360 Feedback

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360 Feedback

GitLab will be releasing the next round of written performance feedback on March 1, 2018 using Lattice. This time there will be 360 feedback where managers and direct reports will give feedback to each other, and each team member will add a certain number of peers to provide feedback as well. There will not be ratings associated with the feedback.

Timeline for the March 2018 360 Feedback

Peer Nomination Process There is no limit to the number of peers you can select for peer review, but we recommend somewhere between three to seven. Anyone at the company should be considered a peer reviewer for anyone else at the company. Seek feedback from those you feel have the most meaningful feedback to give and have worked most closely with you. However, please strive to find some cross-functional teammates as well. We encourage team members to nominate peers outside of their immediate functional group, especially if it is someone you have had trouble communicating with in the past. The best feedback can come from those you don't necessarily see eye-to-eye with. Managers will receive an email to review and approve of their direct report's peer selection. If the manager has not approved by the deadline, People Ops will override and approve to keep the feedback cycle moving.

360 Feedback Forms in Lattice Feedback will include the following five questions, including examples or what you may want to consider:

  1. What's one thing this person should stop doing?
    • Is there something that this person is spending a lot of time on, but it isn't as impactful as the time spent would justify?
    • Do you see them working around the clock and are maybe concerned about burnout for them?
    • Is there something they are doing, or a way they are behaving, that is negatively impactful their effectiveness?
  2. What's one thing this person should start doing?
    • Is there something you feel should be worked on, that isn't getting the right level of attention?
    • Should this person start communicating more and/or setting more context?
  3. What's one thing this person should continue doing?
    • Is there something that this person is doing that adds tremendous value to GitLab?
    • Is there something that this person is doing that is a great example to learn from for others at GitLab?
    • Is there anything that this person does that you feel should be reinforced to increase motivation and appreciation?
  4. In which GitLab value is this person the strongest? What is the impact of that?
  5. In which GitLab value is this person struggling? How do you think they can improve?

Comments should be to the point and include specific examples. Helping your teammates understand the impact of what they are, or are not doing, is an important part of making that feedback actionable. Bullet points are fine if that works better for you. Each feedback form should be unique, therefore People Ops cannot link an example of a great manager to direct report feedback form, as it could be used as a template to copy and paste. Instead we encourage managers to reach out to People Ops to discuss any questions or work through the performance cycle.

If you feel overwhelmed by the number of teammates that have requested feedback from you, keep in mind that you are providing your teammates with a gift: the ability to learn and grow from the feedback they receive. However, you may not have feedback related to each of the questions asked. That is ok. If you don't have anything meaningful to provide, you can put not-applicable. Focus on the teammates and the questions for which you have meaningful and helpful feedback. This isn't meant to be all inclusive of teammates' performance. This is about thinking through, "if there was one or two things Barbie (for example) could stop, start, and/or continuing doing that would make her more successful or impactful, it would be…"

General Tips:

Managers: It is very important to remember that your teammates may be receiving incomplete feedback. GitLabbers are not being asked to provide comprehensive feedback. We completed the compensation review prior to this 360 feedback cycle to limit concerns around providing feedback being punitive or rewarding. Feedback is valuable for feedback's sake. To learn and grow, or understand yourself a bit better. The feedback that your team member receives may reinforce excellent or under performance you have already observed, but shouldn't be the only data point you use in evaluating performance. In cases where you’ve identified your top performer, we should learn from what makes that person successful to share with others. In cases where unsatisfactory performance is identified, you should also address that timely and honestly. The feedback included through the 360 process may help in talking through examples of greatest or deficiency, but you should not wait for the 360 Feedback process to address performance matters.

Using Lattice

All Team Members

Once People Ops launches a review cycle you should receive an email invitation from Lattice to begin the review process. From the email notification:

Once People Ops closes a review cycle:

Late Reviewers (alternate manager):

Chat Feature:

Lattice Help Center Articles:

If you have any questions or concerns as you go through the feedback cycle, please reach out to People Ops.

People Ops

360 Feedback Meeting

This section outlines the conversation for a manager to have with their direct report after the cycle has closed. Peer feedback is not meant to evaluate performance, but instead assist in giving feedback to help the team member grow and develop within their role.

We recorded a training on this subject: