits/summit-training)
## What, where, and when
......
......@@ -18,7 +18,7 @@ For the context of this video please see the [summit challenges in the Greece re
## Summit Training Recording
You can find the latest recorded session of the summit training below.
You can find the latest recorded session of the summit training below.
<figure class="video_container">
<iframe src="https://www.youtube.com/embed/FwDZd4m3YV0" frameborder="0" allowfullscreen="true"> </iframe>
......@@ -26,7 +26,7 @@ You can find the latest recorded session of the summit training below.
## The Summit
Please see the [goal of the summit](https://about.gitlab.com/culture/summits/#goal).
Please see the [goal of the summit](/company/culture/summits/#goal).
**What it is**:
......@@ -42,7 +42,7 @@ Please see the [goal of the summit](https://about.gitlab.com/culture/summits/#go
- Department offsite
References:
[Summit Page](https://about.gitlab.com/culture/summits/)
[Summit Page](/company/culture/summits/)
[Summit Project](https://gitlab.com/summits/2018-Summit/blob/master/urgent-important-info.md)
......@@ -112,7 +112,7 @@ On the live training (the video of which will be added here) we asked three mana
- A combination of both introverts and extraverts
References:
References:
[Are Extraverts Happier Than Introverts? Psychology Today](https://www.psychologytoday.com/blog/thrive/201205/are-extroverts-happier-introverts)
[Are You an Extravert, Introvert, or Ambivert?](https://www.psychologytoday.com/us/blog/cutting-edge-leadership/201711/are-you-extravert-introvert-or-ambivert)
......
......@@ -7,7 +7,7 @@ title: About Us
1. GitLab is a [single application](/handbook/product/single-application/) with [features](/features/) for the whole software development and operations (DevOps) [lifecycle](/sdlc/).
1. GitLab, the open source project, is used by more than [100,000 organizations](/is-it-any-good/) and has a large [community](/community/) of more than [2000 people who contributed code](http://contributors.gitlab.com/).
1. GitLab Inc. is a open-core company that sells [subscriptions that offer more feature and support for GitLab](/products).
1. The company is [remote only](/culture/remote-only/) with [300+ people working from their own location in more than 39 countries](/team/).
1. The company is [remote only](/company/culture/remote-only/) with [300+ people working from their own location in more than 39 countries](/team/).
1. GitLab Inc. is an active participant in this community, see [our stewardship](/stewardship) for more information.
1. [Our history](/history) starts in 2011 for the open source project, and in 2015 we joined Y Combinator and started growing faster, we have a public [strategy](/company/strategy/#sequence).
1. [Our mission](/company/strategy/#mission) is to change all creative work from read-only to read-write so that **everyone can contribute**.
......
......@@ -10,13 +10,13 @@ title: "Acquisition Offer"
{:toc}
## Acquisition Approach
We are open to acquisitions of companies which are interested in joining in our mission to change all creative work from read-only to read-write so that **everyone can contribute**.
We are open to acquisitions of companies which are interested in joining in our mission to change all creative work from read-only to read-write so that **everyone can contribute**.
Below are a set of criteria and considerations to take into account as you think about what it might look like joining this mission:
## Considering joining forces with GitLab
1. Please read through our handbook in detail: [https://about.gitlab.com/handbook](https://about.gitlab.com/handbook)
1. Remote Culture - spend the time understanding if this for you and your current team. [https://about.gitlab.com/culture/remote-only](https://about.gitlab.com/culture/remote-only)
1. Please read through our handbook in detail: [/handbook](https://about.gitlab.com/handbook)
1. Remote Culture - spend the time understanding if this for you and your current team. [/company/culture/remote-only](https://about.gitlab.com/culture/remote-only)
1. Did you build a great product but it is missing distribution. We can ensure what you made will be used by more than 100,000 organizations
## Product/Technical considerations
......@@ -26,7 +26,7 @@ Below are a set of criteria and considerations to take into account as you think
1. Iterate quickly, the best teams that have joined us shipped on the first month (we ship every month on the 22nd). Eg [Gemnasium](https://about.gitlab.com/2018/01/30/gemnasium-acquired-by-gitlab/)
## What happens to your current company?
1. We acquire assets and not the company entity in order to limit unexpected liabilities
1. We acquire assets and not the company entity in order to limit unexpected liabilities
1. Every employee will have a soft landing. We will either make them an offer or we will pay up to a year until they will find a new job.
1. We want to ensure a graceful shutdown - we will pay to shut down the entity including paying outstanding bills up to 2 times the estimated amount.
1. We move fast - close the deal in a week, money wired in 30 days
......@@ -48,7 +48,7 @@ I don’t see anything GitLab could have done differently to make this acquisiti
## Acquisition Process
1. Request mutual NDA: [https://about.gitlab.com/handbook/legal](https://about.gitlab.com/handbook/legal)
1. Create issue: to kick start the process please create a new issue from the acquisition-inbound "[https://gitlab.com/gitlab-org/alliances/blob/master/.gitlab/issue_templates/acquisition-inbound.md](https://gitlab.com/gitlab-org/alliances/blob/master/.gitlab/issue_templates/acquisition-inbound.md)" template in the alliances issue tracker https://gitlab.com/gitlab-org/alliances/issues.
1. Create issue: to kick start the process please create a new issue from the acquisition-inbound "[https://gitlab.com/gitlab-org/alliances/blob/master/.gitlab/issue_templates/acquisition-inbound.md](https://gitlab.com/gitlab-org/alliances/blob/master/.gitlab/issue_templates/acquisition-inbound.md)" template in the alliances issue tracker https://gitlab.com/gitlab-org/alliances/issues.
1. Choose the green `"New Issue"` button in the upper right corner
2. Select the `"acquisition-template"` from the drop down
1. Fill in the template with the details, after submitting the issue double check it is marked as ‘confidential’ (the template is set to create confidential issues by default so you don’t need to change anything).
......
......@@ -72,8 +72,8 @@ For the avoidance of doubt, the benefits listed below in the General Benefits se
the lump sum would be [$10,000](/handbook/people-operations/global-compensation/#exchange-rates).
1. [Paid time off policy](/handbook/paid-time-off)
1. [Tuition Reimbursement](/handbook/people-operations/code-of-conduct/#tuition-reimbursement)
1. [GitLab Summit](/culture/summits)
* Every nine months or so GitLabbers gather at an exciting new location to [stay connected](/2016/12/05/how-we-stay-connected-as-a-remote-company/), at what we like to call a GitLab Summit. It is important to spend time face to face to get to know your team and, if possible, meet everyone who has also bought into the company vision. There are fun activities planned by our GitLab Summit Experts, work time, and presentations from different functional groups to make this an experience that you are unlikely to forget! Attendance is optional, but encouraged. For more information and compilations of our past summits check out our [summits page](/culture/summits).
1. [GitLab Summit](/company/culture/summits)
* Every nine months or so GitLabbers gather at an exciting new location to [stay connected](/2016/12/05/how-we-stay-connected-as-a-remote-company/), at what we like to call a GitLab Summit. It is important to spend time face to face to get to know your team and, if possible, meet everyone who has also bought into the company vision. There are fun activities planned by our GitLab Summit Experts, work time, and presentations from different functional groups to make this an experience that you are unlikely to forget! Attendance is optional, but encouraged. For more information and compilations of our past summits check out our [summits page](/company/culture/summits).
1. [Business Travel Accident Policy](https://drive.google.com/a/gitlab.com/file/d/0B4eFM43gu7VPVl9rYW4tXzIyeUlMR0hidWIzNk1sZjJyLUhB/view?usp=sharing)
* This policy provides coverage for team members who travel domestic and internationally for business purposes. This policy will provide Emergency Medical and Life Insurance coverage should an emergency happen while you are traveling. In accompaniment, there is coverage for security evacuations, as well a travel assistance line which helps with pre-trip planning and finding contracted facilities worldwide.
* Coverage:
......
......@@ -280,7 +280,7 @@ Both the retrospectives and kickoffs are [live streamed](/handbook/live-streamin
{: #random-room}
1. The [#random](https://gitlab.slack.com/archives/random) chat channel is your go-to place to share random ideas, pictures, articles, and more. It's a great channel to check out when you need a mental break.
1. Come hang out any time in the **random room**, an open Google Hangout video chat where anyone with a GitLab email address can come and leave as they please. The link is in the description of the `#random` chat channel; consider bookmarking it. This room is open for all and should be distinct from the [Coffee Break Calls](/culture/remote-only/#coffee-break-calls), which are 1x1 conversations between teammates.
1. Come hang out any time in the **random room**, an open Google Hangout video chat where anyone with a GitLab email address can come and leave as they please. The link is in the description of the `#random` chat channel; consider bookmarking it. This room is open for all and should be distinct from the [Coffee Break Calls](/company/culture/remote-only/#coffee-break-calls), which are 1x1 conversations between teammates.
## Scheduling Meetings
......
......@@ -15,7 +15,7 @@ title: "GitLab Onboarding Buddies"
## Onboarding Buddies
Onboarding buddies are crucial to making the onboarding experience for a new GitLabber a positive one. [New Job Anxiety](http://www.classycareergirl.com/2017/02/new-job-anxiety-conquer/) is a reality for many people, and the adjustment to GitLab might be particularly challenging for new GitLabbers who may not be used to our [all-remote](https://about.gitlab.com/culture/remote-only/) culture. That's why it's important that all new GitLabbers be assigned a buddy who is ready, willing, and excited to assist with the onboarding process.
Onboarding buddies are crucial to making the onboarding experience for a new GitLabber a positive one. [New Job Anxiety](http://www.classycareergirl.com/2017/02/new-job-anxiety-conquer/) is a reality for many people, and the adjustment to GitLab might be particularly challenging for new GitLabbers who may not be used to our [all-remote](/company/culture/remote-only/) culture. That's why it's important that all new GitLabbers be assigned a buddy who is ready, willing, and excited to assist with the onboarding process.
## Buddy Responsibilities
......
......@@ -190,7 +190,7 @@ Note that lodging, meals, and local travel while visiting are not typically cove
There are many regular meet-ups of GitLabbers in many cities. We have a [shared calendar][meetup-calendar] to view the schedule. Subscribe to it, make use of the visiting grant, and join meet-ups near you (or far away!).
Douwe and Robert took advantage of the visiting grant when they traveled to [49 different colleagues in 20 cities, in 14 countries, on five continents, in 6 months](/2017/01/31/around-the-world-in-6-releases/). Inspired by them, Dimitrie went on a similar journey and provided a [great template](https://docs.google.com/spreadsheets/d/1Cwi2PfO1HeDm8Lap9J2tPmfYFaC8AmmKQg1fCmtdGI4/edit?usp=sharing). Also, check out [tips on working remotely while abroad](/culture/remote-only/#tips-on-working-remotely-while-abroad).
Douwe and Robert took advantage of the visiting grant when they traveled to [49 different colleagues in 20 cities, in 14 countries, on five continents, in 6 months](/2017/01/31/around-the-world-in-6-releases/). Inspired by them, Dimitrie went on a similar journey and provided a [great template](https://docs.google.com/spreadsheets/d/1Cwi2PfO1HeDm8Lap9J2tPmfYFaC8AmmKQg1fCmtdGI4/edit?usp=sharing). Also, check out [tips on working remotely while abroad](/company/culture/remote-only/#tips-on-working-remotely-while-abroad).
To claim the grant, include a line item on your expense report or invoice with a list of the team members you visited. The expense report may be submitted during the first month of travel or up to 3 months after your trip has concluded. That said, if it's more [frugal](/handbook/values/#efficiency) to book and expense your travel further in advance, please do so.
......
......@@ -17,7 +17,7 @@ defined on our [team structure page](/team/structure/).
1. At GitLab leadership is requested from everyone, whether an individual contributor or member of the leadership team.
1. As a leader, GitLabbers will follow your behavior, so always do the right thing.
1. Everyone that joins GitLab should consider themselves ambassadors of our [values](/handbook/values) and protectors of our [culture](/culture/).
1. Everyone that joins GitLab should consider themselves ambassadors of our [values](/handbook/values) and protectors of our [culture](/company/culture/).
1. Behavior should be consistent inside and outside the company, just do the right thing inside the company, and don't fake it outside.
1. GitLab respects your judgment of what is best for you, since you know yourself best. If you have a better opportunity somewhere else don't stay at GitLab out of a sense of loyalty to the company.
1. In tough times people will put in their best effort when they are doing it for each other.
......@@ -57,7 +57,7 @@ celebrate that but instead address the question: How can we unblock in the futur
1. You are expected to [respond on social media](/handbook/marketing/social-media-guidelines/).
1. Make sure your reports experience a [sense of progress](http://tomtunguz.com/progress-principle/) in their work.
1. A tweet by [Sam Altman](https://twitter.com/sama/status/804138512878473220) combined with a reply by [Paul Graham](https://twitter.com/paulg/status/804209365305659392) says it best: "People either get shit done or they don't. And it's easy to be tricked because they can be smart but never actually do anything." Watch for results instead of articulate answers to questions, otherwise you'll take too much time identifying under-performers.
1. [Our summits](/culture/summits) are meant for informal communication and bonding across the company. There is a limited time for business activities during the summit so all our regular meetings should happen outside of the summit. We want informal, cross team, and open-ended meetings that include individual contributors. For example, inviting everyone to suggest currently missing functionality in GitLab.
1. [Our summits](/company/culture/summits) are meant for informal communication and bonding across the company. There is a limited time for business activities during the summit so all our regular meetings should happen outside of the summit. We want informal, cross team, and open-ended meetings that include individual contributors. For example, inviting everyone to suggest currently missing functionality in GitLab.
1. Never delay a decision until the summit. Instead, use the summit as a deadline to get things done earlier.
1. We don't have explicit 20% time at GitLab. We measure results and not hours. If people are getting good results in the work that is assigned to them they are free to contribute to other parts of the company or work on a pet project. Don't say "your work on that pet project is hurting your performance". Instead say "we agreed to get X done but it is delayed, what happened and how can I help?"
1. Pick a metric before launching something new. 9 out of 10 launches fail. If a project is not working out shut it down completely. Starving a team of headcount to have it die a slow death is not frugal nor motivating. Fund the winners which will still take years to break even.
......
......@@ -28,7 +28,7 @@ As we all work remotely it can sometimes be difficult to know when and how to pl
1. We have a "no ask" time off policy. This means that:
* You do not need to ask permission to take time off unless you want to have more than 25 consecutive calendar days off. The 25-day no ask limit is per vacation, not per year. You can have multiple no ask vacations per year that add up to more than 25 days in total; there is no limit to this. What we care about are your results, not how long you work. You are also welcome to take more than 25 days off in one stretch, just **make sure to discuss it with your manager first**.
* Always make sure that your job responsibilities are covered while you are away.
* While you don't need approval for vacation, you must inform your manager. If gone for 72 hours without notification, this could be deemed as [Job Abandonment](/handbook/people-operations/code-of-conduct/#sts=Job%20Abandonment).
* While you don't need approval for vacation, you must inform your manager. If gone for 72 hours without notification, this could be deemed as [Job Abandonment](/handbook/people-operations/code-of-conduct/#sts=Job%20Abandonment).
* It can be helpful to take longer breaks to re-energize. If this is helpful to you, we strongly recommended taking at least two consecutive weeks of time off per year.
1. We don't frown on people taking time off, but rather encourage people to take care of themselves and others by having some time away. If you notice that your co-worker is working long hours over a sustained period, you may want to let them know about the time off policy.
1. Working hours are flexible, you are invited to the [company call](/handbook/communication/#company-call) if you are available, but it isn't mandatory and you shouldn't attend if it is during your time off.
......@@ -47,7 +47,7 @@ Communicate broadly when you will be away so other people can manage time effici
1. Decline any meetings you will not be present for so the organizer can make appropriate arrangements.
* Cancel, move, or find coverage for any meetings for which you are the organizer.
1. You should also adjust your [status in Slack](/handbook/tools-and-tips/#slack-status). Please use the following syntax which uses the [ISO 8601](https://en.wikipedia.org/wiki/ISO_8601) date notation in order to avoid confusion: `OOO from YYYY-MM-DD to YYYY-MM-DD, please contact XXX for assistance`.
* Optionally, if you partake in [Donut coffee chat pairings](/culture/remote-only/#coffee-break-calls) you can temporarily “snooze” them by opening a direct message with Donut and typing `help` to indicate which weeks you won't be able to participate. Pairings will automatically resume when you’re back.
* Optionally, if you partake in [Donut coffee chat pairings](/company/culture/remote-only/#coffee-break-calls) you can temporarily “snooze” them by opening a direct message with Donut and typing `help` to indicate which weeks you won't be able to participate. Pairings will automatically resume when you’re back.
1. If you manage a large team, it may be useful to add your planned time off as a **FYI** on the next agenda of the company call.
1. If you are an interviewer, review your calendar to address any scheduled interviews. To ensure we provide a great candidate experience, if you find that you cannot attend an interview, you will be responsible for finding a replacement interviewer. You must communicate directly with your recruiter, as being out of the office does not always mean that you will be unavailable to interview.
1. If you're one of the people who typically handle availability emergencies (the on-call heroes), you **do** need to ensure that someone will be available to cover for you while you're out of office. You can check for this with your manager. Managers can import their team's calendars into their Google Calendar to get a quick view of their team members' availability.
......
......@@ -36,7 +36,7 @@ If you think this Code or any GitLab policy is being violated, or if you have an
* Contact People Operations or Legal department.
* Contact GitLab’s 24-hour hotline
All reports (formal or informal) made to a GitLab supervisor, manager or executive should be promptly escalated to People Operations and the Legal team. GitLab will then review the report promptly and thoroughly to determine if an investigation is warranted.
All reports (formal or informal) made to a GitLab supervisor, manager or executive should be promptly escalated to People Operations and the Legal team. GitLab will then review the report promptly and thoroughly to determine if an investigation is warranted.
**Investigation Process**
If Legal has determined it appropriate, GitLab will promptly initiate an appropriate investigation into all possible violations of law and GitLab policy. The Senior Director of Legal Affairs will engage the HR Business Partner assigned to the business department to investigate the report(s), unless the complaint is against a member of the People Operations team, in which case the investigation will be conducted by the Legal team. If the report is made against a member of the executive team or if there are multiple complainants regarding the same individual and/or issue, outside counsel will be retained by Legal to conduct the investigation. If the complaint is made against a member of the Legal team, the Chief Culture Officer will lead the investigation.
......@@ -96,7 +96,7 @@ Our company is committed to following all applicable wage and hour laws and regu
### Substance Abuse
GitLab strives to maintain a workplace that is free from illegal use, possession, sale, or distribution of alcohol or controlled substances. Legal or illegal substances shall not be used in a manner that impairs a person’s performance of assigned tasks. This will help to maintain the efficient and effective operation of the business, and to ensure customers receive the proper service. GitLab team members must also adhere the local laws of where they reside and where they travel to, including the [GitLab Summit](/culture/summits/).
GitLab strives to maintain a workplace that is free from illegal use, possession, sale, or distribution of alcohol or controlled substances. Legal or illegal substances shall not be used in a manner that impairs a person’s performance of assigned tasks. This will help to maintain the efficient and effective operation of the business, and to ensure customers receive the proper service. GitLab team members must also adhere the local laws of where they reside and where they travel to, including the [GitLab Summit](/company/culture/summits/).
### Employee Information Privacy
......
......@@ -19,7 +19,7 @@ title: Global Compensation
1. When your seniority or experience factor changes we'll change your pay in January.
1. Because your experience factor informs our pay, it should be as accurate a measurement of your individual experience level. We should not artificially manipulate the experience factor in order to achieve a desired compensation level.
1. If we change our standard compensation for a job role, we change it both for existing GitLabbers (in January) and new hires.
1. We don't offer ping pong tables or free lunches. We think it is more important to offer people flexibility and freedom. See the [Top 10 reasons to work for GitLab on our culture page](/culture/#advantages/).
1. We don't offer ping pong tables or free lunches. We think it is more important to offer people flexibility and freedom. See the [Top 10 reasons to work for GitLab on our culture page](/company/culture/#advantages/).
1. The rent index depends on your [geographical area](/handbook/people-operations/global-compensation/#geographical-area).
1. To determine your area, select the country you live in. This will filter out all areas outside of your country. Based on the remaining choices under "area," if you live within one hour and forty-five minutes of a city listed, you may use that as your location. If not, you will select "Everywhere else." If the only item listed for the country is "All," the country has the same Rent Index regardless of the city you live in. If applicable, a state or province might be listed instead of a city.
1. If your country is not listed, reach out to People Ops to gather relevant data.
......
......@@ -1022,7 +1022,7 @@ change frequently - when they do, it's probably worth talking about (i.e. redoin
#### Special consideration
The roadmap should also delimit which items will be delivered prior to the
next [summit](https://about.gitlab.com/culture/summits/), as well as prior to
next [summit](/company/culture/summits/), as well as prior to
the end of the current calendar year. These delimitations will help determine
both the internal and external communication for both product and marketing.
......
......@@ -87,7 +87,7 @@ The steps to closing a deal are:
GitLab requires deal registration. This process is to let us know which deals you are working on so that we can plan accordingly, and also helps prevent channel
conflict.
GitLab will not assign any resources, accept an order, give a quote, issue an evaluation license, nor pay commissions if a deal has not been registered.
GitLab will not assign any resources, accept an order, give a quote, issue an evaluation license, nor pay commissions if a deal has not been registered.
**We encourage you to register your deal as soon as you begin working on it**
If we reject your registration because another has already registered the deal, and you still fulfill the order, your contract may still entitle you to a fullfillment fee.
......@@ -197,7 +197,7 @@ GitLab will strive to support you in your marketing efforts. Marketing activitie
### Events
If you are participating in an event or talk and will be representing GitLab please add your event to the GitLab [events page](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/data/events.yml) and submit MR to @emily.
If you are participating in an event or talk and will be representing GitLab please add your event to the GitLab [events page](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/data/events.yml) and submit MR to @emily.
### Event Funds Requests
......@@ -269,7 +269,7 @@ Here is also a list of resources that you may find useful to include on your lan
- [GitLab Geo](/features/gitlab-geo/)
- [Pricing](/products/)
- [GitLab Blog](/blog/)
- [GitLab Culture](/culture/)
- [GitLab Culture](/company/culture/)
- [Gitlab on Twitter](https://twitter.com/gitlab)
- [GitLab Team Handbook](/handbook/)
......
......@@ -24,7 +24,7 @@ help and advice—in fact, you're expected to do so. Anyone can chime in on any
feedback in the smallest setting possible. One-on-one video calls are preferred.
1. **Say thanks** Recognize the people that helped you publicly, for example in our [#thanks chat channel](/handbook/communication/#internal-communication).
1. **Give feedback effectively** Giving feedback is challenging, but it's important to deliver it effectively. When providing feedback, always make it about the work itself, focus on the business impact and not the person. Make sure to provide at least one clear and recent example. If a person is going through a hard time in their personal life, then take that into account. An example of giving positive feedback is our [thanks chat channel](/handbook/communication/#internal-communication). For managers, it's important to realize that employees react to a negative incident with their managers [six times more strongly](https://hbr.org/2013/03/the-delicate-art-of-giving-fee) than they do to a positive one. Keeping that in mind, if an error is so inconsequential that the value gained from providing criticism is low, it might make sense to keep that feedback to yourself. In the situations where negative feedback must be given, focus on the purpose for that feedback: to improve the employee’s performance going forward. Give recognition generously, in the open, and often to [generate more engagement](http://www-01.ibm.com/common/ssi/cgi-bin/ssialias?infotype=SA&subtype=WH&htmlfid=LOW14298USEN) from your team.
1. **Get to know each other** We use a lot of text-based communication, and if you know the person behind the text, it will be easier to prevent conflicts. So encourage people to get to know each other on a personal level through our [company calls](/handbook/communication/#company-call), [virtual coffee breaks](/culture/remote-only/#coffee-break-calls), and during our [summit](/culture/summits/).
1. **Get to know each other** We use a lot of text-based communication, and if you know the person behind the text, it will be easier to prevent conflicts. So encourage people to get to know each other on a personal level through our [company calls](/handbook/communication/#company-call), [virtual coffee breaks](/company/culture/remote-only/#coffee-break-calls), and during our [summit](/company/culture/summits/).
1. **Don't pull rank** If you have to remind someone of the position you have in the company, you're doing something wrong. People already know [our decision-making process](https://about.gitlab.com/handbook/leadership/#making-decisions). Explain why you're making the decision, and respect everyone irrespective of their function.
1. **Address behavior, but don't label people** There is a lot of good in [this article](http://bobsutton.typepad.com/my_weblog/2006/10/the_no_asshole_.html) about not wanting jerks on our team, but we believe that **jerk** is a label for behavior rather than an inherent classification of a person. We avoid classifications.
1. **Say sorry** If you made a mistake apologize, saying sorry is not a sign of weakness but one of strength. The people that do the most work will likely make the most mistakes. Additionally, when we share our mistakes and bring attention to them, others can learn from us, and the same mistake is less likely to repeated by someone else.
......@@ -81,8 +81,8 @@ is our [company call](/handbook/communication/#company-call) where we spend most
knitting. Open source is a great way to interact with interesting
people. We try to hire people who think work is a great way to express themselves.
1. **Building a safe community** Everyone has the right to feel safe when working for GitLab and/or being a part of the GitLab community contributing to our community. We do not tolerate abuse, [harassment](/handbook/anti-harassment/), exclusion, discrimination or retaliation by/of any community members, including our employees.
1. **Unconscious bias**. We are responsible not only for what we intend to say but also for the effect it creates. This includes not only obvious disrespect or lack inclusion but also the everyday things - well-intentioned people nevertheless unintentionally injuring one another due to ignorance. That means we [all need to get better](/culture/inclusion/) at recognizing unconscious or implicit bias in ourselves.
1. **Inclusion** Rather than focusing on building diversity as a collection of activities, data, and metrics, we're choosing to [build and institutionalize](http://www.russellreynolds.com/en/Insights/thought-leadership/Documents/Diversity%20and%20Inclusion%20GameChangers%20FINAL.PDF) a culture that is [inclusive](/culture/inclusion/) and supports all employees equally to achieve their professional goals. We will refer to this intentional culture curation as inclusion and development (i & d).
1. **Unconscious bias**. We are responsible not only for what we intend to say but also for the effect it creates. This includes not only obvious disrespect or lack inclusion but also the everyday things - well-intentioned people nevertheless unintentionally injuring one another due to ignorance. That means we [all need to get better](/company/culture/inclusion/) at recognizing unconscious or implicit bias in ourselves.
1. **Inclusion** Rather than focusing on building diversity as a collection of activities, data, and metrics, we're choosing to [build and institutionalize](http://www.russellreynolds.com/en/Insights/thought-leadership/Documents/Diversity%20and%20Inclusion%20GameChangers%20FINAL.PDF) a culture that is [inclusive](/company/culture/inclusion/) and supports all employees equally to achieve their professional goals. We will refer to this intentional culture curation as inclusion and development (i & d).
1. **Inclusive benefits** We list our [Transgender Medical Services](/handbook/benefits/inc-benefits-us/#transgender-medical-services) and [Parental Leave](/handbook/benefits/#parental-leave) publicly so people don't have to ask for them during interviews.
1. **Inclusive language** In our [general guidelines](/handbook/general-guidelines/) we list: 'Use inclusive language. For example, prefer "Hi everybody" or "Hi people" to "Hi guys".'
1. **Inclusive interviewing** As part of our [interviewing process](/handbook/hiring/interviewing/) we list: "The candidate should be interviewed by at least one female GitLab team member."
......@@ -202,7 +202,7 @@ From our values we excluded some behaviors that are obvious, we call them our pe
## Question from new team members
During every [GitLab 101 session with new hires](/culture/gitlab-101/) we discuss our values. We document the questions and answers to [Frequently Asked Questions about the GitLab Culture](/culture/gitlab-101/#frequently-asked-questions-about-the-gitlab-culture).
During every [GitLab 101 session with new hires](/company/culture/gitlab-101/) we discuss our values. We document the questions and answers to [Frequently Asked Questions about the GitLab Culture](/company/culture/gitlab-101/#frequently-asked-questions-about-the-gitlab-culture).
## Mission
......
......@@ -53,7 +53,7 @@
%ul.animated.footer-links
%li= link_to('About GitLab', '/company/', :class => 'footer-nav-link')
%li= link_to('Jobs', '/jobs/', :class => 'footer-nav-link')
%li= link_to('Culture', '/culture/', :class => 'footer-nav-link')
%li= link_to('Culture', '/company/culture/', :class => 'footer-nav-link')
%li= link_to('Press', '/press/', :class => 'footer-nav-link')
%li= link_to('Team', '/team/', :class => 'footer-nav-link')
%li= link_to('Analyst Relations', '/analysts/', :class => 'footer-nav-link')
......
......@@ -44,7 +44,7 @@
%a.main-nav-link{href: "/company/"} Company
.dropdown
%a.main-nav-sub-link{href: "/jobs/"} Jobs
%a.main-nav-sub-link{href: "/culture/"} Culture
%a.main-nav-sub-link{href: "/company/culture/"} Culture
%a.main-nav-sub-link{href: "/press/"} Press
%a.main-nav-sub-link{href: "/analysts/"} Analyst Relations
%a.main-nav-sub-link{href: "/handbook/"} Handbook
......
......@@ -21,7 +21,7 @@ If you email us we'll reply with [a link to this paragraph](/jobs/faq/#no-recrui
At GitLab, we hire people from all over the world and all walks of life.
Diversity is one of our main core values regardless of race, gender and ethnicity.
However, with being a [remote only company](/culture/remote-only/) we face challenges as it pertains to hiring in certain countries.
However, with being a [remote only company](/company/culture/remote-only/) we face challenges as it pertains to hiring in certain countries.
Each country has unique and complex rules, laws and regulations, which can affect us to conduct business, as well as the employability of the citizens of those countries.
Therefore, at this time we are unable to hire employees and contractors in the specified countries below.
With that said, we are growing rapidly and continuously expanding our hiring capabilities in other geographies.
......
......@@ -46,7 +46,7 @@ extra_js:
%a{href: 'https://gitlab.com/gitlab-org'} open source
and in collaboration with the
%a{href: 'http://contributors.gitlab.com/'} wider community.
%a.btn.cta-btn.accent{ href: "/culture/" } Learn about our culture
%a.btn.cta-btn.accent{ href: "/company/culture/" } Learn about our culture
.flex-container.full-width.jobs-content-row
.flex-container.justify-center.align-center.full-width.culture-content-container
......@@ -56,7 +56,7 @@ extra_js:
%h3 Do your best work from anywhere.
%ul
%li
%a{href: '/culture/remote-only/'} Fully distributed:
%a{href: '/company/culture/remote-only/'} Fully distributed:
We're a fully remote and completely distributed team, so we can work wherever we're happiest.
%li
%a{href: '/handbook/spending-company-money/'} Buy what you need to be at your best:
......@@ -78,13 +78,13 @@ extra_js:
%h3 Build connections around the world.
%ul
%li
%a{href: '/culture/summits/'} GitLab Summits:
%a{href: '/company/culture/summits/'} GitLab Summits:
Our GitLab summits help us build friendships in places like Mexico, Greece, and South Africa.
%li
%a{href: '/handbook/incentives/#visiting-grant'} Visit co-workers:
Travel awards help us visit team members near and far.
%li
%a{href: '/culture/remote-only/#coffee-break-calls'} Coffee Chats:
%a{href: '/company/culture/remote-only/#coffee-break-calls'} Coffee Chats:
We build personal connections every day with virtual coffee chats.
%a.btn.cta-btn.accent{ href: "/2016/12/05/how-we-stay-connected-as-a-remote-company/" } How we stay connected
......
......@@ -95,7 +95,7 @@ If you are as amazed as we are, why don't you consider [joining our team][jobs]?
<!-- identifiers -->
[culture]: /culture/
[culture]: /company/culture/
[Douwe]: https://twitter.com/DouweM
[Drew]: https://twitter.com/drewblessing
[jobs]: /jobs/
......
......@@ -21,7 +21,7 @@ We also have regular one-on-one chats that can be about anything (as long as it
## Summits
Of course, nothing beats getting to know your team in person, which is why we get together every nine months for the [GitLab summit](/culture/). So far we’ve met up in Amsterdam and Austin, and in January we’ll be heading to sunny Cancun for a week to work and play together.
Of course, nothing beats getting to know your team in person, which is why we get together every nine months for the [GitLab summit](/company/culture/). So far we’ve met up in Amsterdam and Austin, and in January we’ll be heading to sunny Cancun for a week to work and play together.
![GitLab Austin summit](/images/blogimages/Gitlab-summit-Austin.jpeg)*The GitLab summit in Austin, May 2016*
......
......@@ -10,7 +10,7 @@ twitter_image: '/images/tweets/gitlab-2016-year-in-review.png'
---
At GitLab, we believe the best approach to software delivery is to ship quickly and often.
By building a team and a [company culture](/culture/) that values iteration over perfection, we
By building a team and a [company culture](/company/culture/) that values iteration over perfection, we
are able to ship new improvements and features every month!
So it should come as no surprise that in 2016, we shipped 12 new versions of GitLab!
......
......@@ -133,7 +133,7 @@ This trip has been one of the most, if not _the_ most, rewarding experiences of
We would like to thank all of the people we visited for welcoming us with open arms into their cities and, in many ways, their lives. You (and everyone else at GitLab) are welcome in our homes anytime.
We would like to thank GitLab for making these things possible through [the way we work](/handbook/), for actively encouraging trips like this by covering a [significant portion of the cost](/handbook/spending-company-money/#travel-to-visit-team-members), and ultimately for having built a company with a [culture](/culture/) and [team](/team/) like no other.
We would like to thank GitLab for making these things possible through [the way we work](/handbook/), for actively encouraging trips like this by covering a [significant portion of the cost](/handbook/spending-company-money/#travel-to-visit-team-members), and ultimately for having built a company with a [culture](/company/culture/) and [team](/team/) like no other.
This post is one in a series about this particular trip. Check out GitLab in Action [part 1](/2016/08/24/gitlab-in-action/) and [part 2](/2017/03/31/gitlab-in-action-part-2/)!
......
......@@ -181,7 +181,7 @@ and apply right now!
[job openings]: /jobs/
[sid]: /team/#sytses
[team summit]: /culture/summits/
[team summit]: /company/culture/summits/
<!-- custom styles -->
......
Markdown is supported
0% or
You are about to add 0 people to the discussion. Proceed with caution.
Finish editing this message first!
Please register or to comment