Generally, the entire organization will be applied to the product function with some adjustments related to specific timing. This page will provide a SSOT for the Product organization and PBP relations.
Other related infromation to People Processes include:
For any questions or updates, please assign
In the event that there are changes to the R&D Hiring Annual Plan, these changes must be documented in the R&D Headcount Project Issue Tracker. If you have been asked to consider moving a headcount earlier into the year, open an issue and tag the Finance Business Partner and CProdO for consideration. Upon approval, that issue can be updated to the new headcount template.
Company-wide guidelines on the Talent Assessment can be found here. The company timeline for the process remains SSOT, the guidelines are below are meant to:
We will be reviewing outliers for Performance/Growth Potential and anyone identified as Key Talent for calibration this cycle. Formal calibration will take place with the Director+ levels. The thought process around who qualifies as an "outlier" for Performance and Growth Potential is outlined here.
Calibration and assessment are two different steps in the process. The assessment phase is the process of assessing each team member to determine their Performance and Growth, whereas the calibration phase (occurring after initial assessments are made) is when management calibrates across the stage/org/level/etc. to discuss and align on assessments. Every team member should be assessed and have supporting points to justify those assessments - but to make calibration sessions more focused and scalable, we focus on outliers.
For Product specifically, we will calibrate:
It's important to note that while these will be our focus areas for calibration sessions, leaders should feel free to raise any team member's assessment up for discussions if they have any questions or concerns. Calibrating outliers is not a limitation, but rather a structural adjustment to ensure this process is scalable and focused.
Note: If individual teams want to calibrate every individual, they have the ability to do this/organize/structure separately, but the due dates remain in place across the division to ensure we have enough time to review and calibrate at the various levels in the company.
In addition to the calibration session pre work on the Talent Assessment page, we ask that you complete the following:
Directors should conduct sub-department/section level calibration sessions ahead of the division-wide Product calibration sessions. In addition to calibrating on initial assessments, Directors should review how their respective teams assessments compare with the expected distribution ahead of the department-wide calibration session. If there are slight deviations at the sub-department/section level from the expected distribution that is merited, the Director should provide a rationale and be prepared to discuss it during division-level calibration. The expectation is that the division overall falls within the expected distribution.
Performance and Growth Potential notes need to be added to the session agenda doc for each team member at least 3 business days before the synchronous calibration session.
Managers should include 2-3 supporting points for each team member for the assessment under each section in the agenda doc notes to help support the “why” behind the assessment. Note: The overviews in the agenda document for calibration are meant to provide enough of an overview so peers have an understanding of the "why", while simultaneously not overwhelming with information and decreasing efficiency of the session. Please limit to 2-3 supporting points per team member.
Key Talent assessment need to be completed and added to the session agenda doc at least 3 business days before the live calibration session.
Calibration session attendees will be organized by leadership layer within the Product division.
Below is an overview of our calibration structure and timeline for the FY'23 Q4 Talent Assessment cycle. At a high level, the week of November 7th is the week that section and sub-department leaders should calibrate their respective organizations ahead of the commencement of the Product division-wide calibration sessions, which will begin the week of Month Day.
|Session Number||Attendees||Calibration Level Focus||Session Date||Duration|
|Session 1||Section/Sub-Department (Managers, Sr Mgrs, GMP, and Director/Sr Director; VP and PBP optional)||IC||Week of Month Day||Leader discretion|
|Session 2||Directors+ in the Product division + PBP||Senior Manager/Manager/GMP/IC||Week of Month Day||1.5 hours|
|Session 3||Directors+ in the Product division + PBP||Senior Manager/Manager/GMP/IC||Week of Month Day||1.5 hours|
|Session 4||CProdO; VP, UX; PBP||Product division Directors||Week of Month Day||1.5 hours|
|Session 5||CProdO and PBP||All of the CProdO's direct reports + finalize division-wide||Week of Month Day||1.5 hours|
The SSOT timeline for the upcoming Annual Compensation Review can be found here. Below you will find additional dates specific to the Product division to ensure all levels have time to review as we move through the process.
We have added high level span of control guidance to our Product leadership job families. We understand that different parts of the organization will require different structures and different reporting lines, so it is important to note that these are guidelines, not requirements.
The primary goals of including span of control guidance are: