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From YouTube: People (Sung Hae) Group Conversation (Public Livestream)
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A
Lose
it
okay,
it's
a
question
from
Clint,
Donghae
and
I'll.
Read
it
out
he's
not
on
the
call
but
cuz.
You
share
some
background
on
why
we
rename
renamed
people
ops
to
people
group
I
tried
finding
that
out
through
the
mr
but
didn't
see,
seem
to
see
a
reason
listed
and
Nadia.
Thank
you
for
putting
the
Mr
up
there,
but
I'll
turn
it
over.
You
some
hey
to
answer
that
and
you're
still
a
mute.
B
D
E
About
that
son,
hey
I'm
meeting
with
Betsy,
who
is
our
employment
branding
specialist
on
the
week
of
October
21st,
to
go
through
the
data
to
review
it
and
then
report
back
on
it
so
I'm
hoping
before
November.
We
can
report
back
on
that.
Come
on-site
survey
thanks
for
completing
it
for
those
that
contributed.
F
B
F
I,
do
I
run
the
three
main
programs
as
part.
Ok,
it
meant
for
I
focus
on
the
customer
success
roles,
but
I
combination
of
functional
training,
technical
training
and
soft
skills
training,
but
I
definitely
see
an
opportunity
for
overlap
where,
as
we
talk,
we
talk
about
like
presenting
skills
and
engaging
storytelling
and
those
kind
of
courses,
but
I
think
the
applicable
to
all
get
Weber's
yeah.
B
We
we
definitely
should
talk
and
see
how,
overall,
as
an
Learning
and
Development
gitlab
works
as
kind
of
like
the
topic
and
then
what
the
people
groups
function
of
L&D
does
but
I
think.
Overall,
it's
really
to
help
get
lappers
with
their
career
growth
and
learning
things
that
help
them
achieve
their
our
personal
goals
as
well.
So
yeah,
absolutely.
F
G
I
think
I
had
the
next
one.
This
might
be
more
directed
at
Nadia,
but
I
know
we've
recently
added
the
kind
of
operation
style
roles
within
people,
ops
and
I.
Think
people
ops
is
one
of
the
one
of
the
earlier
functions
that
has
started
doing
that
I'm
just
wondering
how
that's
going
and
we'd
previously
kind
of
relied
on
the
generous
help
of
other
technical
get
divers
for
helping
improve
the
people,
ops
process,
time
wandering
Nadia
how
you
envision
those
two
kind
of
like
efforts,
interacting.
E
That's
a
great
question:
Kenny
I
think
a
cup
there's
so
much
happening
in
this
particular
team
right
now
and
there's
a
lot
of
like
really
cool
initiatives
coming
up.
I.
Think
one
key
factor
for
us
is
to
ensure
that
we
are
enabling
the
team
to
work
on
things
that
can
create
a
people
experience,
even
though
we're
in
ops
so
was
onboarding
and
a
whole
bunch
of
other
things,
including
even
the
way
we
do
probation
period
to
get
that
and
the
way
we
communicate.
That
and
I'm
excited
about
our
full
stack
engineer.
E
E
E
We
can
collaborate
and
I'm
created
crowdsourcing
it
good
luck,
so
I
will
continue
to
do
so,
as
we
continue
to
scale
and
really
the
one
thing
that's
really
been
starting
out
for
me
personally,
is
on
the
people
operations
I'm
such
a
know,
which
our
team
is
really
responsible
for
answering
mostly
seeing
a
lot
of
get
lubbers
and
other
team
members
and
other
teams
answering
queries,
and
that
to
me
is
key
collaboration
and
I'd
like
to
see
that
continue.
Sometimes
that
will
solve
a
problem.
E
B
Thank
you
for
asking
that
question
why
I'm
boarding
has
actually
been
phenomenal.
I
was
quite
nervous
when
I,
you
know,
initially
saw
the
list
of
all
the
things
that
I
had
to
do,
but
I
actually
like
was
I,
think
that
it
was
easier
for
me,
because
I
was
already
familiar
with
multiple
tools.
I
think
I
was
like
gee
sweet
slack
octa.
All
of
that.
B
The
part
that
was
the
most
exciting
to
learn,
but
also
maybe
the
most
challenging,
was
learning
the
platform
and
how
we
actually
do
our
work
on
a
day
to
day
basis
on
the
platform.
So
it
was
the
most
difficult
but
I.
It
I
feel
much
more
of
a
sense
of
accomplishment
in
my
function
when
I
can
see
the
results
of
all
the
work,
whereas
in
previous
organizations
you
sometimes
in
the
people
function,
you
do
a
lot
of
things.
What
did
I
actually
accomplish
today?
So
that's
that's
cool.
B
A
G
Not
but
I
did
you
mentioning,
it
did
make
me
wonder:
I
think
there
is
still
a
Google
sheet
in
the
drive
that
is
available,
that
maybe
we
should
deprecated
and
just
put
a
big
notice
on
it.
That
says,
go
to
this
handbook
page
for
the
calculator
I
was
actually
referring
to
that
a
couple
of
days
ago
and
did
not
realize
that
this
was
probably
the
name
source
for
truth.
Thanks.
I
To
be
my
feedback
on
also
add
to
that
I
discovered
the
star
calculator
today,
and
it
was.
It
was
great
actually
that
candidate
asking
about
stock
options,
and
it's
always
a
convoluted
process
to
explain
and
all
them
included
rest
that
spreadsheet.
So
that
makes
our
hard
work
as
a
hiring
managers
also
much
easier.
C
B
Absolutely
an
act-
and
this
is
one
of
the
main
reasons
why
I
joined,
get
lab
I.
Don't
think
that
any
other
company
does
this
and
it's
a
question
that
as
I'm
talking
about
talking
to
candidates
or
team
members
and
other
companies
that
it
comes
up-
and
you
always
have
to
be
careful
about
what
you
say.
But
there
are
parameters.
J
B
B
We
have
a
long
turnaround
time,
so
I've
been
he's
already
started,
doing
research
and
looking
at
the
metrics,
so
hopefully
he's
already
well-versed,
but
I
think
number
one
is
looking
at
the
various
stages
of
how
candidates
go
from
application
or
being
sourced
to
being
hired
and
looking
at,
where
we
can
potentially
streamline
I
think
helping
the
team
to
to
do
their
jobs
better
and
giving
new
mentoring.
I.
Think
that
that's
a
key
area
and
looking
if
there
are
better
efficiencies
in
how
the
team
is
structured.
B
C
B
I
think
that
what's
been,
the
area
that
is
always
the
most
exciting
for
me,
is
in
learning
and
development
and
inclusion,
but
also
that
we
have
a
lot
of
the
fundamentals
in
place
in
terms
of
what
Carol's
put
in
people
operations
and
Nadia
and
also
in
the
combin
incumbent
benefits
foundations.
So
it's
being
able
to
take
not
have
them
to
worry
about
found
a
foundation.
That's
something
that
I've
had
to
do
in
the
past
when
I
come
into
a
role
is
actually
put
in
place,
the
bridge,
while
you're
walking
on
it.
B
Whereas
here
we
have
a
bridge,
and
now
we
can
just
elevate
from
there
and
work
on
things
like
how
do
we
make
sure
that
people
at
gitlab
really
understand
the
culture
through
and
are
on
board
of
efficiently
and
have
career
goals
identified
and
have
growth
opportunities?
That's
one.
The
second
area
is
an
inclusion,
is
how
do
we
make
that
truly
global?
And
how
and
I
I'm
really
excited
about
the
fact
that
I
know
we
can
achieve
the
current
targets
that
we
have
in
terms
of
female
hiring
and
getting
more
promotion.
B
B
So
that's
that's,
just
lovely
and
oh,
the
other
thing
is
I
their
pilot
politics
in
every
single
company,
every
single
organizational,
every
single
group
of
more
than
two
people,
maybe
even
with
two
people
but
I,
truly
have
experienced
less
politics
at
gitlab
and
a
desire
to
make
sure
that
it's
not
about
an
individual's
ego
or
politics
and
it's
more
about
the
company
and
what
we
can
do
to
be
successful.
So
that's
that's
very
refreshing.
B
C
K
Hi
nice
to
meet
you
David
summers
with
the
sales
and
customer
enablement
team,
look
forward
to
with
Chris
scheduling
some
time
to
talk
with
you.
What
are
the
things
that
I
was
curious
of
is
moving
forward?
You
have
a
single
person
that
will
be
your
DRI
for
onboarding.
Forget
lab
that
we
can
work
with
to
coordinate
efforts.
E
B
K
I,
just
this
is
Dave
summers,
and
since
I
just
asked
the
question,
I'll
take
the
bait.
No
I'll
respond
Oh
a
lot
of
it.
My
is
admittedly
focused
on
some.
You
know
like
learning
and
development
pieces,
but
looking
at
things
like
a
common
set
of
competencies
or
critical
skills
and
behaviors
that
all
get
lab
associates
should
should
exhibit
right
to
be
effective,
get
lab
team
members
above
and
beyond
the
the
credit
values.
K
Also
looking
at
things
like
you
know,
manager,
development
program
over
time
and
and
professional
development
right.
Can
we
start
to
look
at
having
a
standard
way
that
we
do
professional
development
and
right
just
make
sure
that's
part
of
particularly
we
look
at
retaining
key
associates
right
and
not
wanting
not
wanting
attrition
to
make
sure
folks
do
have
a
document
and
professional
development
plan
and
make
sure
to
do
so.
K
We
don't
lose
sight
of
that
right
because
it's
super
important
for
folks
to
know
that
they've
got
something
things
that
they're
working
towards
I'm
sure
that's
happening
in
places,
there's
probably
just
an
opportunity
to
make
it
more
consistent,
more
standardization
there.
So
just
a
few
initial
ideas.
B
B
K
K
Awesome,
thank
you.
Hey
off
offer
one
more,
it's
just
as
a
it
is.
It
is
difficult
to
learn
how
to
use
the
product
for
how
all
the
different
ways
to
use
it.
So
I
think
another
opportunity
is,
despite
you
know,
everybody's
best
efforts,
I
think,
there's
still
an
opportunity
to
improve.
You
know
letting
folks
kind
of
close
that
knowing
doing
gap
between
how
they
you
know
first,
when
they
learn
and
have
some
awareness
of
how
the
product
works,
but
then
actually
what
are
some
ways
that
they
can
actually
do
it
in
their
job.
K
How
do
we
use
issues
and
epics
and
projects
and
groups
to
manage
our
work,
and
it's
not
real
easy
to
figure
out
how
all
that
should
be
done
so
looking
for
even
you
know
having
whether
that's
a
learning
development
approach,
you're
having
some
consultants
on
staff
that
can
help
with
stuff
like
this
of
really
making
sure
we're
effectively
using
our
own
product
to
do
the
work
would
be
super
helpful.
Again,
just
my
perspective,
that's.
B
A
great
idea,
I
already
have
some
ideas
in
mind
because
as
I'm
learning
the
product,
you
know
what
would
be
useful
to
me
and
that
like
action
learning
as
you're,
actually
so
that
it's
not
hypothetical,
but
here
I'm
working
on
this
particular
thing.
How
do
I
do
that
right
and
then
people
are
moved
more
learn,
motivated
and
it's
timely
and
then
learning
happens
is
accelerated
in
those
situations
versus
watching
a
video
or
looking
at
something
that
you're
never
going
to
do
so.
Yeah
great
feedback.
E
David
I
I
just
have
a
comment,
something
small
that
I've
noticed,
for
instance,
in
in
other
teams.
Is
that
really
giving
it
the
new
hire
and
opportunity
to
saint
timing,
pure
onboarding
and
not
team
specific
onboarding
that
that
really
helps
me
and
I
think
even
my
team
working
in
get
quite
a
bit
and
in
get
lock
up
quite
a
bit
being
an
onboarding
and
having
to
update
things
so
I
would
push
for
two,
especially
a
non
engineered
two
to
three
full
weeks
and
pure
onboarding.
E
That's
why
we
make
it
thirty
days
and
not
jumped
straight
into
into
teams
specific
onboarding,
because
then
it
will
give
them
an
opportunity
to
also
master
and
fail
quickly
if
they
make
mistakes
and
then
something
I
really
want
to
keep
highlighting.
Is
that
it's
okay
to
break
things?
I
break
things
all
the
time
I
did
this
week,
I
broke
a
bunch
of
links.
Thank
you
to
everyone.
That's
helping
me
fix
it,
but
I
think
just
having
like
taking
that
fear
away
that
it's
okay
to
push
that
button.
E
G
I'll
just
point
out
as
a
product
representative,
what
David
described
is
also
like
the
definition
of
what
we
mean
when
we
say
dogfooding
right
this.
Essentially,
what
David
described
is
what
every
one
of
our
customers
go
through
when
they're
using
our
product
for
project
planning
and
other
tasks.
So
to
the
extent
that,
if
we're
creating
that,
we
should
probably
go
that
into
our
product.
I.