diff --git a/content/organization/accountabilities.md b/content/organization/accountabilities.md new file mode 100644 index 0000000..292e826 --- /dev/null +++ b/content/organization/accountabilities.md @@ -0,0 +1,57 @@ +/* +Title: Accountabilities +Description: Accountabilities in SparkFabrik +Sort: 40 +*/ + +## Shared accountability + +We all share a set of accountabilities, regardless of our job position and role in any specific project. + +### Client satisfaction + +The client is not always right, or they would not ask us for help to solve their problems. Yet the client always has their good reasons. +Remember [we value quality in human relations](https://www.sparkfabrik.com/en/the-manifesto/) as much as we value quality in software. Be always kind and clear, keep your integrity, make your point with honesty and don't just nod to everything, but listen with open ears to customers' needs. + +Ultimately, everybody is called to deliver a great customer experience. + +### Delivering your outputs + +Simple as it sounds. On time, on budget, on specs. + +### Respecting your colleagues + +Be friendly. Keep in mind that we share the same goal but each of us may have different ways to achieve it. Always presume everybody is well-meaning and help them to improve. Don't waste other people's time: be timely at meetings, point out when others forget something and clearly state your requirements or needs so others shouldn't try to figure out what you mean. + +### Supporting your colleagues + +Work with others so that they can grow. Add to their knowledge. Help them if they are in need but don't steal the spotlight: let them do the work so they can improve. Point out when others can meet the highest standard. Don't keep to yourself information that can help others succeed. + +### Following company processes + +We prefer processes and evolutionary agreements over rules. Still, we want everybody to follow those processes and respect evolutionary agreements. Everybody is involved in shaping them so everybody must respect them. + +## Seniority-related accountabilities + +Operational accountabilities are described in terms of the expected positive impacts a role has on the business. + +As you gain [seniority](/organization/operations#seniority-levels) and possibly take over one or more [roles on your projects](/organization/operations#project-roles), your specific accountabilities will change. + +> **Note**: Printing one of the pages below directly from the browser will produce an _Impact Assessment Card_, a version of the page specifically formatted to evaluate yourself (or to ask your responsible for an evaluation) by ticking off its boxes. Try it out! + +### Development area + +* [Junior Developer](/resources/seniority-acc-junior-developer) +* [Developer](/resources/seniority-acc-developer) +* [Senior Developer](/resources/seniority-acc-senior-developer) +* [Lead Developer](/resources/seniority-acc-lead-developer) + +### Platform area + +* [Practitioner Cloud-Native Engineer](/resources/seniority-acc-practitioner-cne) +* [Professional Cloud-Native Engineer](/resources/seniority-acc-professional-cne) +* [Architect Cloud-Native Engineer](/resources/seniority-acc-architect-cne) + +### Digital Strategy area + +`TO BE DONE` diff --git a/content/organization/administration.md b/content/organization/administration.md deleted file mode 100644 index 82143e9..0000000 --- a/content/organization/administration.md +++ /dev/null @@ -1,15 +0,0 @@ -/* -Description: Administration roles and functions in SparkFabrik -Sort: 15 -*/ - -## Administration owners - -Administration in SparkFabrik is carried out mainly by members of the [Executive Board](/organization/governance) with the help of [Supporters](/organization/role-isc-supporter) - employees owning one or more processes and procedures vital to the health of the company. - -Despite not being directly involved in the core business or value delivery, Supporters are **the glue that holds governance and operations together**, thus being an essential gear in the company machinery. -They are facilitators, assistants, secretaries, organizers and the ultimate source of truth about all the necessary information for managers to properly hold the steering wheel. - -The [Supporter role](/organization/role-isc-supporter) has its [impact assessment card](/working-at-sparkfabrik/impact-assessment) and, if not for the nature of its duties, is subject to the same requirements and quality standards as the other [operational roles](/organization/operations). - -In addition to supporters, [Lead developers](/organization/role-isc-lead-developer) and [Professionals](/organization/role-isc-professional) are often involved in administrative processes like reporting, project budgeting, lead assessment and so on. \ No newline at end of file diff --git a/content/organization/corporate-functions.md b/content/organization/corporate-functions.md new file mode 100644 index 0000000..a9635cb --- /dev/null +++ b/content/organization/corporate-functions.md @@ -0,0 +1,23 @@ +/* +Description: Administration roles and functions in SparkFabrik +Sort: 15 +*/ + +## Corporate Functions + +The employees in this area are responsible for the supporting processes. + +Each employee in this area has a direct or almost direct report to one or more [Executive Board members](/organization/governance#executive-board) and they all have either a directional role or the [Supporter](/organization/company-role-acc-supporter) company role. + +Supporters are employees owning one or more processes and procedures vital to the health of the company. +They can [assess their impacts](/working-at-sparkfabrik/impact-assessment) as any other operational role and, if not for the nature of their duties, they are subject to the same requirements and quality standards. + +More broadly, Corporate Functions are the glue that holds governance and operations together, thus being an essential gear in the company's machinery. + +The following functions are currently available in SparkFabrik: + +* **Administration** +* **Marketing** +* **Human Relations** +* **Finance** +* **Sales** diff --git a/content/organization/governance.md b/content/organization/governance.md index 460f432..3661d15 100644 --- a/content/organization/governance.md +++ b/content/organization/governance.md @@ -1,11 +1,8 @@ /* Description: Governance roles and functions in SparkFabrik -Sort: 20 +Sort: 10 */ -Governance in SparkFabrik is organized by functions, not roles. -C-level roles are assigned to key people, who generally own government functions. Owning doesn't imply the function is completely carried out by that person. Professionals and lead developers at the operational level cooperate with the government function owner to make it happen. - ## Executive Board The executive board is in charge of the strategy and business planning of the company. @@ -16,38 +13,3 @@ The current board is composed of company founders, with the following duties. * **Marco Giacomassi**: CFO - Oversees the company's financials. Responsible for budgeting, accounting, reporting, forecasting and investing. * **Paolo Mainardi**: CTO - Oversees the company's technology. Works to ensure that technology-related decisions align with business goals. * **Alessio Piazza**: COO - Oversees the company's day-to-day operations, sourcing, process control, resource allocation and activity planning. - -## Steering committee - -The steering committee works to overcome organizational problems and advance the company's practices. It operates constantly on top of the projects level, overseeing the processes, validating methodologies and improving the whole delivery process. - -This committee is composed of the CTO, COO, Head of HR, all Professionals and all Lead Developers in the company. -The owner of Steering committee events is the COO. - -Each quarter (the first Wednesday of each quarter's first month) the committee has a 2-hour facilitated meeting in which they define: - -* Top priorities to be addressed (C-levels can set them or call for co-generation and voting) -* State top priorities in terms of initiatives -* Willing people can apply as owners of those initiatives - -Initiatives clearly state SMART goals to address the related top priority. They should bring a change or even revolutionize an aspect of our work, such as introducing new technology, changing an organizational approach, introducing longed-for tools, etc. - -Owners commit to lead the completion of the initiative goals by the end of the quarter. Initiative owners will be publicly appointed. We want those people to challenge themselves and take on additional responsibilities to shape those skills that may in the future make them C-levels. - -The format of the quarterly meeting is aggressively timeboxed: - -* 20 mins: Identify and list weaknesses or opportunities for improvement in the current approach. -* 30 mins: Define goals for a better condition (1 to 3 goals depending on the size). -* 30 mins: Generate SMART initiatives for the quarter that fulfills the goals. -* 20 mins: Appoint a single owner for each initiative. -* 10 mins: Define a scheduled session within 7 days where the owner will present and discuss his incremental plan to the completion of the goals (this will allow resource planning and assignment). - -The presentation of the initiative plan must include: - -* Quantification/qualification of time and resources required to fulfill the goal. -* A list of the deliverables to be expected (tools, docs, materials, etc). -* A calendar for brown bags/internal presentations to review increments with the whole company. -* If and how the company is expected to support the initiative deliverables, during the quarter and in the future (say, open source contributions etc). -* A list of outward-facing material to communicate how your initiative is making a difference, such as blog posts, events speeches or the maintenance of open source contributions. - -While the initiative should be completed in the quarter, the ownership won't stop there: communication, promotion and ongoing maintenance may last longer; owners are thus expected to commit to the initiative for a longer period than the initial quarter. diff --git a/content/organization/operations.md b/content/organization/operations.md index 47c21f2..24a5592 100644 --- a/content/organization/operations.md +++ b/content/organization/operations.md @@ -1,35 +1,82 @@ /* Description: Operational roles and functions in SparkFabrik -Sort: 10 +Sort: 20 */ -In SparkFabrik the term _developer_ is used generally to identify employees that deliver solutions to the customer. -It doesn't matter if your job is to write code, design a new interface or take care of the operations on a cloud appliance. Your job is still to _develop_ things: be it from scratch or to improve them. +## Company structure at the operational level -## Careers +The operational level is separated into three distinct areas: -Operational career paths expand vertically (_Growth_) and horizontally (_Specialities_). +### Platform -### Growth +The employees in this area are responsible for implementing, maintaining, and evolving cloud infrastructures and development platforms, for both the company and external customers. +They also also work as an internal service team, and deliver expert consulting services to those customers who want to implement in-house DevOps and cloud-native practices. -We recognize four levels of professional skills, depending on seniority and level of proficiency. Each level has its salary bracket, mission and clear expectations. Developers [progress over this career path](/working-at-sparkfabrik/career-advancement.md) by their length of service, their results and by nurturing their technical and non-technical skills. +The Platform area also works to bring innovation at all operational levels, suggesting the creation and adoption of new technologies, creating new business lines, and enhancing the efficiency of the existing ones. -* **Junior developer**: this is the level where duly graduated people or developers already experienced in other technologies start. We expect people to quickly step up to the next level, ideally in 12 to 36 months of employment. -* **Senior developer**: this is the level that makes up the bulk of our company and that we heavily rely upon. People at this level are skilled at and proficient with both our technology and our methodology. They can mentor juniors and are autonomous in their work. -* **Lead developer**: these are the people that lead teams and projects in SparkFabrik. They have a senior-level background on top of which they developed the soft skills required to handle the social, technical and organizational complexity of our work. -* **Professional**: this is the highest operational role in SparkFabrik. Professionals embody a speciality, can work with one or multiple teams at once, represent SparkFabrik at important tables, provide training and mentorships, etc. Professionals may occasionally lead a team, but they are supposed to work cross-teams as reference/key people. +### Digital Strategy -Learn more about each [role accountabilities](/organization/roles-accountabilities). +The employees in this area deliver discovery, analysis, strategic ideas, and plans, aimed at the cooperative assessment of the customers’ needs, as well as the co-creation of viable solutions measurable with precise KPIs. -### Specialities +They work primarily during the pre-sales phases, cooperating with different professional figures as creative directors and tech leaders, to help shape great early propositions. The output of their delivery activities is often input to UX experts, UI designers, and development teams. -We explained that SparkFabrik only employs _developers_. Sure, there are differences and each person has their own natural or acquired inclination. We broadly recognize four _Specialities_ that qualify you as a developer and do our best to make you shine in accordance with your nature. During your career, you will probably cover more than a single speciality, even at the same time. +### Development -* **Analyst**: Analysts are great when it comes to mapping a domain, fathoming complexity and expressing it in a clear, rational, understandable form. Analysts may not always have a solution at hand but they certainly know when a need is fulfilled or a problem is solved. Analysts' skills make for great Product Owners. -* **Architect**: Architects describe the best possible solution to a framed problem. They are great decision makers, understand the long-term implications of technical choices, know how to quickly probe, understand and adapt and are always able to grasp the big picture. -* **Specialist**: Specialists are vertical experts in a certain discipline or area: be it writing software, cloud operations, Agile or UX design. They are the keenest to work in pair with project teams in the long run when there are critical challenges they can help overcome. -* **Manager**: Managers make things work. They coach, measure, plan, steer and ultimately support people to give their best, remove obstacles and improve their processes and procedures. In SparkFabrik people are never managed -- work is. So managers govern but never rule. +The employees in this area are responsible for implementing, maintaining, and evolving solid cloud-native web and mobile solutions, following different agile organizational patterns and DevOps practices. -## How to advance +They work in self-organizing, cohesive teams, with different technology stacks and with a strong accent on quality. -We track and rule [people career advancement](/working-at-sparkfabrik/career-advancement.md) to make it fair and clear to everybody. +The Development area is broadly organized into three branches, based on expertise: + +* **PHP and Drupal** +* **Frontend Technologies** +* **Full-Stack Cloud-Native** + +Each of these branches contains one or more teams focused on specific projects or tasks related to evolutionary maintenance. These teams tend to remain consistent, with occasional shifts of team members among them. + +## Roles and seniority at the operational level + +SparkFabrik has an almost flat organization, arranged around clear roles, each with its ownership and responsibilities. +Also, people grow in seniority and this grants them more authority on specific issues or in specific situations. + +Every [operational area](/organization/operations) has its seniority levels, while project roles are common to every area, even if some may not be relevant or applicable. + +### Seniority Levels + +#### Development Area + +We recognize four levels of professional skills, each with its salary bracket, mission, and clear expectations. + +* **Junior Developer**: this is the level where duly graduated people or developers already experienced in other technologies start. We expect people to quickly step up to the next level, ideally in 12 to 18 months of employment. +* **Developer**: this is the level that makes up the bulk of our company and that we heavily rely upon. People at this level are skilled at and proficient with both our technology and our methodology. They can mentor juniors and are autonomous in their work. +* **Senior Developer**: seasoned professionals with a demonstrated track record of excellence and around 5 years of comprehensive experience in software development. They play a vital role in SparkFabrik, moving with ease across different technologies and projects. +* **Lead Developer**: these are the most skilled developers in SparkFabrik. They have a solid senior-level background on top of which they developed the soft skills required to handle the social, technical, and organizational complexity of our work. + +Learn more about [each level's accountabilities](/organization/accountabilities) and how we evaluate people's seniority level. + +#### Platform Area + +We recognize three levels of professional skills, each with its salary bracket, mission, and clear expectations. + +* **Practitioner Cloud-Native Engineer**: novices to the field of cloud-infrastructure management, usually with previous experiences in development or traditional operations. We expect practitioners to quickly step up to the next level, ideally in 12 to 18 months of employment. +* **Practitioner Cloud-Native Engineer**: people at this level are skilled at and proficient with a bunch of different cloud technologies and have absorbed our methodology. They can mentor newcomers as well as developers and are autonomous in their work. +* **Architect Cloud-Native Engineer**: experienced professionals with diverse exposure across various cloud platforms and technologies. They can take on complex projects independently, engaging with the client and coordinating the work of their colleagues. + +Learn more about [each level's accountabilities](/organization/accountabilities) and how we evaluate people's seniority level. + +#### Digital Strategy Area + +`TO BE DONE` + +### Project Roles + +Depending on seniority, attitude, achievement, and personal inclinations, SparkFabrik may propose people take over one or more of the following roles on a project. Not all roles are accessible at all seniority levels and more junior employees should not expect to be assigned one. +Being appointed a project role means **you earned the company's and teammates' trust**, you proved your **reliability** and you display a strong **customer orientation**. + +These roles are not mutually exclusive, even if covering all at the same time is usually unfeasible, and not all projects need all of these roles to be clearly appointed. +To better understand the relation between seniority level and project roles in terms of professional growth, visit the section on [career advancement](/working-at-sparkfabrik/career-advancement). + +* **Analyst**: Analysts are great when it comes to mapping a domain, fathoming complexity, and expressing it in a clear, rational, understandable form. Analysts may not always have a solution at hand but for sure they know when a need is fulfilled or a problem is solved. If need be, analysts' skills make for great product owners. +* **Architect**: Architects describe the best possible solution to a framed problem. They are great decision-makers, understand the long-term implications of technical choices, know how to quickly probe, understand and adapt and always grasp the big picture. +* **Team Leader**: Team Leaders excel at enabling teams, coordinating efforts, and ensuring project milestones are met. Focused on the outcomes, they drive, motivate, and keep the team committed to the project's success. They ask hard questions, suggests alternative paths, and apply a good deal of common sense to risk management. +* **Project Manager**: Project Managers make things work. They coach, measure, look ahead, warn, and ultimately support people to give their best, removing obstacles, and improving their processes and procedures. In SparkFabrik people are never managed - work is. So Project Managers govern but never rule. diff --git a/content/organization/role-isc-lead-developer.md b/content/organization/role-isc-lead-developer.md deleted file mode 100644 index e69de29..0000000 diff --git a/content/organization/role-isc-professional.md b/content/organization/role-isc-professional.md deleted file mode 100644 index e69de29..0000000 diff --git a/content/organization/role-isc-supporter.md b/content/organization/role-isc-supporter.md deleted file mode 100644 index e69de29..0000000 diff --git a/content/organization/roles-accountabilities.md b/content/organization/roles-accountabilities.md deleted file mode 100644 index a5c179e..0000000 --- a/content/organization/roles-accountabilities.md +++ /dev/null @@ -1,43 +0,0 @@ -/* -Title: Roles accountabilities -Description: Accountabilities and Assessment Cards for the different roles in SparkFabrik -Sort: 40 -*/ - -## Shared accountability - -We all share a set of accountabilities, regardless of our job position and role in any specific project: - -### Client satisfaction - -The client is not always right, or they would not turn to us to solve their problems. Still, [we value technical quality and good human relations over everything else](https://www.sparkfabrik.com/en/the-manifesto/). Be kind and clear, explain your positions and always focus on customer needs, with open ears and a bright smile. Everybody is called to ultimately deliver a great customer experience. - -### Delivering projects - -Simple as it sounds. On time, on budget, on specs. - -### Respecting your colleagues - -Be friendly. Keep in mind that we share the same goal but each of us may have different ways to achieve it. Always presume everybody is well-meaning and help them to improve. Don't waste other people's time: be timely at meetings, point out when others forget something and clearly state your requirements or needs so others shouldn't try to figure out what you mean. - -### Supporting your colleagues - -Work with others so that they can grow. Add to their knowledge. Help them if they are in need but don't steal the spotlight: let them do the work so they can improve. Point out when others can meet the highest standard. Don't keep to yourself information that can help others succeed. - -### Following company processes - -We prefer processes and evolutionary agreements over rules. Still, we want everybody to follow those processes and respect evolutionary agreements. Everybody is involved in shaping them so everybody must respect them. - -## Per-role accountabilities - -Operational roles are described in terms of **impact assessment cards**: documents that describe the expected positive impact a role has on the business. - -As you take on new roles and possibly even move between specialties (we love multi-talented people), your specific accountabilities will be described by one (or more) assessment cards. - -* [Junior developer](/resources/role-iac-junior-developer) -* [Senior developer](/resources/role-iac-senior-developer) -* [Lead developer](/resources/role-iac-lead-developer) -* [Professional](/resources/role-iac-professional) -* [Supporter](/resources/role-iac-supporter) - -Printing an ICS directly from the browser will produce a version specifically formatted for discussing it together and for ticking off its boxes. Try it out! diff --git a/content/resources/role-iac-supporter.md b/content/resources/company-role-acc-supporter.md similarity index 98% rename from content/resources/role-iac-supporter.md rename to content/resources/company-role-acc-supporter.md index d223e34..1966246 100644 --- a/content/resources/role-iac-supporter.md +++ b/content/resources/company-role-acc-supporter.md @@ -1,6 +1,6 @@ /* -Title: Impact Assessment Card - Supporter -Description: Role that owns administrative and support processes in SparkFabrik +Title: Accountabilities - Supporter +Description: Role that owns corporate and/or support processes in SparkFabrik Sort: 90 */ diff --git a/content/resources/role-iac-senior-developer.md b/content/resources/seniority-acc-developer .md similarity index 97% rename from content/resources/role-iac-senior-developer.md rename to content/resources/seniority-acc-developer .md index 73cabd0..41011d6 100644 --- a/content/resources/role-iac-senior-developer.md +++ b/content/resources/seniority-acc-developer .md @@ -1,6 +1,6 @@ /* -Title: Impact Assessment Card - Senior Developer -Description: Senior Developer role in SparkFabrik +Title: Accountabilities - Developer +Description: Accountabilities of a Developer in SparkFabrik Sort: 60 */ @@ -13,6 +13,8 @@ Sort: 60 +`NOTE: THIS IS UNDER REVIEW` + ## Mission * To define and realize technical solutions that satisfy customers' needs. diff --git a/content/resources/role-iac-junior-developer.md b/content/resources/seniority-acc-junior-developer.md similarity index 77% rename from content/resources/role-iac-junior-developer.md rename to content/resources/seniority-acc-junior-developer.md index 8d9235c..621c43c 100644 --- a/content/resources/role-iac-junior-developer.md +++ b/content/resources/seniority-acc-junior-developer.md @@ -1,6 +1,6 @@ /* -Title: Impact Assessment Card - Junior Developer -Description: Junior Developer role in SparkFabrik +Title: Accountabilities - Junior Developer +Description: Accountabilities of a Junior Developer in SparkFabrik Sort: 50 */ @@ -13,14 +13,16 @@ Sort: 50 +`NOTE: THIS IS UNDER REVIEW` + ## Mission -* To realize technical solutions that satisfy customers' needs. -* To follow the direction of your team lead in doing so. -* To work following our agreed procedures and matching our quality standards. +* To realize technical solutions that satisfy customers' needs +* To follow the guidance of more experienced team members whenever given. +* To follow our agreed procedures and match our quality standards. * To value collaboration and critiques as the building blocks for trust with colleagues and customers. * To value continuous improvement, seek out opportunities to learn and live by the principles of the Agile manifesto. -* To seek assistance every time you are in the need, not trying to shine by self-love or obstinacy. +* To seek assistance every time you are in need, not trying to shine by self-love or obstinacy. ## Values @@ -46,7 +48,7 @@ You share your goals with your mates and work with them, never playing the hero #### Self-organization -Your schedule and workload balance is your responsibility. You have clear what's expected of you each iteration (week, sprint, milestone) and step up to discuss conflicting priorities and possible bottlenecks with the management. +Your task-level schedule and workload balance are your responsibility. You have clear what's expected of you each iteration (week, sprint, milestone) and step up to discuss conflicting priorities and possible bottlenecks with the management. @@ -58,7 +60,7 @@ Your schedule and workload balance is your responsibility. You have clear what's #### Lucidity -You have clear what's expected from you and what you have to do to match the expectation. When you feel like you lost your goals, you speak up and do your best to have them clear. +You have a clear understanding of what's expected from you and what you have to do to match the expectation. When you feel like you lost your goals, you speak up and do your best to have them clear. @@ -94,7 +96,7 @@ You speak your mind and sustain your ideas with words and facts, but you are ope ## Business impacts -* You define implementative details of solutions that fulfill business goals, matching our high quality standards. +* You define implementation details of solutions that fulfill business goals, matching our high-quality standards. @@ -104,7 +106,7 @@ You speak your mind and sustain your ideas with words and facts, but you are ope -* You realize solutions that fulfill business goals, matching our high quality standards, as defined with your team. +* You realize solutions that fulfill business goals, matching our high-quality standards, as defined by your team. @@ -114,7 +116,7 @@ You speak your mind and sustain your ideas with words and facts, but you are ope -* You learn new, useful skills, taking advantage of any opportunity, balancing possible negative impacts on your duties. +* You learn new, useful skills, taking advantage of any opportunity and resource the company provides you with. @@ -124,7 +126,7 @@ You speak your mind and sustain your ideas with words and facts, but you are ope -* You help improve internal projects (even if just with bug fixes or documentation) based on your skills, aspirations and training goals. +* You help improve internal projects (even if just with bug fixes or documentation) based on your skills, aspirations, and training goals. @@ -146,7 +148,7 @@ You speak your mind and sustain your ideas with words and facts, but you are ope -* You deliver contributions (bug fixes, documentation, translations) to community projects based on your skills, aspirations and training goals. +* You deliver contributions (bug fixes, documentation, translations) to community projects based on your skills, aspirations, and training goals. diff --git a/content/resources/role-iac-lead-developer.md b/content/resources/seniority-acc-lead-developer.md similarity index 94% rename from content/resources/role-iac-lead-developer.md rename to content/resources/seniority-acc-lead-developer.md index c6296fa..8d5611b 100644 --- a/content/resources/role-iac-lead-developer.md +++ b/content/resources/seniority-acc-lead-developer.md @@ -1,6 +1,6 @@ /* -Title: Impact Assessment Card - Lead Developer -Description: Lead Developer role in SparkFabrik +Title: Accountabilities - Lead Developer +Description: Accountabilities of a Lead Developer in SparkFabrik Sort: 70 */ @@ -13,11 +13,13 @@ Sort: 70 +`NOTE: THIS IS UNDER REVIEW` + ## Mission * To understand customers' needs and help the customer state them in a clear, understandable form. * To design systems that satisfy customers' needs. -* To guide your development team to implement those systems. +* To enable your colleagues to implement those systems. * To promote our procedures and standards and to find new opportunities to improve them. * To teach by example and words, showing the value of excellence. * To value collaboration and critiques as the building blocks for trust with colleagues and customers. @@ -29,14 +31,13 @@ Sort: 70 * Passion * Discipline * Teamwork - ## Attitude #### Leadership -You are an organizational model for your colleagues. You live by best practices and require and help others to meet your high standards. You do your best to lead by consensus, listening to your team, but you always remember they look at you as a guide. You protect your team and remove obstacles but keep them committed and fit to create value. +You are an organizational model for your colleagues. You live by best practices and require and help others to meet your high standards. You do your best to lead by consensus, listening to every voice, but you always remember they look at you as a guide. You identify and remove obstacles for others but keep them committed and fit to create value. diff --git a/content/resources/role-iac-professional.md b/content/resources/seniority-acc-professional.md similarity index 98% rename from content/resources/role-iac-professional.md rename to content/resources/seniority-acc-professional.md index b4bc944..ad642c9 100644 --- a/content/resources/role-iac-professional.md +++ b/content/resources/seniority-acc-professional.md @@ -1,6 +1,6 @@ /* -Title: Impact Assessment Card - Professional -Description: Professional role in SparkFabrik +Title: Accountabilities - Professional +Description: Accountabilities of a Professional role in SparkFabrik Sort: 80 */ diff --git a/content/resources/seniority-acc-senior-developer.md b/content/resources/seniority-acc-senior-developer.md new file mode 100644 index 0000000..255f7b6 --- /dev/null +++ b/content/resources/seniority-acc-senior-developer.md @@ -0,0 +1,170 @@ +/* +Title: Accountabilities - Senior Developer +Description: Accountabilities of a Senior Developer in SparkFabrik +Sort: 60 +*/ + +
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+ +`NOTE: THIS IS UNDER REVIEW` + +## Mission + +* To define and realize technical solutions that satisfy customers' needs. +* To follow the direction of your team lead in doing so. +* To help your junior mates grow, challenge them and give them fishing cans, not fish. +* To work following agreed procedures and matching our quality standards. +* To value collaboration and critiques as the building blocks for trust with colleagues and customers. +* To value continuous improvement, seek out opportunities to learn and live by the principles of the Agile manifesto. +* To contribute to the company's technical culture, share your mastery with others. + +## Values + +* Passion +* Discipline +* Communication + + + +## Attitude + +#### Teamwork + +You share your goals with your mates and work with them, never playing the hero or being a team of one. You speak your voice clearly, even when it's difficult, without holding relevant information for fear or stubbornness. When being frank makes you uncomfortable, you still strive to be polite and cheerful so you can make your point. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +#### Self-organization + +Your schedule and workload balance is your responsibility. You have clear what's expected of you each iteration (week, sprint, milestone) and step up to discuss conflicting priorities and possible bottlenecks with the management. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +#### Lucidity + +You have clear what's expected from you and what you have to do to match the expectation. When you feel like you lost your goals, you speak up and do your best to have them clear. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +#### Strong opinions, lightly held + +You speak your mind and sustain your ideas with words and facts, but you are open to criticism and listen with open ears. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +## Business impacts + +* You define implementation details of solutions that fulfill business goals, matching our high-quality standards. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +* You realize solutions that have business goals, matching our high-quality standards, as defined by your team. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +* You sustain the growth of your younger colleagues, promoting the values of delivery quality and human relations both inside and outside the company. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +* You substantially improve internal projects (new features, bug fixes, documentation) based on your skills, aspirations and training goals. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +* You shape new technologies, practices, tools and knowledge, even when you work on customer projects, in accordance with the direction set by the CTO. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + + +## Contributions + +* You actively contribute to SparkFabrik's internal projects or media, spending effort to backport innovations, keep them up to date or generate content on our channels and this playbook. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +* You help promote our brand, from paying attention to your professional social media presence to participating (better if as a speaker) at relevant conferences. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + +* You deliver contributions (bug fixes, documentation, translations) to community projects based on your skills, aspirations and training goals. + + + +- [ ] **I still can't match the expectation** _(Why? Take notes!)_ +- [ ] **I deliver what's expected** +- [ ] **I exceed this expectation** _(Why? Take notes!)_ + + + diff --git a/content/working-at-sparkfabrik/career-advancement.md b/content/working-at-sparkfabrik/career-advancement.md index 5456889..01c537d 100644 --- a/content/working-at-sparkfabrik/career-advancement.md +++ b/content/working-at-sparkfabrik/career-advancement.md @@ -4,8 +4,15 @@ Sort: 40 */ People in SparkFabrik should expect to advance on their career path, depending on their inclinations and will. The company will work to give equal opportunities for growth to everyone, rewarding results and commitment. +Progressing requires seizing these opportunities, accruing tenure, achieving results, and nurturing both technical and non-technical skills. -## Checkpoints +Operational career paths expand **vertically** (per [seniority level](/organization/operations#seniority-levels)) and horizontally (per [Project Roles](/organization/operations#project-roles)). + +## How to advance + +We track and rule people's career advancement to make it fair and clear to everybody. + +### Checkpoints Each developer can assess their overall level of proficiency by their [impact assessment](/working-at-sparkfabrik/impact-assessment), a qualitative measure of the expected positive outcome of our work1. @@ -18,14 +25,14 @@ Or you can reach out to your responsible (your team leader or direct report), as The IAC result is pretty self-explanatory. Either you match or exceed the role's expectations, or you get an idea about where to invest to grow your skills. Ask for a meeting with your manager or an HR representative to set your goals and make sure the company will do its best to help you be successful. -## Stepping up +### Stepping up Taking a new role will impact: * your salary according to the baselines for that role (may change over time); -* your duties following your new [impact assessment card](/organization/roles-accountabilities#per-role-accountabilities). +* your duties following your new [accountability sheet](/organization/accountabilities#seniority-related-accountabilities). -## Taking the challenge +### Taking the challenge To fulfill [its vision](https://www.sparkfabrik.com/en/the-manifesto/), SparkFabrik sells and cultivates high seniorities. We generally expect junior developers to eventually become senior developers. diff --git a/content/working-at-sparkfabrik/impact-assessment.md b/content/working-at-sparkfabrik/impact-assessment.md index 4839d50..222a0b8 100644 --- a/content/working-at-sparkfabrik/impact-assessment.md +++ b/content/working-at-sparkfabrik/impact-assessment.md @@ -5,62 +5,77 @@ Sort: 60 ## Why assessing impacts -As every growing company, we faced the problem of unbiased performance and rewarding mechanisms. +Each of us has different ambitions and expectations for our careers, and as any growing company, we faced the problem of unbiased performance and rewarding mechanisms. -Each of us has different ambitions and expectations for our careers. With impact assessment, SparkFabrik is hopefully providing a map and a compass to everyone who wants to grow, step up and take over new roles and responsibilities. +With the _impact assessment_ model, SparkFabrik is hopefully providing a map and a compass to everyone who wants to grow, step up and take over new roles and responsibilities. +Although far from being a comprehensive framework for performance review and rewarding, this approach has proven to be highly effective in guiding individuals' growth, aligning it with the company's expectations, as well as highlighting the signs of each person's professional advancement. + +In short, you may want to assess your impact to: + +* Understand what's expected from you and where you can improve your skills, in terms of self-evaluation. +* Periodically check your growth and results by collecting external feedback, with the help of a senior colleague or responsible. ## How to assess your impact -Instead of putting numbers or quantitative goals on our heads, we evaluate our employees based on the impact they must have on the company's business1. The duties of each role are detailed based on the desired outcome, not as a set of tasks and procedures to put in place. +We don't like when people work to jump the bar of a KPI. Numbers are useful high-level indicators, but they are of little help when you want to understand the true reasons behind local phenomena, tied to people's behaviors and their outcomes. + +That's why we evaluate our employees based on the impact they have on the company's business1. The duties of each role are detailed based on the desired outcome, not on compliance with a set of tasks and procedures we put in place. -These outcomes are seen as important to business, context and company culture by the [company governance](/organization/governance) and each of us is called to put his creativity, wit and experience to good use so that we can reach our goals together. +These outcomes are seen as important to business, context, and company culture by the [company governance](/organization/governance) and each of us is called to put his creativity, wit, and experience to good use so that we can reach our goals together. -Each role has its [impact assessment card](/organization/roles-accountabilities#per-role-accountabilities), which lists all expected impacts and qualities that the role is expected to have. +Each employee has [accountabilities](/organization/accountabilities#per-role-accountabilities) that come from their seniority level and role on a project. Each descriptive page for a level or role can be printed out generating an **Impact Scoring Card** (IAC), which lists all expected impacts and qualities that the role is expected to have. For each point in the impact assessment card, you can mark out one of three possible values: -* **I still can't match the expectation**: You feel you still can't jump the bar. Take a short note on how you think you can do better and let's discuss this in a one-to-one meeting with your HR -* **I deliver what's expected**: You think you're a perfect fit, or can be a perfect fit if you're assessing yourself in a new role. -* **I exceed this expectation**: You think you are doing (or you can do) more than expected. Take a short note so we can discuss this and award you your merits. +* **I still can't match the expectation**: You feel you still can't jump the bar. Take a short note of how you think you can do better and discuss about it in 1-on-1 meeting with your responsible, your senior colleagues or HR. +* **I deliver what's expected**: You think you're a perfect fit - or can be a perfect fit if you're assessing your match for a new seniority level or for a project role. +* **I exceed this expectation**: You think you are doing (or you can do) more than expected. Take a short note so we can discuss this and, if we all agree, reward your merits. If you can't say or are confused, that's a sign you'd better talk to your responsible or an HR representative to better understand the meaning of the point and decide how you're doing on that. ## When to assess your impacts -You can print an IAC every time you feel like it and go with a self-assessment. Because, why not? +You can print an IAC every time you feel like it and go with a self-assessment. Because why not? Of course, there are moments when this is most valuable: -* When you feel lost about your [role and duties](/organization/roles-accountabilities) and want to check in on them to focus on what's important -* When you think you are ready for a [step up in your career](/working-at-sparkfabrik/career-advancement), so you can take your self-assessment to the management so you can talk about your perceived strengths and weaknesses -* When you ask for a raise, so you can sustain your request with a list of your positive impacts -* Before one of the [one-to-one meeting](/working-at-sparkfabrik/one-to-one-meetings) scheduled by the company +* When you feel lost about your [role and duties](/organization/accountabilities) and want to check in on them to focus on what's important +* When you think you are ready for a [step up in your career](/working-at-sparkfabrik/career-advancement), you can take your assessment to the table to talk about your perceived strengths and weaknesses +* When you ask for a raise, you can sustain your request with a list of your positive impacts +* Right before one of the [1-on-1 meetings](/working-at-sparkfabrik/one-to-one-meetings) scheduled by the company + +## Self-assessment vs external feedback + +Maybe you don't feel like evaluating your impacts by yourself. In that case, you can reach out to someone to evaluate your impact. + +Who is best qualified to help with that, depends on the context: if you're a junior developer, getting feedback from your team leader or from a more senior developer you are working with is ok. +If you are a long-time sparker with high-level duties, working as an architect on a project, maybe talking to our CTO may be the best option. -## Self-assessment vs normal assessment +If in doubt just ask HR about that and we'll sort it out. -Maybe you don't feel like evaluating your own impacts by yourself. In that case, you can reach out to someone to evaluate your impact. +### Self assessment -Who is best qualified really depends on the context: if you're a junior developer, getting feedback from your team leader or from a senior developer you are working with is ok. -If you are a long-time sparker with high-level duties, working as an architect on a project maybe talking to our CTO may be the best option. +Being objective about ourselves is nearly impossible, but it's also true that no one knows us better than we know ourselves. -### Evaluating yourself +If you feel you had less or more impact than expected, try to come up with a **tangible fact** to support your feeling. If you can't, reaching for your responsible to have feedback on that point can be a good idea. +If you feel you are stuck on something or you can't decide, ask yourself these two questions: -Being objective about ourselves is nearly impossible, but it's also true that nobody knows us better. +* Which single action can I take to improve on that? +* What's one action I took that positively impacted the outcome? -If you feel you had less or more impact than expected, try to come up with a **tangible fact** to support your feeling. If you can't, searching for your responsible feedback on that point can be very helpful. -If you feel you are stuck on something or you can't decide, ask yourself: "What is a single thing I can do to be better at that? What is a single thing I've done that if I didn't, would have made for a worse outcome?". This may help you calibrate your perception. +This may help you calibrate your perception. -### Being evaluated +### Being assessed -Although other people may not always be objective in evaluating your impacts, it is important to sustain the conversation openly and get all the reasons behind each score. Even when it's difficult to take, **honest feedback is the most valuable help you can get in your growth**. -Different people will see you in different lights and from different perspectives. This is also food for thought and will help you nurture soft social skills, useful when you will become a team leader or a top manager. +Although other people may not always be objective in evaluating your impacts, it is important to sustain the conversation openly and get all the reasons behind each score. Even when it's difficult to take, **honest feedback is the most valuable thing you can base your growth upon**. +Different people will see you in different lights and from different perspectives. This is also food for thought and will help you nurture social skills, useful if you want to be appointed lead developer, or when you will take an exposed project role like team leader or analyst. -If you feel you got an unfair assessment from your lead, **you can have an HR representative review the evaluation** with you and your lead in advance. +If you feel you got an unfair assessment from your colleague, **you can have an HR representative review the evaluation** with you and the evaluator at the same table. -### Evaluate someone else +### Assessing someone else It may be difficult and uncomfortable to give honest feedback. You may be tempted to be too soft, too rewarding, shy away from harsh topics, etc. Or, quite the opposite you may be in rage for something really bad that recently happened and be tempted to bash your colleague with a bad evaluation, calling off months of good work and wiping the slate clean. -Having to explain your reasons may help you be more objective. Should the conversation become difficult, try to explain to your assessee how they may succeed in the future instead of just pointing out how badly they failed. But don't sweep the dirt under the carpet. **Remember that the reason you are providing feedback is to allow your mate to do a better job next time**. Always trust they will. +Having to explain your reasons may help you be more objective. Should the conversation become difficult, try to explain to your assessee how they may succeed in the future instead of just pointing out how badly they failed. But don't sweep the dirt under the carpet. **Remember that the reason you are providing feedback is to allow your mate to do a better job next time**. Always talk as you trust they will. Because you do. --- -1: Our model has been inspired by [Deeson's one](https://handbook.deeson.co.uk/personal-development/impact-scoring), which in turn is claimed to be borrowed from [Stack Overflow](https://stackoverflow.co/company/careers/) in the first place. Credits go to both companies for the great catch on evaluating substance and not numbers. Thank you guys! \ No newline at end of file +1: Our model has been inspired by [Deeson's one](https://handbook.deeson.co.uk/personal-development/impact-scoring), which in turn is claimed to be borrowed from [Stack Overflow](https://stackoverflow.co/company/careers/) in the first place. Credits go to both companies for the great catch on evaluating substance and not numbers. Thank you, guys! \ No newline at end of file diff --git a/content/working-at-sparkfabrik/one-to-one-meetings.md b/content/working-at-sparkfabrik/one-to-one-meetings.md index 89cd933..f3c1fbf 100644 --- a/content/working-at-sparkfabrik/one-to-one-meetings.md +++ b/content/working-at-sparkfabrik/one-to-one-meetings.md @@ -14,7 +14,7 @@ The time is always right for a one-to-one, should the need arise. Anyone who wan As a rule of thumb, the company will make sure that every employee has at least two one-to-one meetings each year. All employees with a role in operations will attend the meeting with a designated HR representative. There are no prerequisites for one-to-ones, and an effective agenda for the meeting is detailed below, but each employee who wants to take the most out of the event must come prepared with topics to discuss. -The one-to-one is a great opportunity to talk about your career, your performance and your professional goals. If you feel this is important, we strongly advise you [get ready for the meeting with a self-assessment](/working-at-sparkfabrik/impact-assessment). +The one-to-one is a great opportunity to talk about your career, your performance, and your professional goals. If you feel this is important, we strongly advise you [get ready for the meeting with a self-assessment](/working-at-sparkfabrik/impact-assessment). Optionally you can ask for an assessment from your responsible or senior teammate - this is especially recommended for junior developers. ## Goal