►
Description
People Group Key Review
A
D
C
F
Thanks
Craig
good
to
speak
to
you
in
not
so
long,
it's
no
longer
time
period,
so
I
think
we
need
to
think
about
it
in
two
ways.
First,
we
need
to
think
about
theoretically
how
we
do
our
forecasting
and
then
we
need
to
think
about
operationally
how
we
actually
run
the
recruiting
machine
on
the
ground.
So,
theoretically,
how
we
do
our
forecasting
has
become
a
lot
tighter.
F
So
we
have
looked
at
the
amount
of
hires
or
hiring
transactions
that
are
done
in
a
quarter
and
we've
broken
them
down
by
okay,
which
of
those
hiring
tracks
and
transactions
are
internal
transfers.
So
an
internal
hire
which
of
those
higher
is
a
net
new
ad
to
the
company,
so
it
candidates
that
we've
gone
and
got
externally,
and
that
has
then
allowed
us
to
see.
Okay,
even
if
we
make
a
certain
amount
of
hires
or
hiring
transactions
in
a
quarter,
how
many
of
it?
F
How
many
of
them
will
actually
result
in
extra
net
ads
to
the
company
so
how
many
of
them
will
be
external
hires?
We've
managed
to
find
what
we
know
now
is
moving
forward,
a
percentage
which
is
a
percent
that
we're
happy
with
within
quarter,
starts
from
in
quarter
highs,
which
means
we're
starting
the
quarter
with
a
forecast
which
feels
more
accurate.
F
Then,
as
we
progress
through
the
quarter,
we're
starting
to
get
more
we're
starting
to
have
more
rigor
operational
rigor
about
how
we
go
line
by
line
role
by
roll
and
be
able
to
set
that
forecast
start
date.
Now,
that's
a
really
really
important
exercise
because
we
do
have
this
geographical
barrier,
but
Geographic
variable
within
git
lab,
which
is
very
important
to
be
aware
of
which
is,
you
know
a
can?
We
could
have
five
candidates
in
a
pipeline.
They
could
all
be
from
different
countries
with
five
different
notice
periods,
and
so
it's
really
important.
F
We
have
that
rigor
within
our
process
towards
the
end
of
the
quarter,
so
that
we're
able
to
be
agile
with
us
that
dates
as
when
needed.
That
said,
we
never
want
a
huge
variance
there.
We
never
want
suddenly
to
get
a
shock
towards
the
end
of
the
quarter
and
go
you
know
what
we've
moved
out.
50.
the
whole
object
effective
behind
this
exercise
and
collaboration
between
finance
and
ta
is
to
ensure
that
we're
in
lockstep
and
the
variance
is
always
a
small
one.
F
So
that's
great
means
Finance
NTA
have
built
something
that's
built
are
in
lockstep
and
built
something
that's
on
track,
and
then
we
will
hit
our
highest
Target,
ultimately
as
well.
This
it's
important
that
we
look
at
higher
still
from
ATA
productivity
standpoint,
but
it's
important.
We
look
at
Stats,
because
that
is
what
matters
in
terms
of
our
budgeting
and
our
forecasting
Craig
schwang.
Let
me
know
if
that
made
sense.
E
I
think
I
think
it's
a
great
overview,
Rob
Schwann.
Do
you
want
to
spend
a
minute
and
just
point
to
slide
17,
which
is
kind
of
it's
gonna?
Be
it's
my
Bible
in
terms
of
this
stuff.
Now
like
this,
is
the
metrics
I'm
looking
at
to
really
understand
the
highest
level?
The
forecast.
Do
you
want
to
walk
through
just
to
make
sure
everyone
has
that
visibility,
it's
17
in
the
deck
and
it's
it's
it
we've
put
a
merge
request
in
to
standardize
the
metrics
and
things
like
that.
G
Certainly,
thank
you
Rob
and
thank
you
Craig.
So
certainly,
since
you
know
the
last
key
review,
we've
spent
time
with
our
TA
partners
and
the
team
really
collaborating
and
aligning
the
definitions
of
starts.
Hires
internal
Mobility,
attrition
assumptions,
Future
Stars
Etc
through
a
full
Bottoms
Up
process
interlocking
between
finance
and
ta.
G
So
in
this
view,
on
this
slide,
we
were
trying
to
show
here
you
have
the
q1
and
Q2
actual
and
updated
Q3
forecast
of
the
most
likely
landing
spot
of
Q3
for
growth
starts
and
also
a
updated
Q4
forecast
of
the
most
likely
scenario
of
Q4
exit.
The
number
of
offer
accepts
needed
to
reach
our
total
gross.
The
Stars
goal
of
289
and
the
last
column
shows
a
stretch.
G
G
E
C
You
know
Craig
I'm,
really
pleased
that
the
two
teams
are
working
this
closely
together.
So
thank
you
very
much.
It's
been
a
long
journey
to
get
here
and
appreciate
all
the
eyes
and
monitoring
of
this,
as
we
all
know,
head
count
or
Talent
is
our
largest
expense
item,
and
so
it's
really
important
that
we
are
forecasting
appropriately
as
we
are
delivering
quarterly
results,
and
so
I
appreciate
everything.
C
That's
going
into
this
I
appreciate
that
we've
got
20
attrition
as
the
Assumption
Sean
I
would
love
to
hear
what
you're
using
for
a
percentage
of
internal
hires,
because
as
a
TA
team,
you
know
there
are
filling
the
role
with
the
right
candidate
and
we
want
all
of
our
talent
to
be
able
to
move
around.
But
ultimately
I
understand
how
the
financial
impact
on
that
is.
Now
we
still
have
the
open
role.
C
It's
just
a
different
role,
and
so
making
sure
that
assumption
is
correct
is
really
important
too
and
I
think
that's
the
next
double
click
as
we
keep
iterating
here
and
getting
better
and
fine-tuned
so
really
appreciate
the
work.
Thanks
to
you
all
and
know
it's
just
going
to
continue
to
get,
you
know
closer
to
actuality
and
I
love
to
see
how
we'll
end
the
quarter
and
what
our
variance
is,
and
we
can
then
challenge
ourselves
to
keep
getting
that
variance
lower.
So
thank
you
very
much.
Craig
I
think
you
have
the
next
question.
E
Yeah,
so
moving
on
in
the
team
member
life
cycle
from
hiring
to
retention,
two
two
questions:
around
retention:
that
I
noted
the
first
Slide
Five,
really
loved
the
the
data
from
the
exit
surveys
and
kind
of
the
the
kind
of
the
root
cause
to
what
my
team
members
are.
You
know
the
voluntary
or
choosing
to
to
leave
gitlab
the
new
one
is
direct
manager.
Leadership,
I
think
the
other
three
have
been
there
for
a
while
from
my
understanding
but
I'd
love
to
see.
C
You
know
the
old
saying
of
people
leave
managers,
they
don't
leave
organizations,
not
always
true,
but
there
is
a
lot
of
validity
to
that.
And
so
what
you're
seeing
here
is
that
there's
a
little
bit
of
frustration
in
our
exits
with
people
feeling
like
I'm,
going
down
One
path
and
I'm
delivering
a
project
and
before
I'm
able
to
deliver
this.
C
The
path
has
changed,
and
so
that's
where
you
see
the
note
about
prioritization
and
you
know,
expectation
setting
getting
feedback
untimely,
not
being
surprised
all
of
what
each
of
us
expect
and
would
like
to
have
and-
and
all
of
us
should
expect
that
you
know
satu
and
Rob
are
working
on
a
great
program.
That's
going
to
help
enable
our
our
managers,
our
people
managers,
elevate
it
launches
in
two
weeks
time
and
we'll
be
having
the
first
cohort
for
Q4.
C
The
second
cohort
will
be
starting
right
away
in
q1
and
we'll
be
getting
all
of
our
people
managers
through
this
and
it's
a
modular,
a
leadership
development
program.
So
I
call
it
snackable.
You
know
people's
attention
span,
isn't
long
and
so
no
sessions
over
90
minutes,
but
it
will
be
reinforced
and
there'll
be
mechanisms
for
people
to
practice,
as
well
as
sharing
with
their
cohort.
E
Glad
to
hear
it
and
I'm
glad
we're
looking
at
the
exit
data
and
yeah
I
definitely
feel
personally
that
the
prioritization
is
is
hard.
You
know,
there's
a
lot
of
things
we
want
to
do
as
a
company,
and
you
know
and
I
think
it's
it's
I
think
our
team
members
are
feeling
it
so
awesome.
Well,
thanks
for
that,
my
second
question
regarding
attrition
was
I
was
looking
at
the
urg
data
versus
the
overall
data
and
I
noted
it,
and
it
was
also
flagged
red
in
the
okr
as
well.
E
C
You
know
we're
we're
monitoring
it
very
closely.
What's
not
on
the
slide,
we're
still
missing
so
I
get
that,
but
it
has
come
down
two
and
a
half
points
so
and
even
more
than
that.
Actually
last
year
last
year,
that
was
that
was
running
seven
points
higher.
It
was
at
15,
so
we're
continuing
to
see
it
Trend
down
and
Sharita,
and
the
team.
The
div
team
are
working
really
closely
with
Talent
acquisition,
with
the
pvps
with
Patty's
team.
C
A
C
Day
interviews,
thank
you.
Anjali
I
mean
we
did
State
interviews
and
got
a
lot
of
great
insights
there,
and
then
we
can
develop
the
programs
and
make
sure
the
communication
aligns
there
to
have
insights
before
it's
too
late
and
be
able
to
make
some
change.
So
thank
you
for
calling
that
out
and
we
are
seeing
it
Trend
in
in
the
right
direction.
E
Well,
that's
great
to
hear
I
I,
you
know
I,
don't
I'm,
not
I
want
to
change
the
template
at
all.
But,
like
you
know,
maybe
it
is
there.
I
can
take
a
look
at
it
on
slide
16
just
to
see
the
trend
in
it.
Let's
see,
if
it's
there
yeah
it
should,
it
should
be
yeah.
It
came
down
from
15.
yeah.
Okay,
awesome,
that's
great
Okay
cool,
so
we
don't
need
to
change
templates
they're
only
things.
It's
all.
E
B
C
So
Patty,
who
I
don't
think
is
on
the
phone
today
is
just
traveling,
but
her
team
with
Adrian
who
Adrian
put
in
here
the
sisense
account
free
to
access.
We
provide
this
information
quarterly
to
the
board,
so
we
are
looking
at
it.
It
is
not
in
the
key
review
deck,
but
it
is
something
that
we're
looking
at.
We
look
also
at
by
tenure,
so
we're
looking
at
by
tenure
we're
looking
at
by
function
and
we're
looking
at
by
location.
C
So
we
get
a
good
sense
if
there's
any
hot
spots
or
anything
that
seems
to
be
trending
up,
so
that
we
can
double
click
and
understand.
What's
what's
going
on
there?
In
fact,
we
just
did
a
large
Deep
dive
into
our
quota,
carrying
reps
to
understand.
Attrition
there
regrettable
versus
non-regrettable,
I
think
Craig
saw
the
details.
C
C
You
know
you
just
you
have
to
stay
in
front
of
it
right.
We
need
to
continue
to
have
our
pulse
survey
so
that
we
have
predictive
indicators
before
someone
leaves
because
once
someone
has
taken
that
call
and
engaged
with
a
recruiter,
there's
an
excitement
that
goes
on.
There
is
a
draw,
and
so
it's
much
harder
to
stop
that
from
happening
than
if
we
can
get
a
preventative
or
excuse
me,
predictive
indicator
that
says:
hey
so-and-so
is
not
feeling
very
engaged
and
there's
many
different
ways.
C
So
it's
not
only
through
our
pulse
surveys,
but
it's
you
know,
part
of
elevate.
When
we
talk
about
communication
with
your
direct
reports,
how
are
you
drawing
out
and
understanding
is
someone
red,
yellow
or
green,
and
if
they're
feeling
yellow
you
know
using
a
a
stop
sign
signal
if
they're
feeling
yellow
that's,
that's
your
warning.
What
are
you
doing
about
it
and
and
how
are
you
engaging
with
them
before
they
hit
red
and
so
there's
many
different
attributes
for
getting
that
feedback?
B
C
You
know
really
a
huge
shout
out
to
Adrian
and
Patty.
You
know
that
they've
they've
built
this
dashboard
they're
continuing
to
iterate
on
it,
and
you
know,
with
input
from
you
know,
Staffing
Ops
Marissa,
and
we're
really
able
to
see
the
inflow
of
talent
and
the
outflow,
and
it
makes
everything
hopefully
as
as
insightful
as
we
can
get
to
predict
the
business.
C
You
know
I,
think
that
demonstrated
the
importance
of
partnership
like
this.
Isn't
you
know
one
team
or
the
other,
and
sometimes
in
organizations
you
might
see
sales
Ops
go
off
and
do
this,
this
kind
of
analysis
without
the
other
Partnerships
and
in
this
case,
having
that
Trio
of
sales,
Ops,
PVP
or
people
group
and
fpna
really
got
to
the
best
result
possible
with
the
best
insights.
So
you
know
shout
out
to
all
of
you
that
worked
on
that
and
let's
continue
to
keep
that
collaboration.
Super
important
yeah.