Diferencia entre revisiones de «Business/Startups»

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* https://sonder.gitbook.io/sonder/
* https://sonder.gitbook.io/sonder/
Career paths, salary, promotions
== Compensation ==
* https://revenuecat.notion.site/RevenueCat-Compensation-Philosophy-899394493c9b43789626c0aa46578b2a
== Career paths, salary, promotions ==
* https://cabify.tech/handbook
* https://cabify.tech/handbook

Revisión actual del 09:51 18 abr 2022


Employee ownership

Company Handbooks


Career paths, salary, promotions


Reading Lists


https://library.gv.com/superpowers-at-work-okrs-8426c44a9d82#.b6o11lri4 https://www.youtube.com/watch?v=mJB83EZtAjc

1. OKRs:

 a.	Publicly available to the entire company
 b.	Not directly related to performance evaluation
 c.	Set, reviewed, and revised quarterly (and annually)
 d.	Need to be supported by leadership, (simple) tools, and (lightweight) process
 e.	Speaker recommends simple, open-source tools such as Wikis, Google Docs, etc.  (While not in the video, some tools that I found in search include: BetterWorks, 7Geese, StatusPath, Kapta, Perdoo, Weekdone)

2. Objectives:

 a.	May or may not be measurable but must be strategic (ex: accelerate revenue growth)
 b.	Must link to (i) the OKRs at the next level up (ii) what the individual wants to work on
 c.	Limited to 5 objectives 
 d.	Mostly (60%) set by the individual
 e.	Objective score is the straight, equal weighted average of the key results grades (avoid weighting)

3. Key results:

 a.	Must be measurable (ex: launch a new product or feature; achieve win rate of x%)
 b.	Should be a little uncomfortable so that you are always striving 
 c.	Self-graded quarterly (they should average 0.6 or 0.7 so there is room for improvement; 0.4 or below is bad, but a learning opportunity, not a failure)
 d.	Limited to 4 key results per objective






See also: http://wiki.furilo.com/index.php/Online_Marketing#Sales


See also Money