There are three important components of developing one's career:
Team members who are (or want to be) on track for promotion should be engaged in a career coaching conversation with their manager. Some basic information about this process can be found in the People Ops handbook. Specific coaching plan templates are listed here to help start the conversation:
We want to build these documents around the career matrix for Engineering. Since this career matrix is still being developed, these documents are currently based on the job family requirements.
The first career matrix being developed is for Individual Contributors in Engineering.
When a team member is deemed ready for promotion, their manager should follow the promotion process outlined by People Ops.
Remember that the coaching process helps team members understand what they need to do in order to prepare for a more senior position on the team. The promotion process documents what an engineer has already done to deserve a more senior position on the team. The two processes are related, but they are not substitutes for each other.
Most career opportunities involve stepping into a position of informal or formal leadership. As such, the initiative of the individual is a necessary component, as well as a qualification. However, for the sake of inclusion we do ask that managers periodically bring up the possibilities for advancement so that individuals know the avenues available to them and receive encouragement to pursue them. Managers and team members should strive to have a career development conversation at least once a quarter.
GitLab is a fast-growing startup. As such, there is no shortage of opportunity for advancement along either the individual contributor or management tracks. We're fortunate that this is the easiest component. And internal promotions are generally our first option.
Sometimes a position must become available on the management track before a promotion can occur. But at our rate of growth in 2017 and 2018, it is usually only a matter of 6 months or less before something opens up for a prepared candidate.
Most important is the fork between purely technical work and managing teams. It's important that Engineering Managers self-select into that track and don't feel pressured. We believe that management is a craft like any other and requires dedication. We also believe that everyone deserves a manager that is passionate about their craft.
Once someone reaches a Senior-level role, and wants to progress, they will need to decide whether they want to remain purely technical or pursue managing technical teams. Their manager can provide opportunities to try tasks from both tracks if they wish. Staff-level roles and Engineering Manager roles are equivalent in terms of base compensation and prestige.
It's important that people interested in the management track have opportunities to try it out prior to committing themselves. Managers can provide multiple opportunities to Senior and Staff Engineers who want to consider moving into an available or upcoming manager role. Examples include hosting a Group Conversation, acting as the hiring manager for an intern position, or running a series of demo meetings for an important deliverable. These occasions for trying out management functions are useful and can provide good coaching opportunities for the individual looking to move to management. Some engineers may find through these experiences that they are better suited to remain on the technical path, and this gives them the ability to decide before investing a significant amount of time in the transition.
In order to facilitate this transition, we recommend any person moving from an Individual Contributor role to a Management role work with their manager to create a focused transition plan. The goal is to provide a concentrated look into the responsibilities and challenges of management with the understanding that, if the role is not for them, they can return to the IC track. A good example of how to build such a plan can be found in this article. Another good resource for when you are ready for the critical career path conversation is this 30 mins video.
We create interim management positions when there is organizational need, and we imprint these in our company org chart. These may be filled by someone who is experimenting with the management track, or someone who is just filling in while we hire and who is not interested in pursuing management long term. This difference should be made explicit with the individual and team members before the interim role is created.
Regardless, when someone fills an interim role they are providing a service to the company, and perhaps getting a valuable career development opportunity for themself; so, poor performance against those interim duties would not result in termination. At worst, the person would return to their prior responsibilities. That does not mean, however, that and individual is immune to termination of their employment, if they commit some breach of their prior responsibilities or of the company's general guidelines while in an interim position.
For Interim Managers who are pursuing the role long term: the expectation is that, before moving into the role full time, they will make at least one successful hire. The official promotion will not occur until 30 days after that person's hire, so that we can assess whether the hire was truly successful. If the new hire's success is indeterminate at the 30-day mark, then we will continue to review until a firm decision is made. If the new hire is not successful, that does not mean that the Interim Manager cannot eventually move into the full-time role.
We normally don't offer any internships, but if you get a couple of merge requests accepted, we'll interview you for one. This will be a remote internship without supervision; you'll only get feedback on your merge requests. If you want to work on open source and qualify please submit an application. In the cover letter field, please note that you want an internship and link to the accepted merge requests. The merge requests should be of significant value and difficulty, which is at the discretion of the manager. For example, fixing 10 typos isn't as valuable as shipping 2 new features.
Junior Engineers require a high degree of mentorship to effectively set them up for success. Because GitLab Engineering is scaling so quickly at the moment (100% in 2018, 125% in 2019) we are not hiring at the junior level. A good guideline for what it takes to meet our intermediate criteria is 2 years of professional experience with rapid growth. We encourage you to apply, even if you have questions.
GitLab is committed to increasing diversity of all types, particularly in leadership, as it's one of our core values. There is a misapprehension that the junior role is an effective tool for increasing our diversity. GitLab Engineering has made its greatest gains in diversity since putting a moratorium on junior hiring. This indicates that diversity and the junior level are orthogonal, at best.
Before this level is re-opened we need to assess the following attributes:
Note that we have a specific section for Senior Engineer because it's an important step in the technical development for every engineer. But "Senior" can optionally be applied to any role here indicating superior performance. However, it's not required to pass through "senior" for roles other than Engineer.
Senior engineers typically receive fewer trivial comments on their merge requests. Attention to detail is very important to us. They also receive fewer major comments because they understand the application architecture and select from proven patterns. We also expect senior engineers to come up with simpler solutions to complex problems. Managing complexity is key to their work. Staff and Distinguished positions extend the Senior Engineer role.
We strive to set the clearest possible expectations with regard to performance and promotions. Nevertheless, some aspects are qualitative. Examples of attributes that are hard to quantify are communication skills, mentorship ability, accountability, and positive contributions to company culture and the sense of psychological safety on teams. For these attributes we primarily rely on the experience of our managers and the 360 feedback process (especially peer reviews). It's our belief that while a manager provides feedback and opportunities for improvement or development, that it's actually the team that elevates individuals.
The following table outlines the lateral transfer options at any level of the role. Experience factor might differ per individual to determine leveling for each of the positions listed.
|Starting Role||Lateral Options|
|Frontend Engineer||Product Designer|
|Product Designer||Frontend Engineer|
|Backend Engineer||Production Engineer|
|Production Engineer||Backend Engineer|
|Backend Engineer||Support Engineer|
|Support Engineer||Backend Engineer|
|Support Engineer||Solutions Architect|
|Support Engineer||Implementation Specialist|
|Automation Engineer||Backend Engineer|
|Backend Engineer||Automation Engineer|
Specific backend teams can also be looked at for a lateral transfer. Those teams include Distribution, Create, Verify, Release, Geo, Monitoring, Gitaly, etc.