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Overview

We encourage teams and individuals to structure their work around 6 week cycles, where time is given to plan, execute and then reflect on work done. This allows us to make decisions faster, evaluate our progress quicker, and make iterations faster. Each small block of work and time builds towards achieving our mission.

This cycle of continuous building also enables an environment of continuous reflection, feedback and growth. At the end of each planning cycle, and as part of the retrospective process, individuals should solicit (and give!) “bite-sized” feedback to 1-3 individuals they collaborated closely with. The goal of this is to keep the feedback lightweight while still actionable. In addition to peer feedback, managers and their direct report(s) should dedicate at least two 1:1s per quarter to check in on performance.

Over time these smaller pieces of feedback build up towards a larger performance evaluation and formal development conversations. Every six months, we will hold a more formal review which, in addition to giving dedicated time to growth conversations, we will also evaluate promotions, compensations and other employee rewards.

As our company grows, we are committed to continuously improving and refining our performance review process. Our aim is to create a streamlined system that adapts alongside us and ensures fair and meaningful feedback for all employees. We believe that this approach will foster the professional development of our team members.

Overall Goals

Depending on what hat you’re wearing in the Performance Development process, you will ahve different goals and responsibility that are more specific to your role in the conversation.

For Individuals Participate in the continuous feedback process by giving and soliciting feedback from from peers. Dedicate time for informal development conversations with your manager twice per quarter, and every 6 months for formal reviews.

For Managers Engage in the practice of giving feedback on a regular basis. Ensure your team understands how their performing against expectations. Responsibly advocate for your team, be that for promotions, compensation increases or development opportunities.

For COMPANY Give our team the opportunity to give and receive feedback in a style that compliments the way we work. As a company, we will have a better understanding of what strengths we have, and where we are growing. Formal process every 6 months helps support the equitable recognition of our team.

Outcomes

As we develop this process, we expect key outcomes in specific areas. Namely:

Improve performance Provide substantive & useful feedback to help everyone perform at their best. Better understand how we are making progress towards individual and company goals, and where we can support development.

Reward and Recognize Review individual compensation against market data and with a lens for equity, particularly across traditionally under-recognized groups. Promotions and growth opportunities will be reviewed similarly.

Support career development Managers should understand individual’s goals for their careers, how they can support their team’s growth, and align expectations on development.

Continuous Peer Feedback

Part of learning, growing and succeeding is being able to make small, quick adjustments in a thoughtful way. This is true for our business, our product, and our professional growth. To help enable our team’s growth, we’re opting for a Continuous Peer Feedback approach.

At the end of each planning cycle, individuals will be asked to give and request feedback from those they worked closely with as a part of the retrospective process. The feedback is intended to be light weight and in short form (6 weeks is a drop in the bucket of your life!), and we are only asking 2 questions:

What was a positive experience working with me over the last 6 weeks?

What’s something that I should learn?

To collect this feedback, [INSERT COMPANY FEEDBACK TOOL PROCESS OVERVIEW}

You and your manager will both have access to any peer feedback. This feedback should be used to help identify your areas of genius and your focused growth opportunities. We recommend dedicating at least two 1:1s per quarter to discuss performance and feedback.

Performance Reviews

Every 6 months, we will dedicate time for formal performance reviews and evaluations. This will be a time for you and your manager to connect, review your performance over the last 6 months, and discuss growth and development opportunities over the next 6 months.

Self Reflections are intended to help you pause and reflect on your efforts and achievements over the review period. Thoughtful reflections can help us find successes even in scenarios where achievements weren’t fully realized. You should also be honest about your development areas and where you can invest in skills to grow your career - either upward or outward.

Manager Reviews are a holistic evaluation of a direct report’s successes, accomplishments, and growth opportunities during the review period. Managers are encourage to review the continuous peer feedback

Upward Reviews are feedback given to your manager’s manager about your manager. These questions are intended to give visibility in your manager’s strength as a leader, how they’ve communicated priorities across the team, and how they’ve invested in your success.

Sentiments