Rename Job Familes page to Job Description Library

1. Information related to early exploratory initiatives in which premature sharing of information could slow down purchases.

1. When there is a product offering being developed that is expected to generate very high demand that cannot be quickly met, it should be kept internal in order to give the team the time to create the right solution.

1. Changes to GitLab.com free tier limits such as storage, data transfer, user limits or compute minutes are not public, as they are similar to Pricing and Packaging as discussed below in limited access.

1. Specific details about our hiring processes such as our scoring rubrics & criteria are not public as we want to ensure candidates provide an accurate overview of their experience and do not falsify their responses to meet our criteria. [High-level interview plans are public and documented in each job family](/handbook/hiring/job-families/#job-family-template-1).

1. Specific details about our hiring processes such as our scoring rubrics & criteria are not public as we want to ensure candidates provide an accurate overview of their experience and do not falsify their responses to meet our criteria. [High-level interview plans are public and documented in each job description](/handbook/hiring/job-description-library/#job-description-template-1).

1. GitLab's strategy is internal-only. GitLab goal setting is intentionally ambitious. External folks, without context, could make misinterpretations about the company's financial health and strategic plans, so sharing this information may have [unintended and undesirable effects](/handbook/legal/safe-framework/#effect).

1. Discussion, designs, and code that are subject to the [Discovery phase](/handbook/legal/patent-program/#discussion-of-inventions-and-improvements-to-inventions) of a patent application. Prior to filing the application all product and protype development should take place outside of public repositories.

1. Planned pricing changes. Much like reorganizations, plans around pricing changes are subject to modifications before being finalized. Thus, pricing changes are limited access while in development. Applicable team members will be consulted before any pricing changes are rolled out.

1. Certain discussions that relate to company policy or process changes. Some organizational policies are sensitive in nature and require thoughtful consideration before any communications are made. Relevant team members and leaders will be informed whenever possible.

1. Legal discussions are restricted to the purpose of Attorney-Client Privilege and some may be limited access instead of internal.

1. Some information is kept confidential by the People Group to protect the privacy, safety, and security of team members and applicants, including: job applications, background check reports, reference checks, compensation, terminations details, demographic information (age and date of birth, family or marital status, national identification such as passport details or tax ID, required accommodations), and home address. Whistleblower identity is likewise confidential. Performance improvement plans, disciplinary actions, and individual feedback are restricted, as they may contain negative feedback and [negative feedback is 1-1](/handbook/values/#collaboration) between you and your manager. However, People Group policies and processes are public (for example, [Job families](/handbook/hiring/job-families/) and our [Compensation Calculator](/handbook/total-rewards/compensation/compensation-calculator/calculator/)), along with limited information that team members choose to share on the [Team](/handbook/company/team/) page.

1. Some information is kept confidential by the People Group to protect the privacy, safety, and security of team members and applicants, including: job applications, background check reports, reference checks, compensation, terminations details, demographic information (age and date of birth, family or marital status, national identification such as passport details or tax ID, required accommodations), and home address. Whistleblower identity is likewise confidential. Performance improvement plans, disciplinary actions, and individual feedback are restricted, as they may contain negative feedback and [negative feedback is 1-1](/handbook/values/#collaboration) between you and your manager. However, People Group policies and processes are public (for example, [Job families](/handbook/hiring/job-description-library/) and our [Compensation Calculator](/handbook/total-rewards/compensation/compensation-calculator/calculator/)), along with limited information that team members choose to share on the [Team](/handbook/company/team/) page.

1. Acquisition offers by or of GitLab.

1. Compensation Changes: GitLab will communicate and train team members on the output of iterations to the Total Rewards offerings (Compensation, Equity, Benefits), but team members will not have visibility into the inputs and decision making of compensation changes.

1. Security Incident Investigation: In order to avoid exposing team members to MNPI, the Security Incident Response Team (SIRT) will restrict access to only those necessary to assess the materiality of incidents. Once an incident is determined to not have MNPI the access may be changed to [internal](/handbook/communication/confidentiality-levels/#internal).

    - Note: Please see [Infrastructure Hosting Cost per MAU](/handbook/engineering/infrastructure/performance-indicators/#infrastructure-hosting-cost-per-gitlab-com-monthly-active-users) as an example.

1. Target: What we strive to be above, e.g. ARR has a target

1. Cap: What we strive to be below, e.g. Turnover has a cap

1. [Job family](/handbook/hiring/job-families/): link to job families with this as a performance indicator

1. [Job description](/handbook/hiring/job-description-library/): link to job descriptions with this as a performance indicator

1. Plan: what we have in our yearly plan

1. Commit: the most negative it will be

1. 50/50: the median estimate, 50% chance of being lower and higher

Members of the management group are expected to demonstrate leadership in the way all [GitLab team members are](/handbook/leadership/), plus:

1. Ensuring team members feel included and valued is one of the most important tasks of a manager. Proactively create psychological safety with your team members so that diverse perspectives can be heard and everyone can communicate and contribute authentically and creatively.

1. Ensuring team members understand what is expected of them in their roles is a critical role that managers have to ensure company success. Managers should ensure job families include specific [performance indicators](/handbook/hiring/job-families/#why-job-families-have-performance-indicators) and that is clearly communicated to each team member.

1. Ensuring team members understand what is expected of them in their roles is a critical role that managers have to ensure company success. Managers should ensure job families include specific [performance indicators](/handbook/hiring/job-description-library/#why-job-descriptions-have-performance-indicators) and that is clearly communicated to each team member.

1. [Managing underperformance](/handbook/leadership/underperformance) is another important task of a manager.

1. When times are great, be a voice of moderation. When times are bad, be a voice of hope. In order to effectively be the voice of hope, managers should make sure they understand the company mission, goals, and leadership decisions. If managers have concerns about leadership decisions, they should voice them to leaders in order to understand the context, share key insights from their team members to ensure we make sound decisions, and then be able to explain context to their team members.

1. To maintain an effective organization, a manager's span of control should be around 7 people, ranging anywhere from 4 to 10. Below this range the inefficiency of an extra organizational layer is larger than the benefit of a specialized group. Above this range, the manager doesn't have time to do proper 1:1s anymore.

You are the main driver in your career.  You don't need to wait for your manager to tap you on the shoulder and ask if you are interested or feel like you are ready for a [promotion](/handbook/people-group/promotions-transfers/).  You are a [manager of one](/handbook/values/#managers-of-one). You are empowered!

If you feel that you have earned a promotion, take a look at the [Job Family](/handbook/hiring/job-families/) and [Values](/handbook/values/#managers-of-one) for the position you are interested in.  If you believe you are ready, talk to your manager and share your evidence.

If you feel that you have earned a promotion, take a look at the [Job Description](/handbook/hiring/job-description-library/) and [Values](/handbook/values/#managers-of-one) for the position you are interested in.  If you believe you are ready, talk to your manager and share your evidence.

Let them know that you are starting a Promotion Document, and once you are done, you would like your manager to review it. Your manager will be eager to support you by either moving your promotion document forward or telling you whether or not you need more evidence or more consistent behaviors.  Either way, discussing promotion with your manager will serve you well by ensuring a plan is in place to help get you to the next level. If you know you want to work towards a promotion but are not ready yet, you can use the promotion doc templates below to help drive your employee development conversations.

Going with a staff augmentation or recruitment agency can save you time on sourcing efforts, but you need to invest some additional overhead on vetting the agency itself. In this case, you may want to ask the Finance department and explore agencies already working with GitLab first. You will need to work with the selected agency to understand their policies and the way they work with companies to source and interview candidates.

In either case, you need a job description (JD). If you are hiring for a temporary backfill, you will want to have your JD be as close as possible to the [job family](/handbook/hiring/job-families/) of the role. Otherwise, be as specific about the technical and job requirements as possible. You also want to highlight the cultural norms and [values](/handbook/values) that make GitLab unique since contingent workers will still need to be aware of and adapt to these norms.

In either case, you need a job description (JD). If you are hiring for a temporary backfill, you will want to have your JD be as close as possible to the [job description](/handbook/hiring/job-description-library/) of the role. Otherwise, be as specific about the technical and job requirements as possible. You also want to highlight the cultural norms and [values](/handbook/values) that make GitLab unique since contingent workers will still need to be aware of and adapt to these norms.

## Interview Process