►
Description
A short video that helps to walk through the feedback and what changes were made:
Issue: https://gitlab.com/gitlab-com/support/support-team-meta/-/issues/3681
A
Hey
there,
this
is
lee
matos
senior
support
engineering
manager
at
gitlab
and
I'm
very
excited
to
talk
through
some
of
the
iterations
we've
made
to
the
performance
factor
worksheets.
I
have
three
tabs
up
here
and
I
have
the
worksheets
in
a
separate
group.
I'm
going
to
do
a
very
quick
overview.
Everything
that
I'm
covering
here
should
be
covered
in
this
thread,
I'm
hoping
to
just
help.
You
navigate
that
weiming
start
us
off
with
feedback
for
intermediates
and
seniors.
A
The
core
bit
of
his
feedback
here
for
intermediates
was
around
the
need
to
be
a
stable
counterpart
to
be
exceeding.
There
were
some
challenges
if
you're
an
apac
that
may
be
hard.
So
I
heard
that
and
I
made
an
adjustment
where
I
said
you
may
be
a
stable
counterpart
or
contributing
with
large
amounts
of
product
interactions
right.
So
that's
in
the
the
worksheet,
that's
in
the
intermediate
section
here
and
we
cover
that
I'm
looking
for
it,
give
me
one.
Second,
it's
in
this
worksheet,
it's
covered
it's
in
this
section
here.
A
You
have
been
recently
promoted
and
this
feeling
that,
if
you're
promoted,
that
puts
you
in
developing
automatically
one
I
want
to
start
by
saying,
if
you're
in
developing
there's
nothing
wrong
with
that
two,
if
you're
recently
promoted
and
in
developing
there's
nothing
wrong
with
that
three
you
may
be
promoted
and
you
may
or
may
not.
Land
in
developing
depend
on
where
you
are
actually
with
your
skill
set.
A
So
I
have
adjusted
this
to
say
you
may
have
been
recently
promoted
right
and
so
with
everything
I've
just
said,
as
people
grow
in
our
team,
through
promotions
and
skills
and
other
things,
your
scorecard
may
have
some
things
developing
some
things
performing,
maybe
sometimes
exceeding
as
well.
That
whole
range
is
there
to
encompass
the
entire
range.
It's
not
you're,
going
to
be
slammed
to
exceeding
or
you
if
performing
is
the
only
thing.
That's
good,
nope,
they're,
all
good
they're,
all
something
that
is
trying
to
help.
A
We
did
not
change
anything
here,
we're
keeping
it
the
same.
These
are
a
heuristic
they're,
not
going
to
be
perfect.
It
should
help
if
they're,
if
it's
not
clear,
talk
with
your
manager
about
how
we
can
capture
what
you're
trying
to
capture
and
make
sure
that
we
address
it
in
in
each
person's
worksheet.
A
So
otherwise
we
go
into
advanced
troubleshooting
skills.
This
one
was
pretty
straightforward.
I
adopted
weyming's
language
here
and
then
also
included.
You
may
have
been
recently
promoted
here,
so
that
was
pretty
straightforward,
so
it's
just
outlining
the
technologies
right
we're
calling
them
out
a
little
bit
more
specifically.
A
This
next
section
was
valuable
because
jane-
and
I
talked
about
this
last
night-
it
is
identical
for
engineers
and
senior
and
intermediate.
The
thing
to
know
about
that
is
the
difference
between
a
senior
and
an
intermediate
is
really
coming
down
to
ticket
work
and
ticket
engagement
and
how
they're
engaging
there.
The
other
components
of
our
team,
where
intermediates
and
seniors
work
think
about
assessments,
think
about
contributing
to
issues
we're
not
expecting
a
strong
difference.
There
right
think
about
this.
If
I
have
a
senior
or
an
intermediate,
do
an
assessment,
I
expect
the
same
result.
A
If
I
have
a
senior
or
an
intermediate
proctoring
an
interview,
I
don't
have
different
expectations
for
a
senior.
They
may
have
more
experience,
but
that's
just
they
have
more
experience.
I
don't
think
that
it's
the
expectation
of
the
way
that
people
are
contributing
as
a
part
of
the
team
is
different
same
when
it
comes
to
values
right
for
for
an
engineer
and
a
senior
and
an
intermediate,
I
I'm
not
expecting
the
values
to
be
differently
lived
out
right.
So
that's
something
where
they
are
the
same,
and
that's
intentional.
A
Women
called
out
here
as
well
around
growth
pillars,
so
I'll
just
pull
that
up
now,
because
that's
new
the
growth
pillars
in
the
worksheet,
those
are
coming
from
people
ops.
We
did
not
evolve
or
change
anything
here,
we're
using
exactly
what
they're
giving
us.
That's
intentional.
We
need
to
give
them
feedback
on
this.
So
as
you
use
it,
we
need
to
give
feedback
to
people
ops.
So
that's
addressing
weiming
and
that's
that's
kind
of
half
this
issue.
A
All
of
all
of
this
here
covers
exactly
what
I
said,
above
so
from
there
jane
just
made
some
quick
edits
to
the
front
page
here
where
on
the
front
page
of
the
senior
sheet,
so
this
is
intermediate
and
on
the
senior
sheet
these
were
not
filled
in
so
jane
filled.
Those
in
thanks
chain,
we
couldn't
figure
out
one
of
them,
but
jane
and
already
did
then
diversity,
inclusion
and
belonging
was
not
accurate
to
what
the
handbook
had.
So
that
was
updated,
so
that's
updated
as
per
this.
A
A
Weiming
asked
about
support
manager
escalations.
I
wasn't
able
to
come
up
with
a
clear
way
of.
Is
this
a
senior
responsibility?
Is
this
an
intermediate
responsibility?
Is
this
performing
or
what
does
that
look
like
across
performing
developing
exceeding,
but
as
a
manager
and
as
a
support
engineer,
if
you're
doing
this
and
you're
making
an
active
effort?
Talk
about
that
and
let's
figure
out
where
that
that
lines
up
in
the
role?
A
It's
definitely
something
that's
helpful,
and
I
know
that
some
engineers
are
prioritizing
that
and
that's
thank
you,
but
otherwise
it
hasn't
been
captured
well
enough
yet
so
I
think
this
next
iteration
will
need
to
find
a
better
way
to
capture
it,
but
I
wasn't
able
to
come
up
with
way
to
add
that
from
there
the
issues
were.
Excuse
me,
the
worksheets
were
hidden
they're
now
available
to
everyone,
and
I
just
want
to
wrap
up
with
this
last
bit
here
to
echo
so
heuristic.
These
worksheets
will
never
be
perfect.
A
They
should
act
as
a
guide
and
say
yeah.
That's
that
sounds
like
me,
I'm
at
I'm
not
performing
or
no
on
this
section.
That
sounds
like
me,
I'm
a
little
bit
closer
to
developing
right
or
in
this
section.
Actually
I
think
I
might
be
exceeding
right.
We
don't
expect
everyone
to
aim
for
or
be
exceeding,
and
everything
right.
I
want
to
be
clear
about
that.
You
as
a
person
that
may
be
something
that
you
want
to
strive
for,
and
I
don't
want
to
stop
you,
but
I
also
don't
want
to
stress
you.
A
That's
okay,
right
with
that.
This
point
of
this
is
aligning
right
aligning
across
managers
and
engineers,
and
that's
the
key
point-
and
I
want
to
highlight
here
as
well-
don't
view
developing
as
a
negative.
We
all
may
have
components
that
we're
developing
in
and
that's
okay
right
I'll
be.
I
have
things
on
my
worksheet
that
I'm
developing
on
and
that's
perfectly
fine
right.
A
So
I
want
to
just
echo
that
to
the
team
that
that's
not
a
reflection
of
the
value
or
or
your
ability
to
contribute,
that's
just
you
and
your
manager
aligning
on
where
your
skills
are
developing
and
where
your
skills
are
strong,
that's
it,
and
as
long
as
you're
aligning
on
that
and
working
together
to
achieve
what
you
want.
That
is
the
key
point,
so
don't
get
hung
up
on
I'm
not
exceeding
everywhere
right.
Don't
stress
yourself
over
that
use
this
as
an
alignment
tool,
so
just
want
to
end
on
that
note.
Thank
you
all
hope.