All People Group Metrics are being moved from manual calculation to an automated calculation of KPIs through Sisense (formerly Periscope).
The average location factor of all team members per department or division. The location factor directly correlates to geographical area in the Compensation Calculator. The company wide average location factor target is < 0.65. Each division and department also has their own average location factor target.
|Brand & Digital Design||0.80|
This metric is manually calculated by the Total Rewards Team. This metric is in the process of being moved to Periscope in the following issue.
The Total Rewards Analysts will analyze against how many team members in a division or department are compensated above the bands specific by our Global Compensation policy. To determine this, use the "In Range? (Metrics)" column from the Low Location Factor Reporting and generate a pivot table using a count of "FALSE" per department and division. Add this information to the "Location Factor Graphs/Summary" tab to generate a percentage based on total headcount per department and division as well as the raw number. The number can help explain the percentage if a department or division is small, for example.
The percent over compensation band cap is <= 1%.
Weight of Percent Over Compensation Band:
|% Over Top End of Comp Band||Weighting|
|0.01% to 4.9%||0.25|
|5% to 9.9%||0.5|
|10% to 14.9%||0.75|
The purpose of weighting how far over someone is from compensation band is to ensure if there are those over comp band slightly, they are not held at the same level as those hired well over range.
The Onboarding Satisfaction (OSAT) Survey allows new team members to provide feedback around their Onboarding and Onboarding Buddy experience within thirty days of joining GitLab. The Onboarding Satisfaction target is currently > 4.5 and is measured against month of hire as opposed to month of survey completion. View the Onboarding Satisfaction (OSAT) Survey here. Read more about how we measure satisfaction at GitLab.
Tracking the days it takes to complete onboarding task completion from the day the onboarding task is open to the day all People Group tasks are complete on the onboarding task. The target is still to be determined.
All compliance tasks within the Onboarding Issue must be closed out in alignment with the issue deadline i.e. thirty days from team member start date. Though certain tasks within the issue can be self-paced the tasks that pertain to security; code of conduct; policy acknowledgement etc. should be completed with a greater sense of urgency.
All tasks within the Offboarding Issues bar that pertainng to laptop recovery where applicable, should be completed within the five days of the issue being opened in support of internal security practices.
Ensuring team member requests to the People Experience Team are carried out efficiently and in consistent aligment with the lead times documented within the handbook.
Every month a milestone is set together with the Senior Manager, People Operations. People Operations Engineering need to ensure that the planned work within that milestone is shipped on time. Shipped means that the issues are moved to
Workflow::Verification or is closed.
Chart to be created.
For every bug report created on People Engineering the People Group Engineering team reacts within 1 working day.
Chart to be created
Every issue that went through an initial check by the Senior Manager, People Operations in the People Operations Engineering Issue Tracker is moved to any of the following stages:
For calculating KPIs we define Team Members on the date measured as the number of full time equivalent employees or contractors who are providing services to GitLab and are listed on our Team page. Excluded from this category are board members, board observers, core team members, and advisors. The canonical source of truth of the number of team members comes from BambooHR.
Voluntary turnover is any instance in which a team member actively chooses to leave GitLab. GitLab measures voluntary turnover over a rolling 12 month period, as well as over a calendar month. (The default period is over a rolling 12 month period.) The rolling 12 month voluntary team member turnover cap is < 10%. In order to achieve the rolling 12 month voluntary team member turnover cap, the monthly voluntary team member turnover cap is < 0.83% (10/12). The data is housed in BambooHR.
Rolling Voluntary Team Member Turnover = (Number of Team Members actively choosing to leave GitLab/Average Total Team Members Count) x 100
Industry Standard Turnover is 22% overall: 15% voluntary and 7% involuntary for software companies.
Team Member Retention = (1-(Number of Team Members leaving GitLab/Average of the 12 month Total Team Member Headcount)) x 100
GitLab measures team member retention over a rolling 12 month period, as well as over a calendar month. (The default period is over a rolling 12 month period.) The 12 month team member retention target is > 84%. In order to achieve the rolling 12 month team member retention target, the monthly team member total turnover target is < 1.3% (16/12). The data is housed in BambooHR.
Retention is calculated in Periscope.
Promotion Rate = Number of promotions over a rolling 12 month period / Current Headcount. The target is a 12% promotion rate for divisions as well as departments. Promotion Rate is calculated in Periscope.
The next iteration of this metric is to have all related promotion budgets available in sisense as well for the e-group leader and people business partner to review budgetary impacts of any promotions instantly.
The spend per team member metric is intended to track variances across the company in compensation and transfers. Over time, other spend per team member metrics have become their own KPIs (for example, promotion rate). This metric does not have an associated goal as the purpose is not to reduce costs, but instead understand the early indicators of something going wrong or what may be going well. Consistency should be the key evaluator of the KPI.
The spend per team member monthly metrics can be found in the
Spend Per Team Member folder on the google drive which is accessible to the Total Rewards team, Compensation Group, and the associated Financial Planning and People Business Partner team. Access is limited as these documents contain sensitive, confidential data.
TODO Next iterations: Outline divisions those are transferring out of, generate a way to analyze compensation implications of transfers (Difficult to report since not all transfers come with a comp change).
This PBP team will work on updating this as a Performance Indicator / revisiting the content.
We should strive for a PIP success rate of 50% or more. This indicates that we identify underperformance early when it is easier to remediate than later. It also indicates to our team members a PIP means we still believe in them and want to make them successful, it isn't a one way street to job termination.