diff --git a/.DS_Store b/.DS_Store deleted file mode 100644 index 5008ddfc..00000000 Binary files a/.DS_Store and /dev/null differ diff --git a/.dockerignore b/.dockerignore new file mode 100644 index 00000000..27d2dae2 --- /dev/null +++ b/.dockerignore @@ -0,0 +1,2 @@ +*/node_modules +*.log diff --git a/.gitignore b/.gitignore new file mode 100644 index 00000000..5395ea79 --- /dev/null +++ b/.gitignore @@ -0,0 +1,12 @@ +.DS_Store + +node_modules + +lib/core/metadata.js +lib/core/MetadataBlog.js + +website/translated_docs +website/build/ +website/yarn.lock +website/node_modules +website/i18n/* diff --git a/.tool-versions b/.tool-versions new file mode 100644 index 00000000..d82b78e3 --- /dev/null +++ b/.tool-versions @@ -0,0 +1 @@ +nodejs 16.19.0 diff --git a/Dockerfile b/Dockerfile new file mode 100644 index 00000000..c7f1856c --- /dev/null +++ b/Dockerfile @@ -0,0 +1,10 @@ +FROM node:lts + +WORKDIR /app/website + +EXPOSE 3000 35729 +COPY ./docs /app/docs +COPY ./website /app/website +RUN yarn install + +CMD ["yarn", "start"] diff --git a/LICENSE b/LICENSE deleted file mode 100644 index 8dada3ed..00000000 --- a/LICENSE +++ /dev/null @@ -1,201 +0,0 @@ - Apache License - Version 2.0, January 2004 - http://www.apache.org/licenses/ - - TERMS AND CONDITIONS FOR USE, REPRODUCTION, AND DISTRIBUTION - - 1. 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However, in accepting such obligations, You may act only - on Your own behalf and on Your sole responsibility, not on behalf - of any other Contributor, and only if You agree to indemnify, - defend, and hold each Contributor harmless for any liability - incurred by, or claims asserted against, such Contributor by reason - of your accepting any such warranty or additional liability. - - END OF TERMS AND CONDITIONS - - APPENDIX: How to apply the Apache License to your work. - - To apply the Apache License to your work, attach the following - boilerplate notice, with the fields enclosed by brackets "{}" - replaced with your own identifying information. (Don't include - the brackets!) The text should be enclosed in the appropriate - comment syntax for the file format. We also recommend that a - file or class name and description of purpose be included on the - same "printed page" as the copyright notice for easier - identification within third-party archives. - - Copyright {yyyy} {name of copyright owner} - - Licensed under the Apache License, Version 2.0 (the "License"); - you may not use this file except in compliance with the License. - You may obtain a copy of the License at - - http://www.apache.org/licenses/LICENSE-2.0 - - Unless required by applicable law or agreed to in writing, software - distributed under the License is distributed on an "AS IS" BASIS, - WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied. - See the License for the specific language governing permissions and - limitations under the License. diff --git a/README.md b/README.md index 68e96323..119ae857 100644 --- a/README.md +++ b/README.md @@ -1,2 +1,13 @@ -# corp -Assets related to the operation of dbt Labs. +# dbt Labs Employee Handbook + +The goal of our handbook is to create shared understanding of what it means to be an employee at dbt Labs. + +We maintain our handbook publicly in GitHub and also host it on a website: [https://handbook.getdbt.com/](https://handbook.getdbt.com/). + +You may notice that some links aren't accessible to everyone. This is because we link to internal documentation like detailed how-to guides to supplement our handbook information. + +## Suggesting Improvements + +Want to suggest an improvement to our handbook? Go for it— employees can make a PR or submit a ticket to #people-support. + +Learn more about how to use our handbook [here](https://www.notion.so/Employee-Handbook-Overview-f0b1099a6e864853915deff0eae4013e). diff --git a/Writing bug reports in analytics.md b/Writing bug reports in analytics.md deleted file mode 100644 index 55f3baaf..00000000 --- a/Writing bug reports in analytics.md +++ /dev/null @@ -1,39 +0,0 @@ -# Writing bug reports in analytics -From time to time, some of our work will impact existing reports such that they use show different numbers to what is expected. When this happens, we definitely want to know about it! Unfortunately, a lot of the time, we will get alerted that something is "wrong" or "broken" without enough details for us to diagnose the issue effectively. To help us fix things as quickly as possible, it's really important to communicate the bug clearly. Often, as the bug reporter, spending some extra effort when reporting the bug will save lots of effort in making the fix! - -If you've noticed a bug, we recommend opening up an issue on your dbt repo. We use the same structure in reporting analytics bugs that software engineers do when reporting software bugs. - -## Steps to reproduce: -List the steps that took you on your journey to discovering this bug! Include hyperlinks so we can go on the same journey. - -Example: -``` -## Steps to reproduce: -* Go to [this Looker/Mode/Periscope report](www.link_to_report.com). -* Also go to [this GA dashboard](www.link_to_ga.com). -``` - -## Expected resuts: -Explain what you expected to see when you went on your journey of bug-discovery. If you have historical data (e.g. a screenshot of the same report from last week), here is a great place to include it! -Example: -``` -## Expected resuts: -* The pageview numbers for yesterday _should_ be somewhat similar. -``` - -## Actual results -Explain what you saw that made you go "that doesn't look right". Include screenshots! -``` -## Actual resuts: -* Looker is reporting 500 pageviews: -[Screenshot of Looker] -* GA is reporting 100 page views: -[Screenshot of GA] -``` - -## Extra details -Include any extra details that you think might be relevant. If you're someone that is close to the dbt code, you might know of a recent PR related to this area. -``` -## Extra details -PR #27 "Join page views to users" was merged just before we noticed these errors -``` diff --git a/company-operating-system.md b/company-operating-system.md deleted file mode 100644 index 052eda2f..00000000 --- a/company-operating-system.md +++ /dev/null @@ -1,41 +0,0 @@ -## Company Operating System - -### What is a company operating system? - -A company is made up of people. These people do things to help the company make progress towards its goals. The way people within a company do things—how they communicate, how they create, how they decide—is that company's operating system. - -A company's operating system is the foundation for which all work at that company gets done. Companies with excellent operating systems will be more innovative and productive. Employees at these companies will be happier and more fulfilled. - -There are two core processes that take place within any company: making decisions and doing work. An excellent operating system will be opinionated about both. - -Companies will naturally build operating systems whether or not decisions are proactively made to build them. Decisions need to be made and work needs to get done, and if proactive decisions are not made as to how these things get done, habits will form, then calcify, then get transmitted to new people. - -Changing norms of human behavior is far harder than establishing them. As such, we choose to form those norms proactively. - -### The dbt Labs Operating System - -#### 1. Making Decisions - -- core principles of decision-making - - delay decisions for as long as possible but no longer - - decisiveness is more important than correctness - - a decision, once made, can be relied upon - - disagree and commit - -- first step for making any decision: decide how you are going to decide - - what people need to be involved? - - what information is required? - - how, and to whom, should it be communicated? - - how should it be implemented? - -##### 2. Doing Work -... - -##### 3. Updating the Operating System -... - -We have root access to and the source code of our own operating system: we can extend it, refactor it, and even trash huge sections of it if we choose. As we evolve as a company, we will doubtless need to update it in many ways. - -Because our operating system underlies everything that we do, it's important that we are mindful of the dependencies involved in making updates. Since the hardware for this operating system is the human brain, changes to it could require neural re-wiring and significant communication. These can be costly in terms of time and energy. - -The difficulty of change does not mean that we should not undertake this effort, however. Rather, it means we should do so carefully. diff --git a/dbt Labs Code of Conduct.md b/dbt Labs Code of Conduct.md deleted file mode 100644 index a43cfa31..00000000 --- a/dbt Labs Code of Conduct.md +++ /dev/null @@ -1,103 +0,0 @@ -# dbt Labs Code of Conduct - -## Introduction -This Code of Conduct (“Code”) is to act as a guide for behavior to assist us all in making good (and legal) decisions, however, it is not meant to be a legal contract. Employees are expected to read and comply with the requirements stated in this Code, as well as all applicable laws and regulations. - -This Code is subject to change at any time at dbt Labs’s sole discretion. This Code supersedes all preexisting policies of dbt Labs to the extent that they conflict with this Code. Only dbt Labs may modify this Code. This Code is meant to work in conjunction with the employee handbook, and if there is any perceived conflict between the two, please address concerns to the Head of People, Meghan Colón (or for non-employees to legal@dbtlabs.com). - -## Open Door / Speak Up Policy - -If you have any questions concerning this Code, or are unsure about appropriate conduct in a situation, we encourage employees to consult their immediate supervisor, talk to one of the members of the leadership team, the Head of People, Meghan Colón (Email: meg@dbtlabs.com or Slack: @meg) for clarification, or, for non-employees, legal@dbtlabs.com. **If you suspect that a crime or a violation of the Code has been committed by dbt Labs, another employee or even a visitor or client, please immediately report your concerns to the company.** To do so, contact Meghan Colón directly, or you may also report your concerns utilizing our anonymous reporting hotline, EthicsPoint or by sending your concerns to the PeopleOps team as described in [this](https://www.notion.so/dbt-Labs-Anonymous-Hotline-309767332cbc4fdf8b8fee1bc7c5e9ce) page, or for non-employees contact legal@dbtlabs.com. - -We are committed to preventing any occurrences of unethical or unlawful behavior, and to halting any unethical or unlawful behavior that may occur as soon as reasonably possible after discovery. We are also committed to promptly investigating reported concerns in a prompt manner and taking appropriate remedial action. Investigations and reports will be treated as confidential to the extent feasible and permitted by law. Violation of this Code or applicable laws or regulations may result in disciplinary action up to and including immediate termination of employment. - -Furthermore, dbt Labs is committed to protecting the rights of those individuals who report concerns to us. No individual will be retaliated against for making a complaint in good faith regarding a violation of these policies, or for participating in good faith in an investigation pursuant to these policies. If an individual feels they have been retaliated against, the individual should file a complaint using the procedures set forth above. This protection applies to all employees, agents and customers of dbt Labs. Lastly, nothing in this Code prevents, restricts or prohibits employees from reporting to an appropriate governmental agency, regulatory authority or other entity, conduct that the employee believes to be violation of law. - -## Equal Employment Opportunity - -dbt Labs is an Equal Opportunity Employer that does not discriminate on the basis of race, color, national origin, ancestry, sex, pregnancy (which includes childbirth, breastfeeding and medical conditions related to pregnancy, childbirth or breastfeeding), gender identity, gender expression, religion, disability, genetic information, age, marital status, sexual orientation, military and veteran status, family and medical leave, or any other characteristic protected by federal, state or local law. Our management team is dedicated to this policy with respect to recruitment, hiring, placement, promotion, transfer, training, compensation, benefits, employee activities and general treatment during employment. - -dbt Labs will endeavor to accommodate the sincere religious beliefs of its employees to the extent such accommodation does not pose an undue hardship on dbt Labs's operations, and make reasonable accommodations for qualified individuals with disabilities to, at least, the extent required by law. If you wish to request such an accommodation, please speak to the Head of People, Meghan Colón (Email: meg@dbtlabs.com or Slack: @meg). - -## Anti-harassment and Discrimination Policy - -It is the policy of dbt Labs to provide a work environment free from all forms of discrimination, including sexual harassment and harassment based on any protected status. dbt Labs is committed to the elimination of all harassment and discrimination in the workplace and will not tolerate the harassment of our employees, whether by an employee, customer, vendor, business partner or guest. - -Discrimination includes, but is not limited to: making any employment decision or employment-related action on the basis of any of the protected classes listed above. Harassment is generally defined as unwelcome verbal or nonverbal conduct, based upon a person’s protected characteristic, that denigrates or shows hostility or aversion toward the person because of the characteristic, and which affects the person’s employment opportunities or benefits, has the purpose or effect of unreasonably interfering with the person’s work performance, or has the purpose or effect of creating an intimidating, hostile or offensive working environment. - -Harassing conduct includes, but is not limited to: epithets; slurs or negative stereotyping; threatening, intimidating or hostile acts; or denigrating jokes and display or circulation in the workplace of written or graphic material that denigrates or shows hostility or aversion toward an individual or group based on their protected characteristic. - -Sexual harassment is defined as unwelcome sexual advances, requests for sexual favors and other verbal, visual or physical conduct of a sexual nature, when: -1. Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment; -2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; or -3. Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment. - -Examples of sexual harassment include, but are not limited to: unwelcome or unsolicited sexual advances; displaying sexually suggestive material; unwelcome sexual flirtations, advances or propositions; suggestive comments; verbal abuse of a sexual nature; sexually-oriented jokes; crude or vulgar language or gestures; graphic or verbal commentaries about an individual’s body; display or distribution of obscene materials; physical contact such as patting, pinching or brushing against someone’s body; or physical assault of a sexual nature. - -## Human Rights - -dbt Labs is committed to protecting basic human rights for all individuals as outlined in the United Nations’ Guiding Principles on Business and Human Rights. In compliance with these principles, dbt Labs is guided by the “protect, respect, and remedy” framework. Our commitment to these principles means: -- We will not engage child labor, nor buy from or support companies who are known to exploit child labor. -- We oppose forced or compulsory labor and human trafficking. -- We ensure fair treatment and work conditions for all employees, including the right to freedom of association and collective bargaining. - -A copy of the UN principles can be found here: - -## Professional Conduct Policy - -dbt Labs expects its employees to adhere to a standard of professional conduct and integrity. This ensures that the work environment is safe, comfortable and productive. Employees should be respectful, courteous, and mindful of others’ feelings and needs. General cooperation between coworkers and supervisors is expected. Individuals who act in an unprofessional manner may be subject to disciplinary action up to and including immediate termination of employment. - -## Drug and Alcohol-Free Workplace Policy -dbt Labs is committed to providing a safe work environment and to fostering the well-being and health of its employees. This policy applies to all employees and other individuals who perform work for dbt Labs. - -The unlawful or unauthorized use, abuse, solicitation, theft, possession, transfer, purchase, sale or distribution of controlled substances (including medical marijuana), drug paraphernalia or alcohol by an individual anywhere on dbt Labs premises, while on dbt Labs business or while representing dbt Labs, is strictly prohibited. Employees and other individuals who work for dbt Labs also are prohibited from reporting to work or working while they are using or under the influence of alcohol or any controlled substances, except when the use is pursuant to a valid prescription from a licensed medical practitioner and the licensed medical practitioner authorized the employee or individual to report to work. However, if an employee’s authorized use of prescription drugs interferes with the employee's ability to perform their job or otherwise poses safety concerns, in the workplace, the individual may be removed from their position, reassigned to a different position, or discharged if the circumstances warrant. To be clear, employees have no right to report to work under the influence of medical marijuana, except as permitted by and in accordance with applicable law. - -This restriction does not apply to responsible drinking of alcohol at business events and related social outings where alcoholic beverages are served, and events for dbt Labs where alcoholic beverages are served. It is the responsibility of every employee to drink responsibly at these events. You should not drink and drive. dbt Labs will reimburse you for the cost of reasonable transportation to get you home from any event you attend as part of your work responsibilities. dbt Labs will not excuse bad behavior due to your failure to drink responsibly and we assume no responsibility to monitor or limit your consumption of alcoholic beverages. The goal of this policy is to balance our respect for individuals with the need to maintain a safe, productive and drug-free environment. Violation of this policy will result in disciplinary action, up to and including discharge. - -## Conflicts of Interest -### General -dbt Labs recognizes the right of employees to engage in activities outside of employment which are of a private nature and unrelated to dbt Labs’s business. Please contact your supervisor or the Head of People, Meghan Colón (Email: meg@dbtlabs.com or Slack: @meg), if you have questions regarding a possible conflict of interest or outside activity that might interfere with your job responsibilities with dbt Labs. Also, you may at times be asked to complete a questionnaire dealing with possible conflicts of interest. - -Conflicts of interest are common in (but not limited to) the following four situations. -1. When an employee or a member of the employee’s family has significant direct or indirect financial interest in, or obligation to an actual or potential competitor, supplier, partner, reseller or customer of dbt Labs, or any entity in which dbt Labs has an interest; -2. When an employee conducts business on behalf of dbt Labs with a supplier, partner, reseller or customer in which the employee’s relative is a principal, an officer or a representative; -3. When gifts worth more than US$200.00 from a current or potential supplier, partner, reseller or customer are accepted by an employee, a member of the employee’s family, or any person, charity or other entity designated by the employee; -4. When an employee misappropriates information obtained in the course of his or her employment. - -Customers include (i) those who buy our services, and (ii) those who can exercise major influence on our customers. - -## Improper Payments / Anti-bribery -dbt Labs specifically prohibits offering, giving, soliciting, or receiving any form of bribe or kickback. These are criminal acts and can result in criminal prosecution of both the individual involved and dbt Labs. All gifts to federal, state or municipal employees or other public officials are forbidden. - -## Foreign Corrupt Practices Act -dbt Labs complies with all laws and regulations concerning bribery to foreign individual and entities (ex. Foreign Corrupt Practices Act in U.S.A.) - -Any payment to a foreign official for the purpose of influencing that individual to assist in obtaining or retaining dbt Labs business for any person, including any business organization, our any of our clients is prohibited. dbt Labs strictly prohibits any employee from making any payment on dbt Labs’s behalf or on behalf of one of our clients that would violate those laws and regulations. Employees who violate this policy are subject to disciplinary action up to and including immediate termination of employment. - -## Antitrust -### General -It is dbt Labs’s policy to uphold and comply with antitrust laws. Strict adherence to these standards will help employees and dbt Labs avoid criminal and civil penalties. Such adherence also will ensure that dbt Labs will continue to act as a vigorous but fair competitor within the marketplace. - -### Antitrust laws - -The Antitrust laws have evolved over a period of many years in response to a need to promote vigorous competition at all levels of commerce. - -There are two principal federal antitrust laws that affect your business discussions and dealings: -1. The Sherman Act -2. The Robinson-Patman Act - -_**The Sherman Act**_ The most widely recognized activity that is illegal under the Sherman Act is price fixing, conduct which includes agreements or arrangements to "stabilize" prices with distributors or competitors. Less well known but equally illegal, are arrangements, understandings, discussions or "gentlemen's agreements" with competitors about allocation of production, customers or territories. Discussions or "understandings" with our distributors regarding bidding arrangements, agreements to boycott certain customers or suppliers, also are strictly prohibited as a matter of dbt Labs policy. Regardless of how innocent discussions of these topics may seem, they may be illegal. - -The Sherman Act also makes it illegal under some circumstances, to require a customer to buy one product as a condition of purchasing another product. Such arrangements are called "tying" agreements and may be illegal. The Sherman Act further prohibits you, under some circumstances, from insisting that customers deal exclusively with dbt Labs and not purchase services or products from its competitors. - -_**The Robinson-Patman Act**_ The Robinson-Patman Act is concerned with discrimination in the prices charged to various customers. The basic purpose of this Act is to protect small businesses by requiring that price discounts, favorable marketing programs and promotional services be made available to all customers regardless of their size or purchasing power. There are a number of exceptions to the Robinson-Patman Act. For example, volume discounts may justify cost differentials. A lower price may be quoted to a customer if it can be demonstrated that it is necessary to do so in order to meet a similarly quoted price from a competitor. - -## Environment - -We preserve and protect the environment. Because our fully-distributed workforce does not commute to offices, we reduce our carbon footprint daily. Recycling obsolete equipment is another key initiative we’ve undertaken. We are committed to finding more ways to utilize sustainable energy, source “green” products, and prioritize reuse and recycle initiatives. We encourage employees to suggest more ways of protecting and preserving the environment. - -## Workplace Health and Safety - -We are committed to providing a safe and healthy work environment for all employees, whether they are working on-site in a dbt Labs owned or leased property or working remotely from home or in a co-working space. dbt Labs provides an annual stipend for employees, which should be used to purchase items such as ergonomic work equipment, proper lighting, or other equipment or modifications needed to allow our employees to work effectively and safely from their chosen location. Because our workforce is distributed, we must rely upon our employees to ensure that work areas are kept safe and free of hazardous conditions. Before starting work each day, please survey your workspace to ensure it is free from any hazards or health or safety risks. - -dbt Labs intends to comply with all health and safety laws applicable to our business. If you become aware of any safety-related concern, hazardous condition, or other workplace injury, accident, or illness, you must immediately report the matter to your supervisor or the Head of People, Meghan Colón (Email: meg@dbtlabs.com or Slack: @meg). diff --git a/dbt_coding_conventions.md b/dbt_coding_conventions.md deleted file mode 100644 index 5099be7d..00000000 --- a/dbt_coding_conventions.md +++ /dev/null @@ -1,2 +0,0 @@ -# This page has moved -Please visit [here](/dbt_style_guide.md) instead. diff --git a/dbt_style_guide.md b/dbt_style_guide.md deleted file mode 100644 index b611af4b..00000000 --- a/dbt_style_guide.md +++ /dev/null @@ -1,641 +0,0 @@ -# dbt Style Guide - -## Model Organization -Our models (typically) fit into two main categories: - -| Category | Description | -|----------|---------------------------------------------------------| -| Staging | Contains models which clean and standardize data | -| Marts | Contains models which combine or heavily transform data | - -Things to note: -- There are different types of models -that typically exist in each of the above categories. -See [Model Layers](#model-layers) for more information. - -- Read [How we structure our dbt projects](https://docs.getdbt.com/guides/best-practices/how-we-structure/1-guide-overview) for an example and more details around organization. - -## Model Layers -- Only models in `staging` should select from [sources](https://docs.getdbt.com/docs/building-a-dbt-project/using-sources) -- Models not within the `staging` folder should select from [refs](https://docs.getdbt.com/reference/dbt-jinja-functions/ref). -- The following are the DAG stages that we tend to utilize: -
- - Common - - | dag_stage | Typically found in | description | - |-----------|--------------------|--------------------------------------------------------------------| - | seed_ | /seeds |
  • Indicates a data set created from `dbt seed`. | - | stg_ | /models/staging |
  • Indicates a data set that is being cleaned and standardized.
  • In absence of a base_ layer, it represents the 1:1 relationship between the source and first layer of models.
    • | | - | int_ | /models/marts |
  • Indicates a logical step towards creating a final data set.
  • Typically used for:
    • | - | dim_ | /models/marts |
  • Flags data which is used to describe an entity.
  • Indicates a final data which is robust, versatile, and ready for consumption.
    • | - | fct_ | /models/marts |
  • Flags data which is in the form of numeric facts observed during measurement events.
  • Indicates a final data which is robust, versatile, and ready for consumption.
    • | - -
    - -
    - - Uncommon - - | dag_stage | Typically found in | description | - |-----------|--------------------|--------------------------------------------------------------------| - | base_ | /models/staging |
  • Indicates cleaning and standardization on a data set before joining to other data sets in `stg_` models.
  • Typically used when multiple sources are rarely used independently.

    Example:
    Location data in our org is seldom used partially, so we want to create one cleaned data set which puts it all together.

    Step 1: Models to clean and standardize each data set:
    • base_location__addresses.sql
    • base_location__countries.sql
    • base_location__states.sql

    Step 2: A model to join all location data as one entity for use in downstream modeling:
    • stg_location__locations.sql
    | - | report_ | /models/reports | Indicates that a final data sets are being modeled to pre-aggregate reports for use in outside tooling. | - -
    • - -## Model File Naming and Coding - -- All objects should be plural. - Example: `stg_stripe__invoices.sql` vs. `stg_stripe__invoice.sql` - -- All objects should have a prefix to indicate their DAG stage in the flow. - See [Model Layers](#model-layers) for more information. - -- All models should use the naming convention `___`. See [this article](https://docs.getdbt.com/blog/stakeholder-friendly-model-names) for more information. - - For models in the **marts** folder `__` is optional. - - Models in the **staging** folder should use the source's name as the `` and the entity name as the `additional_context`. - - Examples: - - seed_snowflake_spend.csv - - base_stripe__invoices.sql - - stg_stripe__customers.sql - - stg_salesforce__customers.sql - - int_customers__unioned.sql - - fct_orders.sql - -- Schema, table and column names should be in `snake_case`. - -- Limit use of abbreviations that are related to domain knowledge. An onboarding - employee will understand `current_order_status` better than `current_os`. - -- Use names based on the _business_ terminology, rather than the source terminology. - -- Each model should have a primary key that can identify the unique row, and should be named `_id`, e.g. `account_id` – this makes it easier to know what `id` is being referenced in downstream joined models. - -- If a surrogate key is created, it should be named `_sk`. - -- For `base` or `staging` models, columns should be ordered in categories, where identifiers are first and date/time fields are at the end. - Example: - ```sql - transformed as ( - select - -- ids - order_id, - customer_id, - - -- dimensions - order_status, - is_shipped, - - -- measures - order_total, - - -- date/times - created_at, - updated_at, - - -- metadata - _sdc_batched_at - from source - ) - ``` - -- Date/time columns should be named according to these conventions: - - Timestamps: `_at` - Format: UTC - Example: `created_at` - - - Dates: `_date` - Format: Date - Example: `created_date` - -- Booleans should be prefixed with `is_` or `has_`. - Example: `is_active_customer` and `has_admin_access` - -- Price/revenue fields should be in decimal currency (e.g. `19.99` for $19.99; many app databases store prices as integers in cents). If non-decimal currency is used, indicate this with suffix, e.g. `price_in_cents`. - -- Avoid using reserved words (such as [these](https://docs.snowflake.com/en/sql-reference/reserved-keywords.html) for Snowflake) as column names. - -- Consistency is key! Use the same field names across models where possible. -Example: a key to the `customers` table should be named `customer_id` rather than `user_id`. - -## Model Configurations - -- Model configurations at the [folder level](https://docs.getdbt.com/reference/model-configs#configuring-directories-of-models-in-dbt_projectyml) should be considered (and if applicable, applied) first. -- More specific configurations should be applied at the model level [using one of these methods](https://docs.getdbt.com/reference/model-configs#apply-configurations-to-one-model-only). -- Models within the `marts` folder should be materialized as `table` or `incremental`. - - By default, `marts` should be materialized as `table` within `dbt_project.yml`. - - If switching to `incremental`, this should be specified in the model's configuration. - -## Testing - -- At a minimum, `unique` and `not_null` tests should be applied to the expected primary key of each model. - -## CTEs - -For more information about why we use so many CTEs, check out [this glossary entry](https://docs.getdbt.com/terms/cte). - -- Where performance permits, CTEs should perform a single, logical unit of work. - -- CTE names should be as verbose as needed to convey what they do. - -- CTEs with confusing or noteable logic should be commented with SQL comments as you would with any complex functions, and should be located above the CTE. - -- CTEs that are duplicated across models should be pulled out and created as their own models. - -- CTEs fall in to two main categories: - | Term | Definition | - |---------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------| - | Import | Used to bring data into a model. These are kept relatively simple and refrain from complex operations such as joins and column transformations. | - | Logical | Used to perform a logical step with the data that is brought into the model toward the end result. | - -- All `{{ ref() }}` or `{{ source() }}` statements should be placed within import CTEs so that dependent model references are easily seen and located. - -- Where applicable, opt for filtering within import CTEs over filtering within logical CTEs. This allows a developer to easily see which data contributes to the end result. - -- SQL should end with a simple select statement. All other logic should be contained within CTEs to make stepping through logic easier while troubleshooting. - Example: `select * from final` - -- SQL and CTEs within a model should follow this structure: - - `with` statement - - Import CTEs - - Logical CTEs - - Simple select statement - -### Example SQL with CTEs - - ``` sql - -- Jaffle shop went international! - with - - -- Import CTEs - regions as ( - select * from {{ ref('stg_jaffle_shop__regions') }} - ), - - nations as ( - select * from {{ ref('stg_jaffle_shop__nations') }} - ), - - suppliers as ( - select * from {{ ref('stg_jaffle_shop__suppliers') }} - ), - - -- Logical CTEs - locations as ( - select - {{ dbt_utils.generate_surrogate_key([ - 'regions.region_id', - 'nations.nation_id' - ]) }} as location_sk, - regions.region_id, - regions.region, - regions.region_comment, - nations.nation_id, - nations.nation, - nations.nation_comment - from regions - left join nations - on regions.region_id = nations.region_id - ), - - final as ( - select - suppliers.supplier_id, - suppliers.location_id, - locations.region_id, - locations.nation_id, - suppliers.supplier_name, - suppliers.supplier_address, - suppliers.phone_number, - locations.region, - locations.region_comment, - locations.nation, - locations.nation_comment, - suppliers.account_balance - from suppliers - inner join locations - on suppliers.location_id = locations.location_sk - ) - - -- Simple select statement - select * from final - ``` - -## SQL style guide -- **DO NOT OPTIMIZE FOR FEWER LINES OF CODE.** - - New lines are cheap, brain time is expensive; new lines should be used within reason to produce code that is easily read. - -- Use trailing commas - -- Indents should use four spaces. - -- When dealing with long `when` or `where` clauses, predicates should be on a new - line and indented. - Example: - ```sql - where - user_id is not null - and status = 'pending' - and location = 'hq' - ``` - -- Lines of SQL should be no longer than 80 characters and new lines should be used to ensure this. - Example: - ```sql - sum( - case - when order_status = 'complete' - then order_total - end - ) as monthly_total, - - - - {{ get_windowed_values( - strategy='sum', - partition='order_id', - order_by='created_at', - column_list=[ - 'final_cost' - ] - ) }} as total_final_cost - ``` - -- Use all lowercase unless a specific scenario needs you to do otherwise. This means that keywords, field names, function names, and file names - should all be lowercased. - -- The `as` keyword should be used when aliasing a field or table - -- Fields should be stated before aggregates / window functions - -- Aggregations should be executed as early as possible before joining to another table. - -- Ordering and grouping by a number (eg. group by 1, 2) is preferred over listing the column names (see [this rant](https://blog.getdbt.com/write-better-sql-a-defense-of-group-by-1/) for why). Note that if you are grouping by more than a few columns, it may be worth revisiting your model design. If you really need to, the [dbt_utils.group_by](https://github.com/dbt-labs/dbt-utils/tree/0.8.6/macros/sql/groupby.sql) function may come in handy. - -- Prefer `union all` to `union` [*](http://docs.aws.amazon.com/redshift/latest/dg/c_example_unionall_query.html) - -- Avoid table aliases in join conditions (especially initialisms) – it's harder to understand what the table called "c" is compared to "customers". - -- If joining two or more tables, _always_ prefix your column names with the table alias. If only selecting from one table, prefixes are not needed. - -- Be explicit about your join (i.e. write `inner join` instead of `join`). `left joins` are the most common, `right joins` often indicate that you should change which table you select `from` and which one you `join` to. - -- Avoid the `using` clause in joins, preferring instead to explicitly list the CTEs and associated join keys with an `on` clause. - -- Joins should list the left table first (i.e., the table you're joining data to) - Example: - ```sql - select - trips.*, - drivers.rating as driver_rating, - riders.rating as rider_rating - from trips - left join users as drivers - on trips.driver_id = drivers.user_id - left join users as riders - on trips.rider_id = riders.user_id - - ``` - -### Example SQL - ```sql - with - - my_data as ( - select * from {{ ref('my_data') }} - where not is_deleted - ), - - some_cte as ( - select * from {{ ref('some_cte') }} - ), - - some_cte_agg as ( - select - id, - sum(field_4) as total_field_4, - max(field_5) as max_field_5 - from some_cte - group by 1 - ), - - final as ( - select [distinct] - my_data.field_1, - my_data.field_2, - my_data.field_3, - - -- use line breaks to visually separate calculations into blocks - case - when my_data.cancellation_date is null - and my_data.expiration_date is not null - then expiration_data - when my_data.cancellation_date is null - then my_data.start_date + 7 - else my_data.cancellation_date - end as cancellation_date, - - some_cte_agg.total_field_4, - some_cte_agg.max_field_5 - from my_data - left join some_cte_agg - on my_data.id = some_cte_agg.id - where - my_data.field_1 = 'abc' - and ( - my_data.field_2 = 'def' - or my_data.field_2 = 'ghi' - ) - qualify row_number() over( - partition by my_data.field_1 - order by my_data.start_date desc - ) = 1 - ) - - select * from final - ``` - -## YAML and Markdown style guide - -- Every subdirectory contains their own `.yml` file(s) which contain configurations for the models within the subdirectory. - -- YAML and markdown files should be prefixed with an underscore ( `_` ) to keep it at the top of the subdirectory. - -- YAML and markdown files should be named with the convention `___`. - - Examples: `_jaffle_shop__sources.yml`, `_jaffle_shop__docs.md` - - - `description` is typically the folder of models you're setting configurations for. - Examples: `core`, `staging`, `intermediate` - - `config` is the top-level resource you are configuring. - Examples: `docs`, `models`, `sources` -- Indents should use two spaces. - -- List items should be indented. - -- Use a new line to separate list items that are dictionaries, where appropriate. - -- Lines of YAML should be no longer than 80 characters. - -- Items listed in a single .yml or .md file should be sorted alphabetically for ease of finding in larger files. - -- Each top-level configuration should use a separate `.yml` file (i.e, sources, models) - Example: - ```bash - models - ├── marts - └── staging - └── jaffle_shop - ├── _jaffle_shop__docs.md - - ├── _jaffle_shop__models.yml - ├── _jaffle_shop__sources.yml - ├── stg_jaffle_shop__customers.sql - ├── stg_jaffle_shop__orders.sql - └── stg_jaffle_shop__payments.sql - ``` - -- `dbt_project.yml` configurations should be prefixed with `+` to avoid namespace collision with directories. - - Example: - ```bash - models: - my_project: - marts: - +materialized: table - ``` - -### Example YAML - `_jaffle_shop__models.yml`: - - ```yaml - version: 2 - - models: - - - name: base_jaffle_shop__nations - - description: This model cleans the raw nations data - columns: - - name: nation_id - tests: - - unique - - not_null - - - name: base_jaffle_shop__regions - description: > - This model cleans the raw regions data before being joined with nations - data to create one cleaned locations table for use in marts. - columns: - - name: region_id - tests: - - unique - - not_null - - - name: stg_jaffle_shop__locations - - description: "{{ doc('jaffle_shop_location_details') }}" - - columns: - - name: location_sk - tests: - - unique - - not_null - ``` - - ### Example Markdown - `_jaffle_shop__docs.md`: - - ```markdown - {% docs enumerated_statuses %} - - Although most of our data sets have statuses attached, you may find some - that are enumerated. The following table can help you identify these statuses. - | Status | Description | - |--------|---------------| - | 1 | ordered | - | 2 | shipped | - | 3 | pending | - | 4 | order_pending | - - - {% enddocs %} - - {% docs statuses %} - - Statuses can be found in many of our raw data sets. The following lists - statuses and their descriptions: - | Status | Description | - |---------------|-----------------------------------------------------------------------------| - | ordered | A customer has paid at checkout. | - | shipped | An order has a tracking number attached. | - | pending | An order has been paid, but doesn't have a tracking number. | - | order_pending | A customer has not yet paid at checkout, but has items in their cart. | - - {% enddocs %} -``` - -## Jinja style guide - -- Jinja delimiters should have spaces inside of the delimiter between the brackets and your code. - Example: `{{ this }}` instead of `{{this}}` - -- Use [whitespace control](https://jinja.palletsprojects.com/en/3.1.x/templates/#whitespace-control) to make compiled SQL more readable. - -- An effort should be made for a good balance in readability for both templated -and compiled code. However, opt for code readability over compiled SQL readability -when needed. - -- A macro file should be named after the _main_ macro it contains. - -- A file with more than one macro should follow these conventions: - - There is one macro which is the main focal point - - The file is named for the main macro or idea - - All other macros within the file are only used for the purposes of the main - idea and not used by other macros outside of the file. - -- Use new lines to visually indicate logical blocks of Jinja or to enhance readability. - Example: - ```jinja - {%- set orig_cols = adapter.get_columns_in_relation(ref('fct_orders')) %} - - {%- set new_cols = dbt_utils.star( - from=ref('fct_order_items'), - except=orig_cols - ) %} - - -- original columns. {{ col }} is indented here, but choose what will satisfy - -- your own balance for Jinja vs. SQL readability. - {%- for col in orig_cols %} - {{ col }} - {% endfor %} - - -- column difference - {{ new_cols }} - ``` - -- Use new lines within Jinja delimiters and arrays if there are multiple arguments. - Example: - ```jinja - {%- dbt_utils.star( - from=ref('stg_jaffle_shop__orders'), - except=[ - 'order_id', - 'ordered_at', - 'status' - ], - prefix='order_' - ) %} - ``` - -## Metrics style guide - -### Organizing Metrics - -* Metrics are categorized by entity (object grain that the metrics occurs), and filenames directly correspond to metrics. - Filenames are prefixed with `base__` only if they are pre-calculated inputs to derived metrics in other files. - ``` - ├── dbt_project.yml - └── models - ├── marts - ├── staging - └── metrics - ├── projects - | ├── active_projects.yml - ├── accounts - | ├── active_cloud_accounts.yml - └── users - ├── base__net_promoter_score.yml - └── net_promoter_score.yml - - ``` - -### Metrics Conventions - -dbt Metrics fall into four broad categories: -1. Company metrics -2. Team KPIs -3. OKRs -4. Specific metrics related to a product area, business unit, or business function that is not necessarily a team KPI, but important to track nonetheless. - -Because of the wide socialization of these docs and downstream usage in the BI layer, consistency and clarity are _very_ important. Below are the general standards and examples of how we format and implement metrics at dbt Labs: -* Metrics names must begin with a letter, cannot contain whitespace, and should be all lowercase. -* The [minimum required properties](https://docs.getdbt.com/docs/building-a-dbt-project/metrics#available-properties) must be present in the metric definition. -* Tags and/or Meta properties should match the categories above and be used to organize metrics at the category or business function level. -* Meta properties should be used to track metric definition ownership. -* For up-to-date information on metrics, please see the [metrics docs on defining a metric](https://docs.getdbt.com/docs/building-a-dbt-project/metrics#defining-a-metric) or the [dbt-labs/metrics README](https://github.com/dbt-labs/dbt_metrics#readme) - -### Example Metrics YAML -```yaml -version: 2 - -metrics: - - name: base__total_nps_respondents_cloud - label: (Base) Total of NPS Respondents (Cloud) - model: ref('fct_customer_nps') - description: > - 'The count of users responding to NPS surveys in dbt Cloud.' - tags: ['Company Metric'] - - calculation_method: count - expression: unique_id - - timestamp: created_at - time_grains: [day, month, quarter, year] - - dimensions: - - feedback_source - - filters: - - field: feedback_source - operator: '=' - value: "'dbt_cloud_nps'" - - meta: - metric_level: 'Company' - owner(s): 'Jane Doe' - - - - name: base__count_nps_promoters_cloud - label: (Base) Count of NPS Promoters (Cloud) - model: ref('fct_customer_nps') - description: > - 'The count of dbt Cloud respondents that fall into the promoters segment.' - tags: ['Company Metric'] - - calculation_method: count - expression: unique_id - - timestamp: created_at - time_grains: [day, month, quarter, year] - - filters: - - field: feedback_source - operator: '=' - value: "'dbt_cloud_nps'" - - field: nps_category - operator: '=' - value: "'promoter'" - - meta: - metric_level: 'Company' - owner(s): 'Jane Doe' - - - name: promoters_pct - label: Percent Promoters (Cloud) - description: 'The percent of dbt Cloud users in the promoters segment.' - tags: ['Company Metric'] - - calculation_method: derived - expression: "{{metric('base__count_nps_promoters_cloud')}} / {{metric('base__total_nps_respondents_cloud')}}" - - timestamp: created_at - time_grains: [day, month, quarter, year] - - meta: - metric_level: 'Company' - owner(s): 'Jane Doe' -``` diff --git a/docker-compose.yml b/docker-compose.yml new file mode 100644 index 00000000..6711192a --- /dev/null +++ b/docker-compose.yml @@ -0,0 +1,18 @@ +version: "3" + +services: + docusaurus: + build: . + ports: + - 3000:3000 + - 35729:35729 + volumes: + - ./docs:/app/docs + - ./website/blog:/app/website/blog + - ./website/core:/app/website/core + - ./website/i18n:/app/website/i18n + - ./website/pages:/app/website/pages + - ./website/static:/app/website/static + - ./website/sidebars.json:/app/website/sidebars.json + - ./website/siteConfig.js:/app/website/siteConfig.js + working_dir: /app/website diff --git a/docs/about_dbt_labs.md b/docs/about_dbt_labs.md new file mode 100644 index 00000000..1ff051af --- /dev/null +++ b/docs/about_dbt_labs.md @@ -0,0 +1,41 @@ +--- +id: about_dbt_labs +title: The dbt Labs Employee Handbook +sidebar_label: About dbt Labs +--- + +| Maintained by | +|---| +| Meg Colón | +| Leigh Staub | + +## Welcome +Hello and welcome to dbt Labs. We’re thrilled to have you as a member of the team! + +This handbook is intended to answer your questions as a new employee and should serve as a valuable resource throughout your employment. Read on to learn about important company policies and procedures, as well as the commitments we have to our employees. + +## About dbt Labs +[Mission](mission.md) + +[Values](values.md) + +[Hiring](hiring.md) + +[Working Here](working_here.md) + +[Talent Development](talent_development.md) + +[Compensation](compensation.md) + +[Benefits and Perks](benefits.md) + +[Time Off](time_off.md) + +[Policies](policies.md) + +[Getting Support](getting_support.md) + +## Suggesting Improvements +Want to suggest an improvement to our handbook? Go for it— employees can make a PR or submit a [ticket to #people-support](https://www.notion.so/dbtlabs/How-to-Ask-a-People-Question-a17443c3b92346b185ca4b4c266497df?pvs=4). + +Learn more about how to use our handbook [here](https://www.notion.so/dbtlabs/Employee-Handbook-Overview-f0b1099a6e864853915deff0eae4013e?pvs=4). diff --git a/docs/benefits.md b/docs/benefits.md new file mode 100644 index 00000000..7c5823df --- /dev/null +++ b/docs/benefits.md @@ -0,0 +1,490 @@ +--- +id: benefits +title: Benefits and Perks +sidebar_label: Benefits and Perks +--- + +| Content Maintainers | +|---| +| Clyde Stackhouse | + +[Global Benefits Strategy & Stipend](#global-benefits-strategy--stipend) + +[Healthcare Benefits (US)](#healthcare-benefits-us) +- [How To Enroll in Healthcare Benefits (US)](#how-to-enroll-in-healthcare-benefits-us) +- [How to Get Support with Healthcare Benefits (US)](#how-to-get-support-with-healthcare-benefits-us) +- [Medical Plans (US)](#medical-plans-us) +- [Disability and Life Insurance](#disability-and-life-insurance-us) +- [Health Related Travel Benefit (US)](#health-related-travel-benefit-us) +- [International Travel Emergency Health Benefits (US)](#international-travel-emergency-health-benefits-us) + +[Retirement](#retirement-us) + +[Stipends](#stipends) +- [How to use Benepass - Perks & Stipend Platform](#how-to-use-benepass---perks--stipend-platform) +- [Office Stipend](#office-stipend) +- [Phone & Internet Stipend](#phone--internet-stipend) +- [Health & Wellness Stipend](#health--wellness-stipend) +- [Professional Development Stipend](#professional-development-stipend) + +[Workplace Rental](#workplace-rental) + +[Employee Discounts](#employee-discounts) + +[Wellness Program](#wellness-program) + +## Global Benefits Strategy & Stipend + +### Benefits Strategy & Philosophy + +As a global company, below are our guiding principles that we follow when designing our benefit and perks programs, globally. + +- We strive to provide benefits that are both locally relevant and competitive. + - Each Country’s benefits will differ based on local norms and local competition for benefits. +- Our benefit offerings and coverage will grow and progress as team sizes grow in each country. This is due to economies of scale and eligibility of various plans we can offer. + - If local teams aren’t large enough to begin group plans, we’ll provide monthly stipends to cover core benefits (Medical, Vision & Dental - where applicable) +- Values aligned: We are Human → Although we may not be able to implement every benefit or offering,we understand that we bring our whole selves to work and we want to hear and respond to feedback. + +#### How does this apply today? + +Today our global team falls into one of two buckets. + +**Employed through an EOR (Employee of Record) -** Employees that are hired and work for an EOR are subject to the benefits offerings that are provided through their service. However, we will operate within our philosophy above which means we will elect premium coverage and options as they become available through the EOR. Additionally, all related perks remain available and intact for team members employed through an EOER (ie. Office stipends, Professional Development, etc). + +**Employed through a dbt Labs local entity** - Employees that are hired and work for local entities in a country with less than 10 local employees will be provided a locally relevant and competitive monthly stipend amount to reimburse some of the cost associated with finding personal coverage for core supplemental benefits (Medical, Vision & Dental), where applicable. All mandatory benefits, pension schemes, etc. will be provided to comply with local laws and regulations. + +As employee counts grow to locally relevant critical mass for group plans, we will work with our Global Benefits Broker to shop and obtain group plans that would replace the stipend amount. It’s important to note that our employee count has a direct impact on the options and plans that will be available and we will only pursue this when it benefits the employees in each location. + +### Local Entity Medical Benefit Stipends + +The following stipend amounts have been developed to help cover some of the cost to acquire additional supplemental insurance until we are able to offer local group plans. You can use this stipend to cover core benefits like medical, dental, vision, life & disability for yourself and dependents, if applicable. + +#### Monthly Stipend Amount + +| Country | # Gross Stipend Amount (Local Currency) | Local Currency | +|---------------- |----------------------------------------- |---------------- | +| Australia | 673 | AUD | +| Germany | 183 | EUR | +| Ireland | 274 | EUR | +| New Zealand | 730 | NZD | +| United Kingdom | 268 | GBP | +| Sweden | 1418 | SEK | +| Finland | 183 | EUR | + +### Receiving the Benefits Stipend + +The benefits stipend will automatically be added to your monthly payroll. You do not need to request a reimbursement. + +### Retirement & Pension Plans + +We look to target locally relevant and competitive benefit options. Retirement and pension plans fall under the same philosophy. We are currently working towards getting each required pension scheme and retirement plan solidified and will update here once we have more information. + +## Healthcare Benefits (US) + +Full-time team members based in the US are eligible to enroll in healthcare benefits through dbt Labs. We provide medical, dental and vision benefits to employees and their dependents as well as FSA, DCFSA, and HSA options. + +Health benefits are paid, in part, by the company. The remainder of the costs is the employee’s responsibility. + +An overview of our benefits can be found [here](https://www.notion.so/dbtlabs/Healthcare-Benefits-Overview-US-650cf65d9612445a8d7ce41e936b307f?pvs=4) and find a detailed overview on our benefits [website](https://app.strivebenefits.com/dbt/home). + +The details our benefits can be found on the [benefit website](https://app.strivebenefits.com/dbt/home). + +### How To Enroll in Healthcare Benefits (US) + +Benefit enrollment takes place through ADP and you can learn more about the process [here](https://www.notion.so/dbtlabs/US-Health-Benefit-Enrollment-Guide-8132d651bdc54fddb8c3c6251701d5d5?pvs=4). + +There are four separate occasions where team members may enroll in, or change, benefits throughout the calendar year. + +1. [New Hire Enrollment](https://www.notion.so/dbtlabs/US-Health-Benefit-Enrollment-Guide-8132d651bdc54fddb8c3c6251701d5d5?pvs=4#2eebaae383f64dada3d4652570bdbf73): New hires may enroll themselves and dependents in health benefits online through ADP within the first 30 days of employment. There is a strict 30 day enrollment window. After benefit elections are submitted, enrollments go into effect as of your first day of employment (your start date) at dbt Labs. +2. [Open Enrollment](https://www.notion.so/dbtlabs/US-Health-Benefit-Enrollment-Guide-8132d651bdc54fddb8c3c6251701d5d5?pvs=4#87c60e30f9b645ef99865ad0c2c75ccf):dbt Labs has an annual Open Enrollment (OE) at the end of the calendar year, typically in November or early December. During open enrollment, team members have the opportunity to review or change their benefit elections. Benefit enrollments go into effect January 1st of the following calendar year. +3. [Qualifying Life Event](https://www.notion.so/dbtlabs/US-Health-Benefit-Enrollment-Guide-8132d651bdc54fddb8c3c6251701d5d5?pvs=4#32b0e31ce6884a9e95fbb988a7b5d78b):There are times when life changes unexpectedly. Often times, those events may happen outside of Open Enrollment (OE). Enrollment in essential health coverage is allowed outside of OE if you experience a qualifying life event. Examples of QLEs include marriage, childbirth, and loss of coverage. Team members can submit a life event online in ADP. +4. [Year Round HSA Adjustment](https://www.notion.so/dbtlabs/US-Health-Benefit-Enrollment-Guide-8132d651bdc54fddb8c3c6251701d5d5?pvs=4#bb07dd31ff8542df92ac1f46a288a88a): Employees who currently have a High Deductible Health Plan coverage selection are able to adjust their HSA contributions throughout the year. This is the only benefit adjustment that does not require a Qualifying Life or Work Event. + +### How to Get Support with Healthcare Benefits (US) + +We understand there are a lot of questions about chosing and navigating healthcare. + +Learn how to ask questions through our partner Newfront Answers [here](https://www.notion.so/dbtlabs/How-to-Get-Support-with-Healthcare-Benefits-US-9bb7ff3a7a944918bbca648f27ce8eb8?pvs=4). + +### Medical Plans (US) + +Learn more about our medical plans [here](https://app.strivebenefits.com/dbt/2022-2023-medical?country=us). + +### Disability and Life Insurance (US) +We provide long term and short term disability as well as life insurance coverage to all US-based employees at no cost. Voluntary, additional, life insurance coverage for employees and dependants is available at the expense of the employee. + +Learn more: +- [Life Insurance](https://app.strivebenefits.com/dbt/unum-life-and-add?country=us) +- [Disability](https://app.strivebenefits.com/dbt/unum-disability?country=us) + +### Health Related Travel Benefit (US) + +Eligibility Requirement: US employees enrolled in dbt Labs' health benefits. + +📌 We believe that it’s imperative that our team members have access to the quality healthcare that they need, no matter where they live. Therefore, dbt Labs will reimburse up to $4,000 in travel expenses annually[^1] for any U.S. team member (including their dependent(s)) who requires healthcare that is not available in their state of residence. + +Many states have introduced legislation to reduce or restrict access to critical healthcare, including abortion care and gender-affirming care. This is in direct conflict with our values at dbt Labs and this policy is designed to support access to adequate healthcare for our team members across the United States who do not have access where they live. + +[^1]: Resets with the fiscal year on February 1. + +**Eligible travel expenses include:** + +- Transportation (reasonable flights, trains, taxis, buses, etc) +- Reasonable Lodging +- Meals +- Transportation, lodging and meals expenses for one support person who accompanies the team member. + +**Who is eligible?** + +- All team members or any dependent who is enrolled in dbt Labs health insurance is eligible for this reimbursement; which will be paid directly by us (not by the insurance company). The net total annual benefit (for each team member and their dependents combined) is $4,000. + +**In order to maintain privacy and ensure that folks are comfortable leveraging this reimbursement, please follow the process below:** + +1. Email receipts directly to Clyde Stackhouse (clyde.stackhouse@dbtlabs.com). Please include a note that the receipts are for healthcare-related travel, but we do not require more information than that. +2. Reimbursements will be processed directly through payroll. + 1. The Manager, Total Rewards will be the only person with access to receipts and reason for travel and will not discuss or share with anyone. The Payroll Manager will receive only the amount to add to payroll. +3. If you need support relating to out-of-state travel for healthcare purposes, please contact Meg directly. + +### International Travel Emergency Health Benefits (US) + +Eligibility Requirement: US employees enrolled in dbt Labs' health benefits. + +US employees utilizing our health benefits have access to emergency care while traveling abroad. + +Emergencies are generally classified as any symptoms that might be “limb or life threatening”, which could be something like broken limb, chest pain, anaphylaxis/allergy reactions causing severe symptoms, etc. If you are not sure if something is considered an emergency, contact your doctor. + +Both Cigna and Kaiser have access to Registered Nurses who are available 24/7 to assess medical conditions over the phone and make suggestions for care (find these numbers on the back of your insurance card). + +Learn how to use this benefit [here](https://www.notion.so/dbtlabs/Int-l-Travel-Emergency-Health-Benefits-US-Employees-d607183ad6214ccfa853c9b5addb2ff7?pvs=4). + +## Retirement (US) + +All US based employees have access to an employer-sponsored 401K plan, adminstered through [Guideline](https://www.guideline.com/). + +Immediately upon hire, dbt Labs will contribute 3% of employee’s monthly salary into their retirement account on a monthly basis and employees will be automatically enrolled at 4% contributions, which can be adjusted at any time. + +Employees can additionally opt to contribute up to the federal maximum to their retirement account. dbt Labs will contribute to the retirement account regardless of any supplemental employee contributions. + +### Enrollment Process + +*Note: All US team members are **automatically enrolled** into a 401k contributions + +1. New emploees will receive a welcome email from Guideline to their personal email with a link to set-up their account. +2. Once logged in, employees can set contribution amounts at any time throughout the year. +3. Employees’s are automatically enrolled at a default contribution rate of 4%. + +### Automatic Contribution Amounts + +- Employer Contribution Amount: 3% (No employee contributions required for employer portion) +- Employee Contribution Amount: 4% **(can be changed at any time)** + +### FAQs + +**Can a team member opt out of the 401k program?** +- Yes! The team member needs to opt out themselves. + +**How can a team member increase or decrease their contribution amount?** +- Login to their Guideline account and update their election. + +**Is there a vesting schedule for the employer contributions?** +- All employer contributions are immediately vested. + +**I think I over contributed to my 401k, what should I do?** +- Reach out directly to Guideline's support team and they can assist with correcting any potential errors. + +**How long does it take for a changed contribution amount to be reflected in payroll?** +- This may depend on timing but generally changes will take effect on the next payroll run. + +## Stipends + +As part of dbt Labs' total rewards strategy, we provide various stipends to help cover some of the cost associated with working from home; as well as supporting our team members' development and well being. These policies apply to all full-time employees that work for any dbt Labs entity or who are employed through our Employer of Record (EOR - ie, Remote.com). + +### How to use Benepass - Perks & Stipend Platform + +Benepass is our benefits/perks partner and is specifically designed to help administer stipends and supplemental perks. + +Learn about how to use Benepass and get answers to FAQs [here](https://www.notion.so/dbtlabs/Perks-Stipends-60efa8c883aa4354b361baeefb86c2c9?pvs=4#b4463cef29e54a4c9d1a9fe137f7282e). + +- Benepass is used for Office Stipend, Phone & Internet Stipend, Health & Wellness Stipend, and Professional Development Stipend. +- Policies and reimbursements that are NOT administered through Benepass are: Workspace Rental Stipend (LiquidSpace), Health Related Travel Benefit, Corporate Travel & Expense Policy. +- Benepass can be accessed via Okta, their [Online Portal](https://app.getbenepass.com/#/) or through their mobile [app](https://apps.apple.com/us/app/benepass/id1497613952). + +### General Guidelines for All Stipends + +- All stipend expenses must be processed using your Benepass card or submitted for reimbursement through the Benepass app. [Learn more here.](#how-to-use-benepass---perks--stipend-platform) +- All transactions over $50 USD or local equivalent require a receipt / documentation + - All reimbursements require a receipt / documentation +- All full time employees are eligible for these stipends in their first month, regardless of their actual hire date. +- Stipend amounts must be used within their allotted time or the **funds will expire** (ie. Each stipend has as fiscal year (Feb 1-Jan 31) or monthly timeline. Funds not used during that time period will expire and will not roll over) + - **Expired Health & Wellness Funds example**: On July 18th your Benepass card is charged for your gym membership for $100, reducing your Health & Wellness available funds to $25. On July 25th you purchase a sleeve of golf balls for $15 on your personal card. On August 1st your Health and Wellness wallet’s remaining $25 from July expire and is then refreshed to $125 for the month of August. August 2nd you submit for a reimbursement for the golf balls and the $15 is reimbursed and deducts the $15 from the available $125 August amount. +- Stipend amounts will be evaluated on an annual basis (Key factors - benchmark data, purchasing power indices, budget availability) +- Annual Stipends must be submitted in a timely fashion, best practice is to submit expenses within 30 days. + - Past 30 day submissions: while you can still submit these expenses past 30 days, this best practice helps ensure we aren’t back-loading and incurring large sums of reimbursements as we close out a Quarter or Fiscal year and timely submissions help with this! +- Non-comprehensive [**list of eligible items](https://docs.google.com/spreadsheets/d/1EAmO6874G_FqyVAGJTXG-eU3TNIBuNo8WiEHnwS79vY/edit#gid=0)** (This will consistently be updated from time to time) + +### Stipend Amounts by Country + +Learn about our stipend amounts by country [here](https://www.notion.so/dbtlabs/Stipend-Amounts-by-Country-8b5d64dd100145aaa1b97ba42865e8b5?pvs=4). + +### Office Stipend + +#### Policy + +There are many advantages to building a remote-first culture, however we understand that this remote first approach can become a burden on employees that now need to set up a home office that is conducive to their work. This policy is designed to help mitigate some of that burden and pass our savings onto you. + +**Office Stipend Types** + +1. Office Refresh Stipend - All employees receive up to **$400 each fiscal year** to help refresh their existing office set-up and needs. Our fiscal year runs Feb 1-Jan 31. +2. New Hire Office Stipend - All new hires receive a **total of $1,500** to use through out their first year to help assist in building their home office. (In our Benepass Platform, new hires will see an $1,100 New Hire Office Stipend + $400 Office Refresh Stipend = $1,500. This allows new hires to utilize their funds through out the entire year.) + +All office stipend expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. + +Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). + +#### Common Eligible Items (This is not an exhaustive list) + +- Monitor +- Mouse +- Keyboard +- Desk +- Desk Chair +- Headphones +- Laptop stand +- Webcam/microphone +- Monitor privacy filter +- Calendar +- Whiteboard +- Printer +- Exercise ball to sit on +- Office supplies (pens, paper, printer cartridges) +- Monitor riser / Standing desk topper +- Ergonomic accessories +- Adapter/cords to connect the above items to your laptop computer +- Lighting + +#### Items Not Eligible + +- Phones +- Tablets or Tablet accessories +- Couches +- Living room chairs +- Paint & Wallpaper +- Window furnishings + +#### Common Questions: + +**Do you have any recommendations on how to best use this stipend?** + +- Check out equipment recommendations from team members [here](https://www.notion.so/Equipment-Recommendations-3a2c5c26f31c43658a188f95a71f15a6) or search in #talk-remoteworking Slack channel. + +**What if I can’t build my entire office with the provided $1,500?** + +- We understand that the needs and wants may differ between each person in building out their home office. These stipends are meant to help supplement **some** of the costs associated with our remote first environment. Additionally, we will continue to monitor and assess all existing stipend amounts each year. + +**How can I find out if something is an eligible expense?** + +- If you’re unsure if something is included within the policy, reach out directly to Benepass support team via the app. + +### Phone & Internet Stipend + +#### Policy + +As part of our remote first approach, and in an effort to help our team do their best work, dbt labs provides **up to $125 each month** to help cover some of the costs associated with your personal phone and internet. + +**Eligible Expenses** + +- Internet costs to include internet, service fees, etc. +- Phone costs to include cellular service for **your** phone only + +**Items Not Eligible** + +- Additional services attached to your internet provider (ex. TV, home phone and additional subscription services) +- Device payment installments, accessory data plans (Apple watch service), other phone lines on the bill, added subscriptions. + +All phone and internet expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. + +Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). + +#### General Guidelines + +- Internet Expense: address on the bill must match your current address in ADP. Please make sure these match prior to submitting. +- Phone Expense: phone number on the bill must match the phone number on file in ADP. If multiple lines are on a bill, please submit for the cost of one line as the amount for reimbursement. +- If you’re unsure if something is included within the policy, reach out directly to Benepass support team via [the app](https://app.getbenepass.com). + +### Health & Wellness Stipend + +#### Policy + +Employees to bring their whole selves to work and we know that health and wellness are key factors in producing their best work. To help with this, we provide all full time employees up to **$125 each month** to use towards their physical, mental & financial wellbeing. + +**Eligible Expenses (not an exhaustive list)** + +- Gym & fitness memberships - Including digital memberships and subscriptions +- Exercise equipment - At home weights / exercise machines, yoga mat etc. +- Recreational actives - Ski passes, golfing, hiking permits, camping, horseback riding +- Recreational equipment - golf clubs, bicycle & equipment, sports protective gear etc. *Specialized footwear like running shoes, hiking boots, ski boots +- Mental health - Meditation and mental health apps, therapy visits etc. +- Wellbeing services - Massage gun/Massage Therapy, Weight loss programs etc. +- Financial wellness - Digital financial wellness services (budgeting software), financial Workshops, debt or tax consulting Services + +**Items Not Eligible** + +- Food services & consumables - Meal Kits, take out food, Uber eats subscription, etc. +- Household goods & Services - Therapeutic bed, juicers, HEPA filters, clean services, ergo equipment, etc. +- Cosmetic goods & services - Manicures, pedicures, hair color, hair cuts, makeup, facials, spa treatments, etc. +- Athleisure clothing - Gym shorts, yoga pants, athletic shirts, winter jackets, etc. +- Investment training & tools - motley fool, stock picker subscriptions, etc. + +All health and wellness expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. + +Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). + +#### Common Questions: + +**Can a large purchase be paid in installments over time?** + +Yes! Benepass is able to track and manage ‘payment’ systems for large purchases. + +**Do you have more examples of eligible and non-eligible expenses?** + +Check out a more robust list [here](https://docs.google.com/spreadsheets/d/1EAmO6874G_FqyVAGJTXG-eU3TNIBuNo8WiEHnwS79vY/edit#gid=0). This isn’t an exhaustive list but we will build it out over time as questions arise. + +### Professional Development Stipend + +#### Policy + +At dbt Labs we believe in moving up the stack. Not only do we encourage our team to seek out learning opportunities to grow and develop, but also provide up to **$500 each fiscal year** for employees to use on learning and professional development expenses. Common eligible expenses include, but are not limited to: + +- Subscriptions +- Books +- Software + +All professional development expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. + +Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). + +#### Common Questions: + +**Does the professional development purchase need to be directly related to my role?** + +It doesn’t; but it does need to be considered professional development as it relates to the career you have or the career you want. This can be defined in two ways: + +1. Core Training: "On the job" learning, training of core skills, experience levels growth, area training, deepening expertise in one's domain. +2. Stretch Learning: Learning that is outside of the role's scope, bridges the gaps between departments, supports career changes, or helps someone build more general context. + +**What if I want to take a course or attend a conference that costs more than $500?** + +Occasionally, expenses beyond the initial $500 will be reimbursed with advanced manager approval. This is most relevant as it relates to in-person conferences (fees, travel, and expenses). Let your manager know what you need, and they can send the request to the **#finance-support** Slack channel and do their best to make it work. + +**What are some examples of professional development purchases?** + +- Courses using online platforms like: + - [Udemy](https://www.udemy.com/courses/) – Online courses with a range of topics + - [Skillshare](https://www.skillshare.com/) – Online courses for creators + - [Highbrow](http://gohighbrow.com/) – Get 5-minute lessons delivered to your inbox every morning + - [Datacamp](https://www.datacamp.com/) – Learn Data Science online + - [Treehouse](https://teamtreehouse.com/) – Learn Web Design, Coding, and more +- Books to learn more about a subject or to dive into how other companies do things; for the People team, this may look like: + - [Measure What Matters](https://www.whatmatters.com/the-book/) (OKRs) + - [Powerful](https://pattymccord.com/book/) (Netflix Culture) + - [Work Rules!](https://www.workrules.net/) (Google Culture) +- Certifications or professional memberships: + - [People Ops Society Membership](https://www.peopleopssociety.com/) + - CPA Renewal + +**How can I find out if something is an eligible expense?** + +- If you’re unsure if something is included within the policy, reach out directly to Benepass support team via the [app](https://app.getbenepass.com). + +## Workplace Rental + +We understand that working from home does not work for everyone. All dbt Labs mployees receive a monthly benefit to rent office space and experience an optimal work environment. + +**We offer the following to enable employees to rent workspaces outside the home and optimize for productivity:** + +- $250 per month in workplace rental coverage for all employees through [Liquidspace](https://liquidspace.com/dbtlabs/signin?returnPath=%2Fmain) +- $1500 per quarter workplace rental stipend for Directors (L7+) and above to book large conference room / work spaces through Liquidspace to support in-person meetings for teams + +**This benefit is important because:** + +- **Productivity**: dbt Lab's remote-first / async culture is designed to allow employees to “work from anywhere” vs just “work from home”. The ***primary goal*** of supporting workplaces outside the home is to enable employees to build the optimal environment for their work. +- **Community:** Provides opportunities for team members to build rapport with one another, engage cross-functionally, and strengthen a sense of shared values and goals. + +🖐️ In-person / outside the home workplace benefits must not compromise remote employees’ ability to collaborate. Please keep in mind that the main goal of this benefit is to enhance your personal work environment. If you choose to collaborate in a co-working space with co-workers, you are mindful that everyone who needs to be involved in a conversation is. If your project/collaboration can be accomplished over zoom or asynchronously, then it should be done that way to avoid excluding others. + +### FAQs + +#### What is Liquidspace and how do I use it? + +About Liquidspace: Liquidspace is an online marketplace for renting workplaces and offices. It is considered the “airbnb of workplace rentals” in that it utilizes a number of companies and private hosts to allow for over 10,000 locations to choose from. + +To access Liquidspace, simply login through Okta or [here](https://liquidspace.com/dbtlabs/signin?returnPath=%2Fmain). There is no need to submit reimbursement for this, the costs will be managed within LiquidSpace. + +When you begin searching in your area of choice, you will find desks, private offices, and meeting rooms, along with the pricing (per hour, 1/2 day, and full-day). You can book spaces in advance and some are even available the same day! + +Please join our LiquidSpace slack channel #liquidspace-workplace-experience to ask questions, share great places to book and find others in your area to co-work with! + +#### When should I use Liquidspace vs a dbt Labs office? + +When in the vicinity / metro area of a dbt Labs office, leverage the office instead of Liquidspace to the best of your ability. If you are local to an office but the office is full or doesn’t suit your needs (e.g. you need a bigger space for a customer / team meeting) feel free to leverage Liquidspace as needed. + +#### What if I want to rent a different workspace for the day that is not available on Liquidspace? + +We do not reimburse one-time workplace rental expenses for locations outside the Liquidspace platform. + +However, if you are looking for a space and there are no viable or available options near you in LiquidSpace, and you can find space elsewhere, you may use your personal card and expense the cost up to $250/month. Please use the expense code “Office Space” in Airbase. + +#### Can I go over my budget on Liquidspace? + +No - the $250 rental benefit is strictly enforced within Liquidspace. For example, if you have used $230 of the monthly benefit, and want to book a day pass for $35, Liquidspace will not process the rental. + +#### Is there an exception process if I want to rent a monthly space that is more expensive than my monthly budget? + +Yes! - If you are a team member who does not have an optimal at-home workplace, **and expects to be going into the office 3 times a week or more**, we want to support you in finding the right work environment! + +Most monthly subscriptions are more than the $250 limit, so Liquidspace will not allow you to book on the company plan. In order to book the space, you can use your own credit card (on Liquidspace OR another platform) and then claim the $250 credit through Airbase. You must book an unlimited monthly subscription or permanent desk at a coworking space to be eligible for the airbase refund (we do not offer this for day passes). + +#### Non-US-based Employees: + +LiquidSpace is available in many countries as well. If there is not a space near you on LiquidSpace, we want you to be able to work from anywhere as well! If this is the case, you can find space elsewhere, pay for your space with your personal card and expense, per month, up to: + +- $250 USD +- €228.58 EUR +- £189.00 GBP +- $336.61 AUD +- $364.86 NZD +- $234.17 CHF +- $318.38 CAD +- 2596.05 SEK + +Learn more about how to use LiquidSpace to book larger meeting spaces [here](https://www.notion.so/dbtlabs/Booking-Larger-Meeting-Spaces-083779ac7ddb4845b81d07e03680cfa7?pvs=4). + +## Wellness Program + +At dbt Labs, self-care is not a luxury, it's a priority. We partner with [Bright](https://choosebright.com/dbt/), the creators of a well-being platform for teams, to offer you a comprehensive well-being program - the Bright Pass - for free! + +- Keynotes and other events are also included each week covering a range of topics, such as financial well-being, sleep,  and coping with stress. +- The Bright Pass gives you access to over 250 live, virtual classes each week. Sessions include daily yoga, fitness, meditation, and nutrition! +- Bright’s sessions are live and interactive to help you feel connected to your team and to Bright’s educators. + +Learn more about the program and how to setup your account: [brightwellness.pdf](https://github.com/dbt-labs/handbook/files/11313174/brightwellness.pdf) + +- Join classes: https://choosebright.com/dbt/ +- Join the #bright-wellness channel on Slack + +## Employee Discounts + +Employee discounts are available through [LifeMart](https://lm.lifemart.com/group/lifemart/home). + +*Login using the same dbt Labs email you use to login to ADP.* + +You can find savings on things like: + +- Travel +- Car rentals +- Home items +- Childcare +- Electronics +- and more! + + diff --git a/docs/compensation.md b/docs/compensation.md new file mode 100644 index 00000000..761fd684 --- /dev/null +++ b/docs/compensation.md @@ -0,0 +1,392 @@ +--- +id: compensation +title: Compensation +sidebar_label: Compensation +--- + +| Content Maintainers | +|---| +| Clyde Stackhouse | +| Jessica Nguyen | + +[Compensation Principles](#compensation-principles) + +[Pay Day](#pay-day) + +[Global Compensation & Benefits](#global-compensation--benefits) + +[Salary](#salary) +- [How Salary Bands are Made](#how-salary-bands-are-made) +- [International Salary Bands Overview](#international-salary-bands-overview) +- [Salary Bands FY24](#salary-bands-fy24) + +[Equity](#equity) +- [A Guide to Equity](#a-guide-to-equity) +- [Option Plan Administration](#option-plan-administration) +- [Equity Bands FY24](#equity-bands-fy24) + +## Compensation Principles + +Below are our compensation principles which we reference when making all compensation decisions. + +### The Why + +Our compensation philosophy has been arrived at over the course of many years, countless hours of conversation, and lots of on-the-ground lessons. Here are the three concerns that motivate our compensation philosophy. + +1. Compensation impacts real people and has a real moral dimension. As such, our philosophy must be built from a foundation of our values. +2. Compensation directly impacts our ability to attract and retain the best talent and therefore compete in the market. +3. Compensation is the single largest cost to our business. Our comp philosophy must position us to create a long-term viable, healthy, valuable business. + +### Our Compensation Philosophy + +1. Values are more important than success; we do not make exceptions to our compensation policies even if that causes real near-term pain. Violation of this can result in disciplinary action, up to and including termination. + 1. To accomplish this; outgoing offers must be discussed between hiring managers and the TA partners before being delivered to a candidate. When there are any questions or concerns, loop in the compensation partner to determine the path forward. + 2. If you identify an instance where you feel that we are not living up to this commitment, please alert your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). +2. Transparency always wins, and we will be as transparent as possible. + 1. Our compensation *ranges* for a given title and level are public both internally[^1] and externally[^2] + 2. Our compensation *policies* are transparent both internally and externally[^3]. + 3. We **never** disclose a single individual’s compensation for privacy reasons but do not dissuade individuals from discussing it. +3. Our compensation ranges do get updated from time to time[^4] based on: + 1. market survey data[^5] + 2. feedback from applicants and team members + 3. candidate data. +4. We localize compensation ranges at the country level based on local market data. + - Why do we take this approach? Labor markets, benefits, pension/superannuation schemes and payroll taxes can vary greatly country to country. This approach ensures that we are offering equitable (not equal) compensation in each market. +5. Our compensation bands are set using the 75th percentile within our competitive landscape in each country as the **mid point** and setting the low and high points using [consistent band spreads](#consistent-band-spreads). +6. We do not compensate outside of our established bands—**ever**. Making exceptions to comp bands is a sure way to introduce pay inequity and is inconsistent with our diversity value. + 1. We will continue to monitor pay to ensure underrepresented groups are paid at the same rate as others in the same role / level / country. + 2. All of our compensation bands are set by our Total Rewards team using our compensation philosophies to ensure transparent and consistent compensation. +7. We offer equity for all full-time positions. This is in the form of ISOs for US-based team members[^6] and NSOs for all non-US team members. +8. We base compensation on current market data for a role / level / country. The point in the range a candidate is offered is dependent on the candidate’s experience in the market and internal pay equity. A candidate’s previous pay is not a factor in setting their compensation at dbt Labs. + 1. In competitive offer scenarios, we may leverage sign-on bonuses. This lever is reserved for special cases and used sparingly. + +9. We won’t reduce compensation in roles within the same market (country). A permanent or semi-permanent move to a new country will result in moving to that new local rate. More details on relocation can be found [here](working_here.md#international-relocation). + +10. Changes in compensation may happen during the following events: + 1. For promotions, increases are based on the new role’s market range. + 2. For job changes through internal mobility you will be offered a salary in the range for the new role using the parameters outlines in #8. + 3. Everyone is eligible for an annual merit cycle in either Q4 (effective 2/1) or Q2 (effective 8/1). The cycle you are included in will be the one closest to the anniversary of your start date in your current role. Merit increases will ensure alignment to the market (by being within the entire range of the band) at your performance and experience level and resources will be allocated to top performing team members within the organization. + 4. Market adjustments are determined on an annual basis when we pull fresh market data. When we update the band for a role we will move all team members into the new salary band. +11. We strive to offer benefit packages that provide our team members with strong medical coverage regardless of their location or care needs. +12. We hire across the globe but are not location agnostic. A candidate’s time zone, the market pay in a region, proximity to users, customers, and partners, and the presence or absence of a dbt Labs legal entity can all be factors in the hiring process. + +### Questions + +If you have a specific question around your compensation, one of your direct reports’ compensation, or the compensation of a role that you’re hiring for, please reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) + +[^1]: This helps to ensure pay equity. It also creates an environment where compensation—so often a touchy subject!—is de-stigmatized. Talking about compensation should be straightforward; it should involve no risk and no surprises. +[^2]: This helps to ensure that candidates have aligned expectations when starting an interview process with us and helps the offer stage tremendously. +[^3]: This is a public commitment to candidates who have not yet seen a demonstration of how we live our values. +[^4]: At a minimum 1x/year, but also when certain events occur. For example, fundraising events have historically caused us to need to update our comp bands. +[^5]: We leverage data from Radford, Mercer, Pave and Options Impact. +[^6]: ISOs are specifically US-based because they are an outcome of US tax law. + +## Pay Day + +Employees are paid semimonthly by direct deposit on the 15th (for work performed the 1st to the 15th) and the last day of the month (for work performed the 16th to the last day). If payday happens to fall on a weekend or holiday, payment will be processed on the previous business day. View the payroll schedule [here](https://www.notion.so/dbtlabs/Payroll-Schedules-1c14ff45ae7e4388b76a69ac2b83abf8?pvs=4). + +## Global Compensation & Benefits + +Our [compensation principles](compensation.md#compensation-principles) are applied to each country we employ in. This is because the labor markets, benefits, pension/superannuation schemes and payroll taxes can vary greatly country to country. This approach ensures that we are offering equitable (not equal) compensation in each market. + +We pay **local country rates** based on [cost of market (also referred to as cost of labor)](https://www.erieri.com/blog/post/cost-of-labor-vs-cost-of-living). This means we will align our compensation with the top (75th - 90th percentile) in each country (looking at ”All UK” “All Germany”, “All Australia”, etc.) + +Learn more about our [Global Benefits Strategy & Stipend](benefits.md/#Global-Benefits-Strategy--Stipend). + +#### Relocation (Permanent or Semi-permanent) + +Learn more about the steps to pursue a relocation and the impact on your global compensation and benefits [here](working_here.md#international-relocation). + + +## Salary + +#### Compensation Philosophy / Salary Band Structures + +As mentioned in our [Compensation Principles](#compensation-principles), we use 75th Percentile* as the basis for the midpoint as well as using a consistent range spread based on job level. We continue to use industry-specific data within local 'all country' data sets. This allows us to create consistency in bands across the organization. With this methodology, most of our bands' minimums stretch down to the 50th percentile and the maximum’s push slightly past the 90th percentile. This allows further flexibility and utilization of an entire range for a role. + + *The 75th percentile means that the salary data meets or exceeds 75% of data points for that role and level. + +##### Consistent Band Spreads + +These indicate the % from the midpoint used to get the high and low points of each band. The spread increases as the roles become more senior because more senior roles may be career-roles, where folks will remain for a long period of time, potentially the rest of their career, and therefore require more room for growth in the band. +- Ex. L1 with a midpoint (75th percentile) of $100,000 will have a range of $90,000 - $110,000; L5 with a midpoint (75th percentile) of $200,000 will have a range of $170,000 - $230,000. + +| Level | Band Spread | +|:-----: |:-----------: | +| L1 | 10% | +| L2 | 10% | +| L3 | 12.5% | +| L4 | 12.5% | +| L5 | 15% | +| L6 | 15% | +| L7 | 17.5% | +| L8 | 17.5% | +| L9 | 17.5% | + +#### Increased Data points + +As dbt Labs has continued to grow, so has our need for more robust data sources to further develop and benchmark our compensation structure. This is a common next step as we continue to mature and evolve our compensation benchmarking practices. After evaluating a handful of data sources, we have decided to use a combination of Radford, Mercer, Pave and Options Impact to create a robust and diverse base to build our salary ranges from. + +We believe that with more data we can better target more specific roles[^7] within dbt Labs and will allow us to better navigate data outliers that are a result of low counts of specific data points (ex. Small or insufficient # of companies/employees reporting salaries for a specific role & level). + +Another common practice in salary band development is to assess and utilize data based on the quality and veracity of that data set. While we believe that each of the sources we are using has its own merit for use, we have chosen to use a weighted structure to develop the midpoint of our ranges instead of using a straight average. This allows us to better index on data sources like Radford and Mercer which are considered a ‘Gold standard’ data sets within the compensation community. + +#### Data Sources & Weighted Average Approach + +| Data Set | Weight | Data Cut | Data Type | Description of Data set | +|---|---|---|---|---| +| Radford | 40% | All US - Private Companies - Software | Total Cash - 75th Percentile | Radford (AON) data is considered a gold standard in the compensation space and is a trusted data sources. Our radford data is cut for All US companies, Technology (Software), and Private companies. This allows us to more specifically target similar companies (peer's) in our bench marking with out getting to refined which can reduce available data. *We did review and audit a more refined filter approach (Head counts, Revenue, Capital Raised) and in general didn't find a sufficient delta in salaries compared to the reduced data available. | +| Mercer | 30% | All US - Software SAAS | Total Cash Actual - 75th Percentile | Mercer \| Comptryx, is a premier online solution for Private and Public technology-focused companies. This Addition data source is a quality robust data source that is specifically for Tech companies. This will broaden our compensation data that has more robust job leveling and job matches that can scale with dbt as we continue to grow. Mercer data is cut for All US companies, SAAS companies and if there is insufficient SAAS data we have included all companies to help round out our Salary ranges with this data set. | +| Pave | 10% | All US - Valuation → 1B+ | Total Cash Compensation - 75th Percentile | "Pave's data is sourced directly from employers HRIS systems and matched based on their internal job title system structure. The Data is cut by All Us Companies with a Valuation over 1 Billion. Valuation is the recommended data cut for for Pave and provides the best comparable data to benchmark against. As with all of our data cuts we are using total cash comp (Base + Variable + Bonuses) and does not include any Stock or Options valuations. We decided to include Pave for the exposure to high paying tech start ups which is reflected in the data. Pave is weighted at 10% due to its lack of data quality, incumbent counts as well as a less robust data source / matching scheme. | +| OI | 10% | All US - Tech → Raised $250M - $500M | Total Target Pay - 75th Percentile | Options Impacts data is reported via survey submission and matching from companies. Options impact has been the data that we anchored our bands to historically and continues to give exposure to to similar tech companies but as we've grown and matured it is limited in the levels, descriptions and quantity of data for other companies that we would consider peers. This data cut is Tech (enterprise) companies that have raised over $250 Million in capital and all US. Additionally this creates a layer of continuity in salary survey use but is weighted to 10% due to its limited leveling and matching data points. | +| Carta | 10% | All Data → San Francisco-Oakland-Berkeley, CA | Salary data - 75th Percentile *Not used for variable comp roles since OTE isn’t reflected in the data | Carta Data is sourced directly from employers HRIS systems and matched based on their internal job title system structure. Their data does not cut to an all US as is our practice for data cuts so have aligned this market point with CA, Bay Area salaries. We are including this source as this data will be sourced from start ups which will continue to give direct exposure to similar start up companies. We discounted this data and gave it a 10% weighting due to the lack of All US approach / other data sifting that we would want. Lastly, Carta's data isn't overtly robust in terms of incumbents as well as depth of different matches. | + +Additionally, we outlined the step by step process around our process to form raw data into a refined salary band for roles. + + +[^7]: Specific Roles - Both Radford and Mercer have 100+ different jobs / roles that we can match to which allows us to get more specific with the roles and duties to ensure that our role bands are developed using the most correlated data and skill set. This is vital to ensure we aren’t over or under targeting pay for roles that have been lumped into 1 large, potentially vague, bucket. + +### Salary Bands Overview + +A salary band, in its simplest form, is the compensation range for a given role within an organization. + +Learn more about how our salary bands are made [here](#how-salary-bands-are-made). + +#### What ranges are built? + +Our salary range database is meant to include all roles we currently have or are planning to hire in the next fiscal year, +/- one level. It is not a comprehensive database of every role we will ever hire; plans may even change mid-year and we may add a role that we don't have a salary range for today. If that happens, we will create a salary band prior to kicking off the search. + +#### How often will bands get updated? + +Salary bands are reviewed and updated on an annual basis during Q4 with a Q1 effective date. Additionally, we will review specific roles / functions should the ‘market’ shift significantly and require an ad-hoc review and potential changes (examples that could trigger an ad-hoc review - resources and research conducted by the Total Rewards team, Talent Acquisition's ability to hire and fill roles, consistent candidate/ internal retention feedback). + +#### What is OTE and why do some roles have it? + +Some roles have a note about OTE which means ‘on target earnings’. This means that in order to make that total salary, these folks need to meet 100% of their goals / metrics; this is most common for revenue generating roles. Team members that are on ‘OTE’ have additional risk associated with their total cash compensation. A portion of that number is base salary and the rest is variable compensation (commission) tied to goals. Total rewards uses data to identify common roles that have commission eligibility and works with leaders to establish any new roles that could be commission eligible. + +**The breakdowns for our teams are:** + +- Partnerships: 80% Base, 20% Variable +- Solutions Architecture: 70% Base, 30% Variable +- Sales Directors: 50% Base, 50% Variable +- Sales Development: 70% Base, 30% Variable +- Revenue Marketing: 80% Base, 20% Variable + +#### Roles & Levels + +The first step in building salary bands is determining all planned and existing roles. Roles describe a linear career path that has a common set of core responsibilities and duties within a given field of work (ie, Software Engineer). Levels then are used to further extrapolate the progression of expertise, complexity and scope of a specific job (ie, Software Engineer 1). While we offer a more robust framework regarding levels, for simplicity you can reference the title structure below as a generalized progression. + +1. Entry-level / Associate +2. Developing +3. Proficient / Career level +4. Senior / Lead +5. Staff / Expert +6. Principal / Advisory +7. Distinguished / Strategist + +### How Salary Bands are Made + +📌 Compensation & salary band development is both an art and a science. We strive to leverage data and best practices to develop bands that will allow us to both attract and retain top talent. The science is the clear process of developing and selecting data to produce a target market percentage. The art is sifting through the nuances of this imperfect data to ensure that career progression and cross-company comparisons align. + +#### Process of Developing Salary Bands + +**The Science** + +1. Develop a comprehensive list of roles[^8] & levels that the team or organization has or will need in the next 12 months. +2. Review and select the most appropriate market match for each role across each data set. + 1. OI & Pave - Match based on Job titles & mini descriptions. Due to smaller data sets, data is matched more into functional buckets & titles + 2. Mercer & Radford - Match based on robust descriptions that have a much wider breadth of options and distinctions. +3. Once jobs have been matched to the “best[^9]” match with the data, we used our [weighted average approach](#data-sources--weighted-average-approach) across the four data points to arrive at a “raw” recommended midpoint. +4. We then developed the bands by rounding the raw midpoint to nearest $1,000 for simplicity and used our standardized salary band spread approach to build out the mininimum and maximum from the midpoint. Learn more about our [consistent band spreads](#consistent-band-spreads). + +**The Art** + +1. Review data points by role to identify and remove any egregious outliers[^10]. +2. Review the progression of data from the survey within a career path to identify any cross level compression that is skewing the data and, in turn, expected progression (ex. L5 data > L6 data) +3. Review and analyze the updated midpoints compared to previous Bands to see and understand the $ & % difference and ensure these changes in bands ‘make sense’ based on our updated data. + +[^8]: Roles - Each functional area of the business has ‘buckets’ of work / responsibilities that are assigned various roles on the team. Different roles are developed to ensure the salary band and market data is the most appropriate to benchmark to. Additional roles are recommended if roles are more than 30% different in skills and responsibilities. +[^9]: “Best” - When matching our internal roles against built descriptions within each data set, we frequently find that an 80% match is strong enough to trust the data. +[^10]: Removing data outliers is a pretty standard and common practice once you start involving multiple data sources to help prevent outlier data from skewing the average due to small incumbent counts being reported. + +### International Salary Bands Overview + +#### Global Pay Practice + +We localize all compensation ranges at a company level using the same methodologies based on the specific country's local market. This practice and decision becomes increasingly important as companies scale and grow globally, especially when considering the all encompassing Total Rewards Strategy which is a blend of monetary and nonmonetary rewards. Countries have a variety of differences in government provided healthcare, pension plan requirement ranges, and cost of labor based on market data and cost of living; this means each country has nuances that must be considered when creating a total rewards offerings. We consistently leverage various data sources and reports as well as external consultants to help ensure we are leveraging ‘best practices’ as our foundation to build upon. + +#### FAQs about International Pay + +**- How are international salary bands built differently from US bands?** + +The same practice, process and philosophy is used to build all salary bands. We use the 75th percentile of the data within each country and use an all cash compensation to ensure we are paying above average and at or above 75% of other companies in that country based on the associated data set. The core difference between international salary bands and US salary bands is that many of our survey sources do not have a robust repository of international data which requires us to use [Mercer - Comptryx](https://www.imercer.com/products/comptryx) as the sole data providor at this time. While Mercer is a gold standard, we will add additional data sets to help further build out the available data sets globally. + +**- Why don’t we pay US salary everywhere?** + +While there are a lot of factors taken into consideration, there are 2 main reasons. + +1. Best Practice - It's largely seen as best practice to make this shift as companies mature and grow globally. As companies grow international, it becomes more apparent that each country has its own unique labor market (ie: Salaries), benefit coverage/requirements, retirement plans, taxes, cost of living etc. Because of this, we target consistency in our approach to be locally competitive. We will continue to build our ranges using the 75th Percentile as the anchor point for cash compensation and leverage international benefits brokers and feedback for locally relevant coverage. +2. [Golden Handcuffs](https://www.inhersight.com/blog/salary/golden-handcuffs) - This can be a major concern when considering the long term implications for an individual that feels ‘[stuck](https://www.linkedin.com/pulse/menace-golden-handcuffs-tomas-kucera/)’ with a company or role due to higher than market salary, benefits or equity. + +**- You mention the total rewards strategy includes a blend of monetary(compensation) and non-monetary rewards(benefits). How do we know we are actually competitive?** + +Due to the complex and robust nature of US & International compensation and benefits, we leverage external resources, international consultants and firms to help ensure that we are: +1. compliant with local labor laws +2. locally competitive using local benchmark data +3. locally relevant + +You can find more information in [Global Benefits Strategy & Stipend](benefits.md#global-benefits-strategy--stipend). + +**- Is hiring in lower cost of labor locations fair / equitable?** + +Hiring globally is a business and people decision that has many factors attached to it, from total cost, talent density, business need (sales presence, local expertise, etc). While we grow and expand into various countries we hold true to our [values](values.md) and our [Compensation Principles](#compensation-principles) to ensure we are rewarding people in a locally competitive, relevant and equitable way. + +### Salary Bands FY24 + +All dbt Labs employees have access to our salary bands. + +- [US Salary Bands FY24](https://www.notion.so/dbtlabs/0425a64c1fd64ac0a861586e97143367?v=9db7a2df831b4448bcb133bfedead3e3) +- [International Salary Bands FY24](https://www.notion.so/dbtlabs/a667a8e4294a49efb255151b64c75a85?v=4abc278c7f114911983163d92e12e5b2&pvs=4) + +## Equity + +We believe that employee ownership is a way for employees to share in the success of the company. As such, we issue stock options as part of all full-time employees' compensation packages. + +If equity and stock options are a brand new concept for you and you'd like to learn more about the general concepts, check out these resources: + +- [What are Incentive Stock Options](https://carta.com/blog/what-are-incentive-stock-options/) - Quick overview +- [Carta Equity 101 Guide](https://carta.com/equity/learn/) - Comprehensive 10 Part Video Course +- [Stock Options 101](https://manual.withcompound.com/chapters/stock-options-101) - 3 Minute Read (Stock Options Overview) +- [Common Terms & Definitions](https://www.notion.so/dbtlabs/Common-Terms-Definitions-f4282d049838492d99fbfdffff3171b2?pvs=4) + +### A Guide to Equity + +This guide is meant to help you understand the piece of dbt Labs that you’re going to own! Please note that while we hope this guide is a helpful overview, the governing terms and conditions are contained in your dbt Labs, Inc. 2019 Equity Incentive Plan (the "2019 Equity Plan") and your stock option agreement, all of which you are advised to read in full detail. + +#### Why issue options? + +We want all employees to act with the financial interests of the company in mind. There is no better way to align incentives in this way than to give everyone a financial stake in the company. Granting ownership in a company via a stock option is common practice in high-growth businesses for exactly this reason. + +We *do not*, however, see equity as a way to "bridge the gap" to below-market cash compensation. This is fairly standard practice at early-stage businesses (seed and prior)—because companies at this stage are extremely cash-poor, they offer employees minimal cash-based compensation and instead offer very large option grants to "make up the difference" with equity. dbt Labs is at a stage where we pay top market rates in the cash component of our compensation packages, and so we encourage employees to think of equity upside as an amazing potential outcome but not a primary reason to take a job here. + +💡 All startups are risky, and the value of any particular option grant (at dbt Labs or elsewhere!) could go to zero. Our [compensation principles](#compensation-principles) ensure that employees are well-compensated (via the cash and other components of their package) even in such a scenario. + +#### When do we issue stock option grants? + +There are generally 3 reasons or scenarios that will result in a grant - + +1. New Hire Grants: All new hires will be eligible for an equity grant based on the level of the job they are hired into. +2. Promotion Grants: As employees progress in their role within dbt Labs, promotion grants equal to 50% of a new hire grant of the job level they are moving into will be awarded to employees for their increased contribution and growth with dbt Labs. +3. Refresh Grants: Refresh grants are designed to refresh employees’ stock options as shares vest over time. These grants are generally awarded after an employee has been with dbt Labs for 2 years, at which time they are eligible for up to 25% of new hire grant of their current job level in conjunction with additional eligibility requirements. + +You can find the current equity information and more detailed information about each of these grant types [here](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5?pvs=4). + +#### What type of options do we issue? + +At dbt Labs, we give equity grants in the form of Incentive Stock Options (ISOs) and Non-Qualified Stock Options (NSOs). The difference in these two types of grants are, generally, as follows: ISOs are issued to US employees and carry a special form of tax treatment recognized by the US Internal Revenue Service (IRS). NSOs were granted to employees prior to August 2020 (see company history for more information) and are currently granted to contractors and non-US employees. + +This financial instrument is called an "option" because you have the *option* to buy dbt Labs stock at a later date, subject to vesting terms, at the exercise price provided at the time of grant. Solely for the purposes of example, if you are granted stock options with an exercise price of $1 per share of common stock today, and if dbt Labs grows and its common stock is worth $20 per share, you will still be able to buy the common stock upon exercise of your option for $1 per share. + +#### How does vesting work? + +Vesting means that you have to remain employed by, or are otherwise a service provider to, dbt Labs for a certain period of time before you can fully purchase and own the stock within your stock option agreement. This means that, over time, you will have the right to purchase the stock based on the schedule defined in your stock agreement. This process is called vesting and different companies offer vesting schedules of different lengths. + +Our standard practice is that all new hire grants are issued with a four-year vesting schedule and a 1 year cliff. This means you would have the option to purchase 25% of your stock after 12 months, 50% of your stock after two years, and all of it after 4 years. Our vesting occurs on a monthly basis (so you vest 1/48 of your options each month); however, many vesting schedules include a cliff. A cliff is a period at the beginning of the vesting period where your equity does not vest monthly, but instead a portion vests at the end of the cliff period. At most companies, including dbt Labs, this cliff period is generally one year for **new hire grants**. This means that if you leave your job either voluntarily or involuntarily before you’ve worked for a whole year, none of your options will be vested. At the end of the first year, you’ll vest the entire first year’s worth (12 months) of equity all at once. This helps keep the ownership of dbt Labs stock to folks who have worked at the Company for a meaningful amount of time. + +**Promotion Grants & Refresh Grants are issued with a four-year vesting schedule with no cliff, meaning they will vest 1/48 each month.** + +#### What is a stock split? + +A Stock Split is a decision by a company to increase the number of shares outstanding by issuing more shares to current shareholders. As the number of shares increases, the stock price decreases at the same proportion. +- **An example of this would be if you took a large pizza that was worth $20 and cut it into 4 slices each worth $5. A stock split is the equivalent to cutting those 4 slices into 8 slices which still leads to the same size pizza worth $20 except each slice is now worth $2.50 and you have 2 slices instead of 1. **This does not change the overall value of the company.** + +**If the value does not change, why do a stock split?** + +A Stock Split lowers the share price, which makes the stock appear more attractive to investors and future shareholders. The new outstanding share count should now be comparable to other companies at our stage which should make the equity component of an offer in line with other offers that a candidate might receive (purely on a share count basis). + +As part of the Series D financing, dbt Labs announced a 5:1 stock split. For more information, check out this [update](https://www.notion.so/dbtlabs/Series-D-409A-Stock-Split-087debe81c00497ebef90ad41e149d7c?pvs=4). + +#### What is dilution and how does it work? + +Dilution happens to all companies as they issue new equity over time. For example, if company XYZ needs to raise money from outside investors, it typically needs to create new shares of stock to sell to those investors. The effect of additional stock issuances by company XYZ is that, while you will own the same number of shares as you did before such issuance, there will be more total shares outstanding. As a result, you will own a smaller percentage of the company. This is called dilution. + +#### Important Dates to Understand + +- **Grant Date**: The grant date is the date that the board approves the grant. Your grant date will almost always be after your vesting date. +- **Vesting Date**: The vesting date will generally align to either your hire date (for new hire grants) or your promotion or review date (for refresh or promotion grants). This is when your vesting schedule starts. If the grant date occurs after your vesting date, that does not change your vesting date. +- **Exercise Window:** If you leave the company and have ISOs you will have 90 days to exercise your option for any shares that are vested (from the last day of service). For NSOs, you will have 180 days to exercise your options for any shares that are vested (from the last day of service). + - As of December 8, 2021, for those that leave after at least 2 years of service to the company, dbt Labs has extended the exercise window to 5 years from termination . Please see this [update](https://www.notion.so/dbtlabs/Employee-Option-Update-e915ac846d2e4982b272dfa6e39eefe6?pvs=4) for details. **If you have an ISO and elect not to exercise your option in the 90-day period, it will convert to an NSO.** +- **Option Expiration:** If not otherwise expired (through termination of your employment and not exercising within the exercise period), your stock options expire 10 years after the grant date. + +#### Taxes + +Tax law is complex and you should consult a tax attorney or other tax advisor who is familiar with startup stock options before making any decisions. + +Below is an overview of Incentive Stock Options (ISOs) and Non-Qualified Stock Options (NSOs). + +- **Incentive Stock Options (ISOs)** + - No tax is due at the time of exercise unless the $100k ISO limit is reached. This is based on FMV of the original grant. Read more about that [here](https://carta.com/blog/what-is-the-100k-iso-limit/). + - Alternative Minimum Tax (AMT) may be applicable in the year the option is exercised. + - In most cases, tax will be due when the shares are sold. The amount of tax due will be determined by the holding period of the shares once exercised. Again, there are many nuances here so it is recommended that you consult a tax advisor regarding any questions about your personal circumstances. + - Must be exercised within 90 days of the termination date. This is a requirement of the IRS in order to qualify for ISO tax treatment. + - Can only be issued to US employees. + - Can only be issued by Corporations. + +- **Non-Qualified Stock Options (NSOs)** + - Tax due at time of exercise. + - The difference between the strike price of your grant and the current FMV is subject to ordinary income tax. + - NSOs allow for longer exercise periods. At dbt Labs, the default is 180 days after the termination date. + - NSOs can be issued to employees and non-employees. + - Can be issued by any entity. + +**Tax Resources:** + +- [Incentive Stock Options](https://turbotax.intuit.com/tax-tips/investments-and-taxes/incentive-stock-options/L4azWgfwy) +- [Non-Qualified Stock Options](https://turbotax.intuit.com/tax-tips/investments-and-taxes/non-qualified-stock-options/L8zsxRi7B) + +**You are strongly encouraged to consult a tax advisor.** + +### Option Plan Administration + +All option grants must be approved by the Board of Directors. Grants are typically approved on a monthly basis unless a company is going through a financing round or waiting on a 409A valuation. + +#### How to Set Up Your Option Plan Account + +Learn how to set up your option plan account, adminstered through Carta, [here](https://www.notion.so/dbtlabs/How-To-Option-Plan-Administration-f07addf4d73547f28a80e7dc66089171?pvs=4#3f8e1846bde14dbebc7ff624686250a0). + +#### How to Exercise Your Options + +"Exercising your options" means that you are purchasing the shares guaranteed by your options. Options can only be exercised if they are vested. + +Learn how to exercise your options [here](https://www.notion.so/dbtlabs/How-To-Option-Plan-Administration-f07addf4d73547f28a80e7dc66089171?pvs=4#0253cd3bec9f4410b19654080188ed01). + +### Company Timeline + +- In May of 2016, Fishtown Analytics was formed as an LLC. +- In June 2019, the 2019 Equity Plan was created, kicking off the first 409A. +- On November 4, 2019, the Company converted from an LLC to a C Corporation as a part of the seed financing. This required another 409A valuation. +- April 2020, Series A was closed. This required another 409A valuation. +- August 2020, Series B was closed. This required another 409A valuation. +- May 2021, Series C was closed. This required another 409A valuation. +- February 2022, Series D was closed. This required another 409A valuation. +- May 2022, a Tender Offer was presented to employees that have been employed for 2+ years. Details can be found here: [2022 Tender Offer](https://www.notion.so/2022-Tender-Offer-c2348dbcb8324553bbb31725106ba933). The company will continue to explore this as an option each year, but is not guaranteed to occur. +- February 2023, annual 409A valuation complete. + +### 409A Valuations & Exercise Prices + +Learn more about our current valuations and exercise prices [here](https://www.notion.so/dbtlabs/409A-Valuations-Exercise-Prices-f5ac0ac6089a4ebf8a34679f4990a6d3?pvs=4). + +### How Equity Bands are Made + +The US[^11] equity ranges are developed using relevant functional market data from Options Impact & Carta based on similar companies (Capital Raised, Value etc) and evaluated these aggregated market data points against the 75th percentile of both gross values and percent ownership. Our final equity ranges are a combination of 65th percentile of % ownership in Carta and the 90th percentile of gross value in Options Impact. + +[Functional breakouts](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5?pvs=4#cea2fa7310e44493aedae38c90f09931) directly align with the data output and allow us to create competitive compensation in each function using a mixture of both long term (equity) and short term (cash) incentives. +- Note: A function doesn’t *always* align with an org at dbt Labs. For example; where G&A is an org, reporting into the CFO; the functions are broken into Finance, Legal, People and Operations. + +We believe this positions us well to be competitive in our market. + +[^11]: We currently use the same equity offerings regardless of location. As we continue to mature our global total rewards practices, we will further break down equity offerings to align with local markets. + +### Equity Bands FY24 + +All employees have access to our equity bands and they can be accessed [here](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5?pvs=4). diff --git a/docs/getting_support.md b/docs/getting_support.md new file mode 100644 index 00000000..edffa5ad --- /dev/null +++ b/docs/getting_support.md @@ -0,0 +1,77 @@ +--- +id: getting_support +title: Getting Support +sidebar_label: Getting Support +--- + +| Content Maintainers | +|---| +| Clyde Stackhouse | +| Meg Colón | + +[Getting Support](#getting-support) + +[Employee Assistance Programs](#employee-assistance-programs) + +[Anonymous Hotline](#anonymous-hotline) + +## Getting Support + +In an effort to ensure team members receive the support they need, we offer different options depending on the question or situation. + +#### Getting Support from the People Team + +1. **Ticketing System**: Ask any people-related question by tagging @helpdesk in #people-support to use our ticking system. This is your best option to get the fastest response to questions about benefits, reimbursements, stipends, and payroll. +2. **People Business Partners (PBP)**: This is the best option when you’re seeking confidentiality and don’t feel comfortable going to your manager. PBPs are a resource for when you may want to confidentially, or anonymously, report an issue in the workplace. They can help answer or support you with any questions, concerns, or feedback about your time at dbt Labs. + +#### Getting Support outside People Team + +1. **Peer Advocate Program**: This is the best option when you’re seeking an alternative route to voice feedback or ideas about the company at large. The Peer Advocates Program is designed to provide an alternate route of communication with leadership and the team at large, for employees seeking to get feedback from peers, test ideas, or offer feedback with anonymity. +2. **Anonymous Hotline**: This is your best option to workplace issues or suspected illegal or unethical conduct anonymously. The Anonymous Hotline offers an additional option for anonymous reporting, but please remember you can always reach out to your manager, People Business Partner, Peer Advocates or a member of leadership directly about any issues you are having. See below for more information about how to use the anonymous hotline. + +### How to Get Support +Learn how to get support [here](https://www.notion.so/dbtlabs/How-to-Get-Support-a17443c3b92346b185ca4b4c266497df?pvs=4). + +## Employee Assistance Programs + +#### What is an EAP? + +*An Employee Assistance Program (EAP) is a voluntary, work-based program that offers free and confidential assessments, short-term counseling, referrals, and follow-up services to employees who have personal and/or work-related problems.* + +We offer 2 EAP programs. + +#### 1. UNUM EAP + +UNUM’s EAP call services are eligible for all employees **globally.** [UNUM](https://app.strivebenefits.com/dbt/eap?country=us) is also our life and disability provider. In person visits / local support is not currently provided outside the United States. + +US - EAP Benefits include: +- Three face‐to‐face visits with a local counselor to help address personal concerns. +- Unlimited and confidential phone/online support +- Access to information and referrals for work/life resources including child care, elder care, legal questions, financial services, relocation support, and more. +- Service extends to employees, their spouses or domestic partners, dependent children (26 and younger), parents and parents-in-law. + +[2021 EAP - Employee Flyer.pdf](https://github.com/dbt-labs/corp/files/10994740/2021.EAP.-.Employee.Flyer.pdf) + +#### 2. ADP - LifeCare EAP (US) + +ADP - LifeCare EAP services are eligible for US employees only. + +[LifeCare EAP Brochure.pdf](https://github.com/dbt-labs/corp/files/10994732/LifeCare.EAP.Brochure.pdf) + +### How to use an EAP + +Learn how to use our EAPs [here](https://www.notion.so/dbtlabs/How-to-Employee-Assistance-Programs-6a501ea70fc34f0c9d29cd430e41f137?pvs=4). + +## Anonymous Hotline + +dbt Labs has an anonymous hotline for employees to be able to report workplace issues or *suspected illegal or unethical conduct* anonymously. + +📌 **This service is implemented to provide an additional option for anonymous reporting but please remember you can always approach your manager, People Business Partner or a member of leadership team directly about any issues you are having.** + +- Learn more about other ways you can get support [here](#getting-support). + +It is important to remember that, dbt Labs has a no-retaliation policy. This means that no team member will be retaliated against for making a complaint in good faith through any of our reporting avenues. If a team member feels they have been retaliated against, they should initiate a report through the anonymous hotline. + +### How to Initiate a Report + +Learn how to initiate a report and what to expect for next steps [here](https://www.notion.so/dbtlabs/How-To-Anonymous-Hotline-309767332cbc4fdf8b8fee1bc7c5e9ce?pvs=4). diff --git a/docs/hiring.md b/docs/hiring.md new file mode 100644 index 00000000..006f62ab --- /dev/null +++ b/docs/hiring.md @@ -0,0 +1,195 @@ +--- +id: hiring +title: Hiring +sidebar_label: Hiring +--- + +| Content Maintainer | +|---| +| Meg Colón | +| Kimi Mashhoon | + +# Hiring + +[Global Employment](#global-employment) + +[Internal Mobility](#internal-mobility) + +[Making a Referral](#making-a-referral) + +[Privacy Notices](#privacy-notices) + +[Background Checks](#background-checks) + +[Pay & Equity Ranges in Job Offers](#pay--equity-ranges-in-job-offers) + + +## Global Employment + +### Country Hiring Guidelines + +[We value diversity](https://github.com/dbt-labs/handbook/blob/main/docs/values.md#we-value-diversity). We have team members in countries and regions all over the world and from all walks of life. As we grow, we will continue to explore our hiring capabilities in a variety of geographies. + +All of our roles are remote, however some roles may carry specific location or time zone eligibility requirements. Our [Talent Acquisition team](https://www.notion.so/dbtlabs/Business-Partner-Coverage-Model-0a4ee30503464b3bb101de1d4c3ac5e8) can help answer any questions applicants may have about location after starting the recruiting process. + +In the past, dbt Labs would hire in any country, except those we had already determined were not feasible due to certain restrictions. At present, we are focusing our hiring in countries where we have entities; exceptions will be made rarely and must have approval by our CFO*. For exceptions, we ask for a 6 month lead time so that we can properly investigate employing someone in that country and take necessary steps to be able to do so legally. + +*To request an exception: + +1. Please contact the Head of People with the following: + 1. The country + 2. The role you would like to hire in that country + 3. Why this country over one where we have an entity. +2. The G&A team (Finance, Accounting, Legal and People) will investigate the benefits and risks of entering there +3. The final approval or denial will be made by the CFO + +**We currently have 3 types of employment relationships:** + +1. Direct employment with a dbt Labs entity + 1. We will explore opening in entities in countries where we have a large employee count or if there is a business case where an entity would be beneficial. +2. Non-resident payroll through our dbt Labs entity +3. EOR ('employer of record') employment through our current* vendor [Remote.com](https://remote.com/), legally, this relationship is a contractor relationship + 1. *Vendor relationship subject to change to accommodate business and team member needs. + +### dbt Labs Entities + +| Country | Entity | Payroll System | HRIS | Currency | Sponsorship Available | +|---------------- |---------------------------- |------------------ |------ |---------- |----------------------- | +| Australia | dbt Labs Australia Pty Ltd | Overseas Connect | ADP | AUD | No | +| Ireland | dbt Labs Ireland Limited | Overseas Connect | ADP | EUR | No | +| United Kingdom | dbt Labs UK Limited | Overseas Connect | ADP | GBD | Yes | +| United States | dbt Labs, Inc. | ADP | ADP | USD | Yes | +| Germany | dbt Labs GmbH | Overseas Connect | ADP | ERU | No | + +📌 For countries where dbt Labs is able to sponsor a work permit, the People team needs to do an assessment of the job to see if it falls into a “speciality work visa” category. We would need to determine that the team member and their role meet all of the sponsorship criteria. **Please reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) if you require sponsorship.** + +### Non-Resident Payroll Relationships + +| Country | Paid Through | Payroll System | HRIS | Currency | +|------------- |---------------------------- |------------------ |------ |---------- | +| New Zealand | dbt Labs Australia Pty Ltd | Overseas Connect | ADP | NZD | +| Sweden | dbt Labs Ireland Limited | Overseas Connect | ADP | SEK | + +### Current EOR Relationships + +| Country | EOR | Future Hires? | +|------------- |------------ |--------------- | +| Austria | Remote.com | Possible | +| Canada | Remote.com | Possible | +| France | Remote.com | Unlikely | +| Spain | Remote.com | Unlikely | +| Switzerland | Remote.com | Possible | +| Philippines | Remote.com | Active | + +**Reminder - a current relationship with an EOR in country does not guarantee the ability to hire in that country. All hires outside of our entities need prior approval from the CFO. We need at least 6 months lead time to make a decision on any country.* + +### Countries We Cannot Hire In + +| Country | Reason | +|------------- |---------------- | +| Russia | Current Unrest | +| Iran | US Sanctions | +| North Korea | US Sanctions | +| Cuba | US Sanctions | +| Syria | US Sanctions | +| Crimea | US Sanctions | +| Ukraine | Current unrest | + +📌 **Any country not listed in this doc must be reviewed by a member of the People and Finance team, with final approval from the CFO, prior to opening that country for hiring.** + +*Note: In some cases, hiring foreign nationals of other countries into positions where they may gain access to proprietary technology or software may require an export licenses. This is not a ban on hiring, but it is highly fact-specific, and must be assessed in conjunction with the People team and Legal team, in compliance with applicable anti-discrimination and employment laws.* + +### Global Compensation & Benefits + +Learn more about our [Compensation Principles](compensation.md#compensation-principles) and [Global Compensation and Benefits](compensation.md#global-compensation--benefits). + +## Internal Mobility + +Internal mobility applies to those interested in applying to a role outside of your immediate team. Typically, the role will need to be an open requisition with an approved headcount. + +We post open roles on our internal career site, [Greenhouse](https://app5.greenhouse.io/internal_job_board/). It is regularly updated, and includes roles allocated for the upcoming quarter. + +### Eligibility + +#### Interdepartmental Transfers + +We recommend employees be in their role for at least 9 months before applying to an open requisition within their own department. *(Example: Analytics Engineer → Technical Instructor)* + +**Why a minimum of 9 months?** Because we recognize that there are more transferrable skills and knowledge that exist across roles within a department. + +#### Cross-Department Transfers + +We ask that employees be in their role for **at least** 12 months before applying to an open requisition within another department. *(Example: Customer Support Engineer → Solutions Architect)* + +**Why the minimum of 12 months?** Because it can take about 3 months to onboard onto a new role and another 3 months to become completely ramped into that role (totaling up to 6 months). We would want someone to be working as a ramped member of the team for at **least** 6, ideally 12 months, before moving on. Additionally, it will take some time to backfill your role; meaning there are more limitations for the team during the transition period and beyond if you’re switching to a new department. + +**Exceptions:** Changes or movement between teams could happen at any time due to business needs. If your tenure with dbt Labs is less than the 9 or 12 months and you are interested in moving internally, bring this up to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) - the People Team and your current leadership team will need to approve the business exception. + +**Again, please ensure you’re actively talking to your manager about your career goals and development wants/needs.** + +### Internal Transfer & Application Process + +Learn about our internal transfer and application process [here](https://www.notion.so/dbtlabs/How-To-Internal-Mobility-d70f84f1c4bf4215aa017960123a2bfc?pvs=4). + +## Making a Referral + +Who better to find great people to work here than great people that already work here? We don't currently offer a referral bonus program but that shouldn't stop you from sending any and all referrals our way! + +Learn how to make a referral [here](https://www.notion.so/dbtlabs/How-to-make-a-referral-3d44f9f6b52e49ba8730a3bb48ed2201?pvs=4). + +## Privacy Notices + +Please review the privacy notices located [here](https://www.notion.so/dbtlabs/Privacy-Notices-0103d9266f394dd28c5ab4353a31ff4d). + +## Background Checks + +dbt Labs is concerned about the safety of its team members and about maintaining appropriate controls to ensure that assets of dbt Labs and our customer relationships and information are protected. To reduce these risks, we will obtain and review background information of all prospective, and, as applicable, current employees. + +dbt Labs has contracted with [Checkr](https://checkr.com/) to perform these background checks, which will cover criminal history for the last 7 years, sex offender search, SSN trace, education verification, employment verification and Global Watchlist search. dbt Labs may use the returned background check information to make decisions regarding employment. For certain positions where the candidates financial history is relevant to the position, we may also run a check in the federal database for any financial related offenses. + +All candidates who make it to the offer stage with dbt Labs must undergo a background screening according to this policy as part of the employment screening process. All contracts will state that employment is subject to obtaining results from an approved background screening that are satisfactory to dbt Labs. If a candidate is unwilling to follow this process, we are unable to proceed with their candidacy for any position at dbt Labs. In the event the background check is not available at the time of hire (switching vendors or delays in processing), dbt Labs will run the background check as soon as possible. The same adjudication guidelines will apply to current employees as they do with prospective employees. + +#### Disclosure and Authorization + +Candidates (and, as applicable, employees) will receive an email to fill out the background check application. The application will ask for personal and professional information. The application process includes signing a disclosure and a consent form which explains the rights of an individual undergoing a background examination. The application process is designed to take less than fifteen minutes to complete. + +Occasionally, Checkr will reach out to the candidate to retrieve additional information, such as backup documentation to act as proof of previous employment or picture IDs. Proof of employment can typically be provided in various ways, such as tax returns (e.g. W2s), pay stubs, LLC documentation, official company registrations, etc. + +Background checks will act as an additional mechanism of transparency and will help to build trust with our clients. + +#### Review Criteria + +Once the background check is completed, company administrators will review the report and determine if any negative information has a direct connection with an applicant’s ability to fulfill the job duties with competence and integrity. Criminal convictions that would raise a concern are job-related offenses, including but not limited to: embezzlement, extortion, computer/internet crime, fraud, tax evasion, and violent crimes. In addition, the report should be reviewed for omissions or inaccuracies contained in the employment application or made during the interview process. + +## Pay & Equity Bands in Job Offers + +### Using Salary Bands + +When determining an offer for a candidate, we consider two primary factors to determine the point of offer within the approved salary band. + +1. The applicant's knowledge, skills and experience compared to what’s required for the role. + 1. How does this candidates interview feedback compare against the hiring plan (ex. what are the candidate's strengths and are any tradeoffs being made) +2. Internal Equity - How does the applicant's knowledge, skills and experience measure relative to other team members that are in the same role and where they are placed within the range. + +**These factors are considered on a sliding scale when determining the appropriate offer within the established salary band.** + +### Understanding Salary Band & Targets + +When looking at the established salary band, we consider 3 main points of the salary band, on a sliding scale, in conjunction with the factors outlined above. + +![Min,Mid,Max](https://user-images.githubusercontent.com/127452841/225728109-639ee762-dfa0-44bb-9dcb-f45444f90686.png) + +1. Minimum: target for applicants that just meet the minimum job requirements and would be considered early in ‘developing’ into the role duties and expectations. +2. Midpoint: Target for applicants that match most of the criteria and are considered readily ‘proficient’ at this level relative to job expectations. +3. Maximum: should be used **extremely** sparingly as an employee who is at or approaching the maximum of a pay range is an indicator that the individual is more ‘advanced’ or experienced than the job expectations. With maximum or higher end placements, individuals would be quickly approaching a promotion (if internal) or is potentially overqualified for the existing job level which may lead to potentially up-leveling a role, assuming there is sufficient business need. + - The question we always ask, as a best practice, when considering an offer at the maximum point in band is - “would this person be ready to move into the next level role within the next 12 months?” + +### Using Equity Bands + +The use of equity bands follows a similar practice as salary bands with a one important difference around internal equity. + +Internal equity is framed around how a candidate compares to the rest of the team, holistically, rather than based on equity. This is because equity amounts & values will continue to change over time and cannot be a direct comparison like when evaluating cash comp (ie. Someone who joined post Series B ≠ Post Series D) + +We use the [Equity Bands](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5) as the basis for the equity offering. + +Then we use an internal [Equity Scenario Calculation tool](https://docs.google.com/spreadsheets/d/13GM9fLEZjUv_T5dVB-6LvVKWkbqq24CD8ngSmYT0PMQ/edit#gid=1621073057) to determine what a candidate should be offered within the equity band (# of Shares, Net Value, Gross Value). diff --git a/docs/mission.md b/docs/mission.md new file mode 100644 index 00000000..e812e768 --- /dev/null +++ b/docs/mission.md @@ -0,0 +1,11 @@ +--- +id: mission +title: Mission +sidebar_label: Mission +--- + +| Content Maintainer | +|---| +| Tristan Handy | + +To empower data practitioners to create and disseminate organizational knowledge. diff --git a/handbook/policies_and_training.md b/docs/policies.md similarity index 51% rename from handbook/policies_and_training.md rename to docs/policies.md index b6d450fd..f1274c78 100644 --- a/handbook/policies_and_training.md +++ b/docs/policies.md @@ -1,44 +1,163 @@ -# Policies and Training +--- +id: policies +title: Policies +sidebar_label: Policies +--- | Maintained by | |---| | Meg Colón | -| Vanessa Yeh | | Stephanie Murray | -| Leigh Staub | | Helena G | +| Aaron Stanley | + [Code of Conduct](#code-of-conduct) [Anti-Harassment Training](#anti-harassment-training) +[Your Personnel File](#your-personnel-file) + [Corporate Travel & Expense Policy](#corporate-travel--expense-policy) +[Moonlighting Guidance](#moonlighting-guidance) + [Computer Refresh Policy](#computer-refresh-policy) [Involuntary Terminations](#involuntary-terminations) -[US Employement Posters](#us-employement-posters) +[Employment Posters (US)](#employment-posters-us) -[Privacy Notices](#privacy-notices) -[Background Checks](#background-checks) +## Code of Conduct -[Addendums](#addendums) +### Introduction +This Code of Conduct (“Code”) is to act as a guide for behavior to assist us all in making good (and legal) decisions, however, it is not meant to be a legal contract. Employees are expected to read and comply with the requirements stated in this Code, as well as all applicable laws and regulations. -## Code of Conduct +This Code is subject to change at any time at dbt Labs’ sole discretion. This Code supersedes all preexisting policies of dbt Labs to the extent that they conflict with this Code. Only dbt Labs may modify this Code. This Code is meant to work in conjunction with the employee handbook, and if there is any perceived conflict between the two, please address concerns with your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f) or for non-employees to legal@dbtlabs.com. + +### Open Door / Speak Up Policy + +If you have any questions concerning this Code, or are unsure about appropriate conduct in a situation, we encourage employees to consult their manager or their [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f). For non-employees, contact legal@dbtlabs.com. + +**If you suspect that a crime or a violation of the Code has been committed by dbt Labs, another employee or a visitor or client, please immediately report your concerns to the company.** +- To do so, contact your manager, [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f) or you may also report your concerns utilizing our [Anonymous Hotline](getting_support.md#anonymous-hotline). + +We are committed to preventing any occurrences of unethical or unlawful behavior, and to halting any unethical or unlawful behavior that may occur as soon as reasonably possible after discovery. We are also committed to promptly investigating reported concerns in a prompt manner and taking appropriate remedial action. Investigations and reports will be treated as confidential to the extent feasible and permitted by law. Violation of this Code or applicable laws or regulations may result in disciplinary action up to and including immediate termination of employment. + +Furthermore, dbt Labs is committed to protecting the rights of those individuals who report concerns to us. No individual will be retaliated against for making a complaint in good faith regarding a violation of these policies, or for participating in good faith in an investigation pursuant to these policies. If an individual feels they have been retaliated against, the individual should file a complaint using the procedures set forth above. This protection applies to all employees, agents and customers of dbt Labs. Lastly, nothing in this Code prevents, restricts or prohibits employees from reporting to an appropriate governmental agency, regulatory authority or other entity, conduct that the employee believes to be violation of law. + +### Equal Employment Opportunity + +dbt Labs is an Equal Opportunity Employer that does not discriminate on the basis of race, color, national origin, ancestry, sex, pregnancy (which includes childbirth, breastfeeding and medical conditions related to pregnancy, childbirth or breastfeeding), gender identity, gender expression, religion, disability, genetic information, age, marital status, sexual orientation, military and veteran status, family and medical leave, or any other characteristic protected by federal, state or local law. Our management team is dedicated to this policy with respect to recruitment, hiring, placement, promotion, transfer, training, compensation, benefits, employee activities and general treatment during employment. + +dbt Labs will endeavor to accommodate the sincere religious beliefs of its employees to the extent such accommodation does not pose an undue hardship on dbt Labs' operations, and make reasonable accommodations for qualified individuals with disabilities to, at least, the extent required by law. If you wish to request such an accommodation, please speak to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). + +### Anti-Harassment and Discrimination Policy + +It is the policy of dbt Labs to provide a work environment free from all forms of discrimination, including sexual harassment and harassment based on any protected status. dbt Labs is committed to the elimination of all harassment and discrimination in the workplace and will not tolerate the harassment of our employees, whether by another employee, customer, vendor, business partner or guest. + +Discrimination includes, but is not limited to: making any employment decision or employment-related action on the basis of any of the protected classes listed above. Harassment is generally defined as unwelcome verbal or nonverbal conduct, based upon a person’s protected characteristic, that denigrates or shows hostility or aversion toward the person because of the characteristic, and which affects the person’s employment opportunities or benefits, has the purpose or effect of unreasonably interfering with the person’s work performance, or has the purpose or effect of creating an intimidating, hostile or offensive working environment. + +Harassing conduct includes, but is not limited to: epithets; slurs or negative stereotyping; threatening, intimidating or hostile acts; or denigrating jokes and display or circulation in the workplace of written or graphic material that denigrates or shows hostility or aversion toward an individual or group based on their protected characteristic. + +Sexual harassment is defined as unwelcome sexual advances, requests for sexual favors and other verbal, visual or physical conduct of a sexual nature, when: +1. Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment; +2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; or +3. Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment. + +Examples of sexual harassment include, but are not limited to: unwelcome or unsolicited sexual advances; displaying sexually suggestive material; unwelcome sexual flirtations, advances or propositions; suggestive comments; verbal abuse of a sexual nature; sexually-oriented jokes; crude or vulgar language or gestures; graphic or verbal commentaries about an individual’s body; display or distribution of obscene materials; physical contact such as patting, pinching or brushing against someone’s body; or physical assault of a sexual nature. + +### Human Rights + +dbt Labs is committed to protecting basic human rights for all individuals as outlined in the United Nations’ Guiding Principles on Business and Human Rights. In compliance with these principles, dbt Labs is guided by the “protect, respect, and remedy” framework. Our commitment to these principles means: +- We will not engage child labor, nor buy from or support companies who are known to exploit child labor. +- We oppose forced or compulsory labor and human trafficking. +- We ensure fair treatment and work conditions for all employees, including the right to freedom of association and collective bargaining. + +A copy of the UN principles can be found [here](https://www.ohchr.org/documents/publications/guidingprinciplesbusinesshr_en.pdf). + +### Professional Conduct Policy + +dbt Labs expects its employees to adhere to a standard of professional conduct and integrity. This ensures that the work environment is safe, comfortable and productive. Employees should be respectful, courteous, and mindful of others’ feelings and needs. General cooperation between coworkers and supervisors is expected. Individuals who act in an unprofessional manner may be subject to disciplinary action up to and including immediate termination of employment. -Review our Code of Conduct [here](/dbt%20Labs%20Code%20of%20Conduct.md). +### Drug and Alcohol-Free Workplace Policy +dbt Labs is committed to providing a safe work environment and to fostering the well-being and health of its employees. This policy applies to all employees and other individuals who perform work for dbt Labs. + +The unlawful or unauthorized use, abuse, solicitation, theft, possession, transfer, purchase, sale or distribution of controlled substances (including medical marijuana), drug paraphernalia or alcohol by an individual anywhere on dbt Labs premises, while on dbt Labs business or while representing dbt Labs, is strictly prohibited. Employees and other individuals who work for dbt Labs also are prohibited from reporting to work or working while they are using or under the influence of alcohol or any controlled substances, except when the use is pursuant to a valid prescription from a licensed medical practitioner and the licensed medical practitioner authorized the employee or individual to report to work. However, if an employee’s authorized use of prescription drugs interferes with the employee's ability to perform their job or otherwise poses safety concerns, in the workplace, the individual may be removed from their position, reassigned to a different position, or discharged if the circumstances warrant. To be clear, employees have no right to report to work under the influence of medical marijuana, except as permitted by and in accordance with applicable law. + +This restriction does not apply to responsible drinking of alcohol at business events and related social outings where alcoholic beverages are served, and events for dbt Labs where alcoholic beverages are served. It is the responsibility of every employee to drink responsibly at these events. You should not drink and drive. dbt Labs will reimburse you for the cost of reasonable transportation to get you home from any event you attend as part of your work responsibilities. dbt Labs will not excuse bad behavior due to your failure to drink responsibly and we assume no responsibility to monitor or limit your consumption of alcoholic beverages. The goal of this policy is to balance our respect for individuals with the need to maintain a safe, productive and drug-free environment. Violation of this policy will result in disciplinary action, up to and including discharge. + +### Conflicts of Interest + +#### General +dbt Labs recognizes the right of employees to engage in activities outside of employment which are of a private nature and unrelated to dbt Labs’s business. Please contact your manager or your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4), if you have questions regarding a possible conflict of interest or outside activity that might interfere with your job responsibilities with dbt Labs. Also, you may at times be asked to complete a questionnaire dealing with possible conflicts of interest. + +Conflicts of interest are common in (but not limited to) the following four situations. +1. When an employee or a member of the employee’s family has significant direct or indirect financial interest in, or obligation to an actual or potential competitor, supplier, partner, reseller or customer of dbt Labs, or any entity in which dbt Labs has an interest; +2. When an employee conducts business on behalf of dbt Labs with a supplier, partner, reseller or customer in which the employee’s relative is a principal, an officer or a representative; +3. When gifts worth more than US$200.00 from a current or potential supplier, partner, reseller or customer are accepted by an employee, a member of the employee’s family, or any person, charity or other entity designated by the employee; +4. When an employee misappropriates information obtained in the course of his or her employment. + +Customers include (i) those who buy our services, and (ii) those who can exercise major influence on our customers. + +### Improper Payments / Anti-bribery +dbt Labs specifically prohibits offering, giving, soliciting, or receiving any form of bribe or kickback. These are criminal acts and can result in criminal prosecution of both the individual involved and dbt Labs. All gifts to federal, state or municipal employees or other public officials are forbidden. + +### Foreign Corrupt Practices Act +dbt Labs complies with all laws and regulations concerning bribery to foreign individual and entities (ex. Foreign Corrupt Practices Act in U.S.A.) + +Any payment to a foreign official for the purpose of influencing that individual to assist in obtaining or retaining dbt Labs business for any person, including any business organization, our any of our clients is prohibited. dbt Labs strictly prohibits any employee from making any payment on dbt Labs’s behalf or on behalf of one of our clients that would violate those laws and regulations. Employees who violate this policy are subject to disciplinary action up to and including immediate termination of employment. + +### Antitrust + +#### General +It is dbt Labs’s policy to uphold and comply with antitrust laws. Strict adherence to these standards will help employees and dbt Labs avoid criminal and civil penalties. Such adherence also will ensure that dbt Labs will continue to act as a vigorous but fair competitor within the marketplace. + +#### Antitrust laws + +The Antitrust laws have evolved over a period of many years in response to a need to promote vigorous competition at all levels of commerce. + +There are two principal federal antitrust laws that affect your business discussions and dealings: +1. The Sherman Act +2. The Robinson-Patman Act + +_**The Sherman Act**_ The most widely recognized activity that is illegal under the Sherman Act is price fixing, conduct which includes agreements or arrangements to "stabilize" prices with distributors or competitors. Less well known but equally illegal, are arrangements, understandings, discussions or "gentlemen's agreements" with competitors about allocation of production, customers or territories. Discussions or "understandings" with our distributors regarding bidding arrangements, agreements to boycott certain customers or suppliers, also are strictly prohibited as a matter of dbt Labs policy. Regardless of how innocent discussions of these topics may seem, they may be illegal. + +The Sherman Act also makes it illegal under some circumstances, to require a customer to buy one product as a condition of purchasing another product. Such arrangements are called "tying" agreements and may be illegal. The Sherman Act further prohibits you, under some circumstances, from insisting that customers deal exclusively with dbt Labs and not purchase services or products from its competitors. + +_**The Robinson-Patman Act**_ The Robinson-Patman Act is concerned with discrimination in the prices charged to various customers. The basic purpose of this Act is to protect small businesses by requiring that price discounts, favorable marketing programs and promotional services be made available to all customers regardless of their size or purchasing power. There are a number of exceptions to the Robinson-Patman Act. For example, volume discounts may justify cost differentials. A lower price may be quoted to a customer if it can be demonstrated that it is necessary to do so in order to meet a similarly quoted price from a competitor. + +### Environment + +We preserve and protect the environment. Because our fully-distributed workforce does not commute to offices, we reduce our carbon footprint daily and we recycle obsolete equipment. We are committed to finding more ways to utilize sustainable energy, source “green” products, and prioritize reuse and recycle initiatives. We encourage employees to suggest more ways of protecting and preserving the environment. + +### Workplace Health and Safety + +We are committed to providing a safe and healthy work environment for all employees, whether they are working on-site in a dbt Labs owned or leased property or working remotely from home or in a co-working space. dbt Labs provides an annual stipend for employees, which should be used to purchase items such as ergonomic work equipment, proper lighting, or other equipment or modifications needed to allow our employees to work effectively and safely from their chosen location. Because our workforce is distributed, we must rely upon our employees to ensure that work areas are kept safe and free of hazardous conditions. Before starting work each day, please survey your workspace to ensure it is free from any hazards or health or safety risks. + +dbt Labs intends to comply with all health and safety laws applicable to our business. If you become aware of any safety-related concern, hazardous condition, or other workplace injury, accident, or illness, you must immediately report the matter to your manager or your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). ## Anti-Harassment Training We are committed to taking all steps possible to prevent employee harassment. Anti-harassment training and policies are either highly recommended or mandated in most countries to guarantee a basic right to be free from bias and harassment within the workplace. We aim to provide best-in-class training and clear policies that support a healthy workplace culture. -All employees must be trained once per year, regardless of position within the company, however, the training course you will be assigned will be determined based on your location and whether you are a people manager or not. +All employees must be trained once per year, regardless of position within the company. The training course you will be assigned will be determined based on your location and whether you are a people manager or not. + +Learn more about our policy within our [Code of Conduct](#anti-harassment-and-discrimination-policy) and check out answers to [FAQs](https://www.notion.so/dbtlabs/dbt-Labs-Anti-Harassment-Training-FAQs-8a6975b746bd4747a3ed6b2633ed56ce?pvs=4) about the training. -Learn more about our policy [here](/dbt%20Labs%20Code%20of%20Conduct.md#anti-harassment-and-discrimination-policy). +## Your Personnel File -## [Corporate Travel & Expense Policy](https://www.notion.so/dbtlabs/Corporate-Travel-Expense-Policy-9d562e4218c941e4bd6b2710aec82c0d?pvs=4) +We appreciate that you entrust us with personal information like your address and telephone number, we keep the record of it in your personnel file. Please help us keep your file as up-to-date as possible. Submit a [#people-support ticket](https://www.notion.so/dbtlabs/How-to-Ask-a-People-Question-a17443c3b92346b185ca4b4c266497df?pvs=4#420e082679eb4c77b62d576411f9b76d) to share of relevant information changes, for instance: + +- any newly acquired specialized training or skills +- changes to visas (if required for your work) +- changes of address, marital status, etc. (for accurate tax withholding/ benefit coverage) +- new emergency contact (avoids health or safety risks from out-of-date information) + +By signing the handbook, you consent to your personal information being shared in connection with your work for us. This will be used by you (or us) as you set up your work station, log into platforms, set up tools, choose passwords, communicate with customers, perform job functions, etc. We also use the data to meet our employment law obligations including but not limited to paying payroll, managing benefits, communicating with you, meeting diversity goals, creating an employee directory, and financial analyses necessary to run the business. You also consent to the recording of some video conference calls, as needed. Recordings are used for training, product development, sharing information between time zones, etc. + +## Corporate Travel & Expense Policy ### Our Philosophy @@ -51,7 +170,7 @@ We strive to hire people who share our values and we trust our employees to do t These guidelines can’t cover every possibility, so use good judgment. If you’re still not sure, contact the Accounts Payable team at **ap@dbtlabs.com** or on the **#finance-support** Slack channel. -### **Travel Related Expenses** +### Travel Related Expenses Travel arrangements should balance economics, safety, and logistics while still accomplishing the business objective. @@ -61,7 +180,7 @@ Travel arrangements should balance economics, safety, and logistics while still [Book Travel](https://www.notion.so/Book-Travel-9953198a0c37487db7dfda2c76b6b7e9) -### **Airfare** +#### Airfare As a general rule, all flights should be booked in economy class, with the following exception: @@ -69,34 +188,83 @@ As a general rule, all flights should be booked in economy class, with the follo Unless provided with other instructions, choose non-refundable options as these are more cost effective than refundable options. -### **Lodging** +#### Lodging Choose safe and comfortable hotel accommodations near the venue or purpose of travel to minimize additional commuting time and costs. If you need to change or cancel your reservation, it is your responsibility to cancel your stay in Navan prior to your intended travel to avoid “no-show” charges. -### Ground Travel and **Rental Cars** +#### Ground Travel & Rental Cars -Business ground travel including train, taxi and ride-sharing (i.e. Uber, Lyft) are reimbursable. Book the most economical option, where available. The use of rental cars or car-sharing (i.e. Zipcar, Getaround) should not be used other than for extenuating circumstances and must be pre-approved by your manager. Review the guidelines for purchasing rental insurance [here](https://file.notion.so/f/s/c855b532-d661-4f3d-9bb9-5b5bb0ccd908/Automobile_Rental_Guidelines.pdf?spaceId=d044428d-35c1-45b8-8e9c-df25f39d8ced&table=block&id=de51cf76-1f9a-4426-919a-053e22bc5a8f&expirationTimestamp=1679105641189&signature=DKWNsHjDdRkFbO-Im5rk9Pxu2kcfwAJWaYJSXer8gr0&downloadName=Automobile+Rental+Guidelines.pdf). +Business ground travel including train, taxi and ride-sharing (i.e. Uber, Lyft) are reimbursable. Book the most economical option, where available. The use of rental cars or car-sharing (i.e. Zipcar, Getaround) should not be used other than for extenuating circumstances and must be pre-approved by your manager. Review the guidelines for purchasing rental insurance: [Automobile Rental Guidelines.pdf](https://github.com/dbt-labs/handbook/files/11233508/Automobile.Rental.Guidelines.pdf). -### **Meals and Entertainment** +#### Meals & Entertainment Meals and entertainment expenses incurred for business purposes are reimbursable. The names of all attendees (employees, customers, prospects) must be included in the expense notes. -### **Use of Personal Vehicles** +#### Use of Personal Vehicles Mileage is reimbursable for business travel using your personal vehicle (i.e. driving to a customer or an offsite). You will be reimbursed at the applicable IRS mileage rate, which includes fuel costs. Make sure you have adequate insurance coverage for your vehicle. Your normal commute (i.e. from home to the office) is excluded from mileage reimbursement. -### **Internet while Traveling** +#### Internet while Traveling Hotel and airline Wi-Fi internet fees during business travel (i.e., GoGo In Flight) are reimbursable. Hotel and airline Wi-Fi internet fees during personal travel are not reimbursable. -### **Traveling Parents** +#### Traveling Parents The cost of a [milk shipping service](https://www.milkstork.com/) is reimbursable for breastfeeding parents on work travel. +### Other Reimbursable Expenses + +#### Stipends + +Stipends, as part of our benefit program, are reimbursed primarily through Benepass. Learn more [here](benefits.md#stipends). + +#### Employee Relations and Team Events + +Each department has up to $100 per employee per quarter to spend on team-building activities. As the benefit is intended for team building, gifts or gift cards are not allowable for this program. Note that the budget does not rollover; it is a use it or lose it budget per quarter. + +Managers should request a virtual airbase card ([instructions here](https://www.notion.so/Procurement-Process-74d81bda68e447339142bfcc84be9ca7) and provide the names of the attendees, dates, and a note of what quarter this is for. Use the expense category of **Employee Relations** in Airbase. + +### Corporate Cards + +The distribution of corporate cards (physical and virtual) at dbt Labs is limited. If you have a corporate card, only business-related expenses are permitted to be charged and you must adhere to the Corporate Travel and Expense Policy. Personal expenses and stipend purchases are not permitted. If a personal charge is made to your corporate card, the Company has the right to deduct the value of these charges from your paycheck; the decision will be made by the Head of Accounting. Your corporate card spend is part of the corporate budget, so keep in mind budget considerations. The use of a corporate card is a benefit, and so we ask you to do your part in operationalizing its use. + +Categorization and providing a description of all transactions should be provided as soon as the charge is incurred, regardless of the charge amount. At a minimum, physical card owners are expected to code and provide a description for all monthly transactions by the **2nd business day of the subsequent month**, regardless of the $$$ amount. + +Receipt submission (if greater than $50) should be provided as soon as the charge is incurred. At a minimum, physical card owners are expected to provide receipts for all quarterly transactions **over $50** by the 2nd business day of the subsequent quarter. + +📢 **Non-compliance with the above deadlines will be [tracked](https://docs.google.com/spreadsheets/d/18JlnTg1WmjTU9gyWfaDQYN5odr7ZD4GpTLy3ceFbJeM/edit#gid=0) and should there be 3 consequent non-compliance events, the physical card will be revoked.** + +Failure to abide by these expectations may result in disciplinary action, including revoked card privileges, termination, and in the worst case, criminal proceedings. **While we absolutely do not expect this to be an issue, it's important to be clear that any suspected misappropriation of our shared resources will be taken extremely seriously.** + +### Software Purchases + +Software purchases that assist in executing one’s role and day-to-day responsibilities, i.e. Dux Soup, Microsoft Azure, GitKraken, should be purchased using an Airbase Virtual Card. To request a virtual card, please follow the [Procurement Process](https://www.notion.so/Procurement-Process-74d81bda68e447339142bfcc84be9ca7). These purchases should go through a virtual card as they allow us to track software spend more accurately, identify duplicative subscriptions, and consider appropriate security implications of using the software. + +Software purchases that are related to professional development, i.e. Grammarly, Udemy, Rize.io, should be purchased using your [Professional Development Stipend](benefits.md#professional-development-stipend) through [Benepass](benefits.md#how-to-use-benepass---perks--stipend-platform). + ### FAQs Read answers to FAQs [here](https://www.notion.so/dbtlabs/Corporate-Travel-Expense-Policy-9d562e4218c941e4bd6b2710aec82c0d?pvs=4#eb3af765033449b3907082f2e87ef4d6). +## Moonlighting Guidance + +What you do in your own time is your business, including additional employment. We understand that many employees are involved in their communities in a variety of ways, paid and unpaid. However, dbt Labs employees are expected to comply with certain guidelines for work and other activities spent outside of your dbt Labs working hours (”[moonlighting](https://dictionary.cambridge.org/us/dictionary/english/moonlighting)”), to ensure such activities do not interfere with, conflict with or put the company at risk. We encourage transparency, and provide these guidelines for you to consider and discuss with your manager. Acceptable moonlighting: + +(1) is not during working hours that you set with dbt Labs (whatever those hours may be - the hours that you agreed upon with your manager); + +(2) isn’t performed on dbt Labs materials/property/hardware/systems; + +(3) is not being provided on behalf of dbt Labs, i.e., the activity is completely unrelated and unaffiliated with dbt Labs, your client is under no assumption that they’re receiving dbt Labs services, you don’t represent yourself as acting or speaking for dbt Labs, etc; + +(4) does not involve using or disclosing any confidential information or otherwise breaching any of your obligations with dbt Labs, including those under your agreements with dbt Labs; and + +(5) does not conflict with the work you’re doing for dbt Labs, including, but not limited to, (i) doing work for a competitor of dbt Labs or (ii) doing work for an entity that one of our customers would take serious issue with (not necessarily a competitor of our client, but maybe an entity causing direct harm to our client. If in doubt, talk to the People team). + +Lastly, moonlighting is not an excusable reason for lesser or poor performance for work at dbt Labs. dbt Labs reserves the right to prohibit (or revoke a prior opinion that the activity was not prohibited) an employee from engaging in any moonlighting it deems may not be in the best interest of the company. + +Thanks to all our employees whose energy and commitment makes dbt Labs and the larger community a better place! + ## Computer Refresh Policy + All new hires are given a company-owned laptop (a new or like-new MacBook Pro with specs determined based on role)- please **do not** use personal computers to perform company business. All team members are eligible for a new laptop after 3 years of use. @@ -111,7 +279,7 @@ Depending on the age of your Mac and the cost of any potential repairs, the Mac - You will receive a shipping box with prepaid postage to return your Mac. - Old Macs will be e-recycled or donated. -## [Involuntary Terminations](https://www.notion.so/dbtlabs/Involuntary-Terminations-12bd6115f88e4874a300b272f4aec023?pvs=4) +## Involuntary Terminations Throughout this section, the core tension being managed is the tension between the interests of the company and the interests of the employee. Often, employer/employee relationships are zero sum: think Amazon fulfillment center employees. Amazon tries to milk as much productivity out of those employees as possible while paying them as little as possible. Turnover is incredibly high. Workers and the company have a generally adversarial relationship. @@ -123,7 +291,7 @@ There are a lot of ways to end any relationship, and we want employment relation ### Types of Terminations -There are generally speaking three types of terminations: +There are, generally speaking, three types of terminations: 1. Layoffs and business-needs based terminations: Layoffs typically happen due to economic circumstances. The most common reason a company does layoffs is if it underperforms its financial plan. And there are situations where the needs of the business change and old roles are eliminated or new skill sets are needed. Both of these situations can lead to terminations that are unrelated to the performance of the individual employee. @@ -144,9 +312,9 @@ We typically refer to ourselves as a team and to individuals as team members. Th We also typically would use language like "let go" instead of the more harsh "terminated." While this softer language reflects the actual emotions experienced by people throughout the organization when a termination occurs, the word "termination" is the more specific, well-defined way to refer to this event and so is used here. -As a result of these language choices, this document can feel a bit cold and inhuman. That's not the intent—the intent is to have a clear, honest, transparent conversation about the topic at hand. Given that, using unambiguous language is important. +As a result of these language choices, this document can feel a bit cold and inhuman. That's not the intent; the intent is to have a clear, honest, transparent conversation about the topic at hand. Given that, using unambiguous language is important. -### Our stance on performance-related terminations +### Performance-Related Terminations #### 1. Managers are expected to make employment decisions based on what is in the best interests of the company. @@ -165,7 +333,7 @@ Team construction, including hiring, firing, performance management, and coachin - ...relative to their internal peers? - ...relative to an ideal external candidate for their position? - What has been this person's trajectory? We prefer to evaluate the slope of a line rather than its Y-intercept. -- Does this person embody and act in accordance with [our values](https://github.com/fishtown-analytics/corp/blob/master/values.md)? +- Does this person embody and act in accordance with [our values](values.md)? None of these questions are singly determinative, but they are each useful lenses when thinking about the impact of a given individual and their continuing role on the team. @@ -176,7 +344,7 @@ None of these questions are singly determinative, but they are each useful lense 1. [Psychological safety](https://en.wikipedia.org/wiki/Psychological_safety) is an incredibly important component of creating a high-performing, innovative team. Teams that lack psychological safety don't say hard things, build strong relationships, or take shared risks—all of the things that are absolutely required to build groundbreaking products. Terminating employees, even if those employees were underperforming, chips away at psychological safety. This is unavoidable outcome of a termination, as those adjacent to the terminated employee end up thinking "is my job safe?" We can do two things to minimize these impacts. First, we can be transparent about expectations, process, and accountability for termination decisions (which is why this document exists). Second, we can consistently demonstrate as an organization that we only use terminations as a solution as appropriate and that we take performance management extremely seriously. 2. People are not actually cogs. Think of all of the things that are locked up in your brain. You possess not only your functional expertise (which is often the first thing we think about when evaluating our own job performance), but also your internal and external relationships, knowledge of existing processes, knowledge of our product and customer, and more. This context is incredibly hard to replace, and replacing it costs real time and money. And time, especially, is a resource that is in very short supply for us today. - It is truly in the best interests of dbt Labs to invest in long-term employee relationships, and terminating an employee really is a bad outcome for the company. That may not make you feel all warm and fuzzy inside, but it's important to realize that everyone involved truly sees termination as a bad outcome, and one to be avoided. + It is truly in the best interests of dbt Labs to invest in long-term employee relationships. In situations where an employee's performance is trending downwards, dbt Labs makes a dedicated effort to provide team members with the support and structure required to get back on track and meet the minimum requirements in their role. - **How do we square employee terminations with our "We are human" value?** @@ -188,14 +356,13 @@ None of these questions are singly determinative, but they are each useful lense - **Do we look into options for an employee who is underperforming to transition into a different role on the team?** - We often do. While in practice moves like this are hard to make (so many things have to align!), managers are encouraged to look for other internal roles that the underperforming employee is well-positioned to excel in. If you're currently trying to determine whether there might be a good fit for someone elsewhere in the organization for someone you manage, please contact your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) - + We often do. While in practice moves like this are hard to make (so many things have to align!), managers are encouraged to look for other internal roles that the underperforming employee is well-positioned to excel in. If you're currently trying to determine whether there might be a good fit for someone elsewhere in the organization for someone you manage, please contact your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). -### #2. Surprises are bad and we will work hard to avoid them. +#### 2. Surprises are bad and we will work hard to avoid them. One of the questions that a termination always brings up for any team is, "If I were about to be terminated, would I know?" Our goal is to have the answer to this be as close to 100% as possible. **Having an open dialogue about performance between a manager and an employee is the most important part of performance management.** -Our company-wide investment in quarterly reviews, 1-on-1s, and feedback training demonstrates just how much we care about establishing strong feedback. This feedback is the bedrock on which we have created, and are continuing to create, a high-performing team. +Our company-wide investment in bi-annual performance reviews, 1-on-1s, and feedback training demonstrates just how much we care about establishing strong feedback. This feedback is the bedrock on which we have created, and are continuing to create, a high-performing team. Important to note is that it is both *hard and important* for a manager to directly link a conversation about critical feedback to potential future termination. Sentences like these are important to say out loud: @@ -230,18 +397,11 @@ It is our goal to create an environment where receiving critical feedback is nor One possible solution to this is for the People team to introduce a formalized process that managers need to go through in order to terminate an employee. This is often known as a "PIP"—performance improvement plan—and it typically plays out over the course of 30-90 days. Because the process is run by the People team, there is a level of assurance that the manager cannot act exclusively on their own authority. - The PIP, though, is deeply flawed. It is extremely ritualized, focused on documentation, and impersonal. In reality, companies tend to use PIPs not to help fix performance issues, but instead to document their reasons for terminating someone *after they have already decided to do so*, purely for legal liability reasons. + The PIP, though, has negative connotations, often from companies misusing them and stories that no one 'survives' a PIP. We believe that they can be used differently and have introduced [Development Plans](https://www.notion.so/dbtlabs/How-We-Develop-Talent-at-dbt-Labs-5f5e2a6b54b5428d93c0c991ecd923e9) into the manager's toolbox. + - Not every termination will be the result of a development plan, there are reasons we may opt to not use one. + - Additionally, not every development plan results in termination. Ideally, they are used to improve performance and grow the team member in a positive way. - PIPs have very negative cultural and practical outcomes: - - - They are fundamentally disingenuous and encourage "double-speak." We value transparency and refuse to create rituals that undermine this value. - - They do not actually accomplish their stated goals of employee protection—in practice they serve to protect the company. - - They prevent the affected employee from having the time to collect themselves and plan out their next moves. The time we choose to pay in severance, a company that uses PIPs is still asking the employee to spend all of their time on a job from which they will be terminated. We would prefer to move decisively and allow the terminated employee to use this paid time in whatever way was the most helpful **to them**. - - The delay in terminating someone reduces the speed with which the organization can solve problems. 90 days of underperformance in a role is a very long time for a company in hypergrowth. - - For all of these reasons, we don't use PIPs at dbt Labs. We do, however, involve the People team in every single termination that occurs at the company to prevent unilateral decisions from being made by managers. - - - **What is our preferred way of solving this problem?** + - **Other ways we address this problem?** When framing this problem in terms of a mismatch between accountability and impact, it becomes more clear what good potential solutions are. The question decomposes down into two distinct sub-questions: @@ -293,9 +453,9 @@ It is our goal to create an environment where receiving critical feedback is nor #### 3. A generous severance policy is in the best interests of the company, the team, and the terminated employee. -Our goal is to have a top-of-market severance policy in terms of both cash and benefits. In the US, as of this writing, that looks like ~12 weeks of severance (cash) at your most recent annual base salary plus funds to cover your COBRA benefits for that duration (COBRA funds, if applicable, will be added into the severance check). Although subject to change without notice, it is currently our policy to give this to all employees terminated for performance reasons (not terminations for misconduct), subject to exceptions in unusual circumstances +Our goal is to have a top-of-market severance policy in terms of both cash and benefits. In the US, as of this writing, that looks like up to a max of 12 weeks of severance (cash), dependent on tenure and termination circumstances, at your most recent annual base salary plus funds to cover your COBRA benefits for up to that same duration (COBRA funds, if applicable, will be added into the severance check). Although subject to change without notice, it is currently our policy to give this to all employees terminated for performance reasons (not terminations for misconduct), subject to exceptions in unusual circumstances -There are two reasons for this why we think it is important to go above and beyond the industry standard of 2-4 weeks: +There are two reasons for this why we think it is important to go above and beyond the industry standard of 2-4 weeks max: 1. **We exist in an extremely fast-paced, high-rate-of-change environment.** In this type of environment, there is meaningful turbulence both for the organization and for its employees. Having a generous severance package buffers individuals from these effects and allows each of us to feel a degree of financial safety. Individuals lacking financial safety are [not able to be as creative or risk-tolerant](https://www.lse.ac.uk/business-and-consultancy/consulting/assets/documents/how-poverty-affects-peoples-decision-making-processes.pdf). This shouldn't be a surprise—you're simply not going to be your best self if you're worried about paying your bills. Having confidence that you'll be supported even through a termination process allows each of us to do our best work 2. **We want employees to be able to think about the best interests of the company, even if that means their own employment relationship with the company would end.** It is a perhaps-counterintuitive outcome of our "We believe in moving up the stack" value that sometimes the right role for a person isn't with dbt Labs. We adopt an abundance mindset, and are confident that each of us can find the right role, whether at dbt Labs or elsewhere. This severance policy enables terminated employees the space to do just that. @@ -308,36 +468,7 @@ Our goal with this messaging is to manage the tension between our value of trans Learn more about departure message guidelines [here](https://www.notion.so/dbtlabs/Involuntary-Terminations-12bd6115f88e4874a300b272f4aec023?pvs=4#74ca657d514648edafb255bf057535f2). -#### 5. Terminations are an organizational failure and we do not fail silently. -We regularly conduct retrospectives on terminations. The purpose of this retrospective is to evaluate what the company, hiring team, or manager could have done differently to have prevented this outcome or to have arrived at the outcome via a better path. The purpose of this group is **not** to rehash the failures of the terminated employee. - -As in all things, our goal here is to be as transparent as possible. In going through these meetings we will look to share as many learnings from these retrospectives as possible without violating employee privacy. - -## US Employement Posters +## Employment Posters (US) Please review the employment posters for the state you live in, and also the federal posters which apply to each US employee. All posters can be found [here](https://www.notion.so/dbtlabs/US-Employment-Posters-de219cf7a3774a73b206060831193c0c?pvs=4). - -## Privacy Notices - -Pelase review the privacy notices located [here](https://www.notion.so/dbtlabs/US-Employment-Posters-de219cf7a3774a73b206060831193c0c). - -## [Background Checks](https://github.com/dbt-labs/corp/blob/new-handbook-launch/handbook.md#background-checks) - -dbt Labs is concerned about the safety of its team members and about maintaining appropriate controls to ensure that assets of dbt Labs and our customer relationships and information are protected. To reduce these risks, we will obtain and review background information of covered prospective, and, as applicable, current employees. - -dbt Labs has contracted with Checkr (https://checkr.com/) to perform these background checks for US based employees, which will cover criminal history for the last 7 years, sex offender search, SSN trace, education verification, employment verification and Global Watchlist search. For all non-US employees, we use GoodHire (https://www.goodhire.com/). dbt Labs may use the returned background check information to make decisions regarding employment. For certain positions where the candidates financial history is relevant to the position, we may also run a check in the federal database for any financial related offenses. - -All candidates who make it to the offer stage with dbt Labs must undergo a background screening according to this policy as part of the employment screening process. All contracts will state that employment is subject to obtaining results from an approved background screening that are satisfactory to dbt Labs. If a candidate is unwilling to follow this process we are unable to proceed with their candidacy for any position at dbt Labs. In the event the background check is not available at the time of hire (switching vendors or delays in processing), dbt Labs will run the background check as soon as possible. The same adjudication guidelines will apply to current employees as they do with prospective employees. - -### Disclosure and Authorization - -Candidates (as applicable, employees) will receive an email to fill out the background check application. The application will ask for personal and professional information. The application process includes signing a disclosure and a consent form which explains the rights of an individual undergoing a background examination. The application process is designed to take less than fifteen minutes to complete. - -Occasionally, Checkr or GoodHire will reach out to the candidate to retrieve additional information, such as backup documentation to act as proof of previous employment or picture IDs. Proof of employment can typically be provided in various ways, such as tax returns (e.g. W2s), pay stubs, LLC documentation, official company registrations, etc. - -Background checks will act as an additional mechanism of transparency and will help to build trust with our clients. - -### Review Criteria - -Once the background check is completed, company administrators will review the report and determine if any negative information has a direct connection with an applicant’s ability to fulfill the job duties with competence and integrity. Criminal convictions that would raise a concern are job-related offenses, including but not limited to: embezzlement, extortion, computer/internet crime, fraud, tax evasion, and violent crimes. In addition, the report should be reviewed for omissions or inaccuracies contained in the employment application or made during the interview process. diff --git a/docs/talent_development.md b/docs/talent_development.md new file mode 100644 index 00000000..960229ce --- /dev/null +++ b/docs/talent_development.md @@ -0,0 +1,345 @@ +--- +id: talent_development +title: Talent Development +sidebar_label: Talent Development +--- + +| Content Maintainers | +|---| +| Vanessa Yeh | + +[Annual Review Cadence](#annual-review-cadence) + +[Performance Reviews](#performance-reviews) + +[Compensation Reviews & Promotion Cycles](#compensation-reviews--promotion-cycles) + +## Annual Review Cadence + +🌏 *Note that all dates below are formatted by US dates, so it will be MM/DD* + + +### Types of Review Cycles + +There are two types of review cycles at dbt Labs. + +1. [Performance Reviews](#performance-reviews) + +2. [Compensation Reviews & Promotion Cycles](#compensation-reviews--promotion-cycles) + +### Using Culture Amp for reviews + +We use Culture Amp for our reviews and it can be accessed through Okta or [here](https://www.cultureamp.com/). + +### Cadence + +👉 Each review cycle happens twice per year, meaning we have 4 cycles **total**. + +Because of the relationship between performance, and compensation/ promotions, the review cycles are close together, while being separate. This also means that our operating calendar has space for large events (company kick off and Coalesce, for example) to happen without a review cycle in tandem. +![image](https://user-images.githubusercontent.com/127452841/224829035-3fed8ef2-3de1-4098-8167-b978d98ea295.png) + +### Schedule & Logistics + +#### Q1 - Performance + +- Reviews Q4 and Q1 performance. (11/1 - 4/30 in any year) +- Includes team members that started before 2/1 and are therefore out of their 30/60/90 day plans. + - Managers that started after 2/1 will still be responsible for reviewing any eligible team members. They should consult with the team members’ former manager and, if applicable, may add them as a collaborator on the review. +- Everyone will have two weeks to write and complete their reviews (including peer and upwards feedback, if you choose to opt into this). The following month will be when you have a dedicated conversation with your manager to go over everything that was submitted as part of the performance review. + +##### Timeline + +| Step | Who | When | Time Commitment | +|---------------------------------- |------------------------------ |---------------------------------------------- |------------------------ | +| Request peer reviews | All team members | Last week of April | 5 min | +| Self reflection, peer and upward | All team members | First two weeks of May | 2 hours | +| Manager reviews | Managers | Weeks two and three in May | 30 min per team member | +| Calibrations | Managers and People Partners | Last week of May | 1 hour | +| Meetings | All team members | June | 45 min per team member | | + +**Meetings** + +- **IC reviews**: managers to repurpose a 1:1 meeting in June +- **People manager reviews**: people managers are scheduled with a third person nominated by their manager, most commonly the team member's skip-level manager. Their managers are responsible for finding time that works for everyone, ideally, the third person can be added into a 1:1 meeting in June. + +**Time commitment estimation:** + +- **IC:** 3 hours total: 2 hours of writing; self, peer (optional), upward (optional). 1 hour of meeting time +- **Managers:** 2 hours per team member (including writing, calibration, meeting prep and the meeting) Time commitment should not exceed 20 hours over 2 months (6.25%) + +#### Q2 - Compensation & Promotion + +- Eligible team members started in their current role before 5/1 the previous year + +##### Timeline +| Step | Who | When | Time Commitment | +|-------------------------------------------- |-------------------------------------- |------------------------------------ |------------------------ | +| Collect reviews + create promotion packets | Managers + select team members | June | 2 hours | +| Eligibility + budget for merit delivered | People Partners + Finance & Strategy | June 15 | | +| Promotion packets due | Managers | July 1 or closest weekday any year | | +| Merit requests in | Managers | July 1 or closest weekday any year | 1 hour | +| Calibration sessions | Managers + People Business Partners | First 2 weeks of July | 1 hour per team | +| Compensation discussions | Managers and eligible team members | Last 2 weeks of July | 1 hour per team member | +| Changes go into effect | | August 1 | | + +**Meetings** + +- Include in a 1:1 meeting at the end of July + - Folks know, based on their start date in their role, whether or not they are eligible and can prepare to have a compensation discussion with their manager. + +**Time commitment estimation:** + +- IC: If asked to participate in a promotion packet; 1 hour +- Managers: + - Promotions: 6 hours per team member (including writing, collecting and meetings) + - Merit: 2 hours for requests and calibrations plus 30 minutes for each eligible team member for the discussion. + +#### Q3 - Performance + +- Reviews Q2 and Q3 performance. (5/1 - 10/31 in any year) +- Includes team members that started before 8/1 and are therefore out of their 30/60/90 day plans. + - Managers that started after 8/1 will still be responsible for reviewing any eligible team members. They should consult with the team members’ former manager and, if applicable, may add them as a collaborator on the review. +- Everyone will have two weeks to write and complete their reviews (including peer and upwards feedback, if you choose to opt into this). The following month will be when you have a dedicated conversation with your manager to go over everything that was submitted as part of the performance review. + +##### Timeline + +| Step | Who | When | Time Commitment | +|---------------------------------- |------------------------------ |---------------------------------------------- |------------------------ | +| Request peer reviews | All team members | Last week of October | 5 min | +| Self reflection, peer and upward | All team members | First two weeks of November | 2 hours | +| Manager reviews | Managers | Weeks two and three in November | 30 min per team member | +| Calibrations | Managers and People Partners | Last week of November/First week of December | 1 hour | +| Meetings | All team members | December + into January if needed | 45 min per team member | + +**Meetings** + +- **IC reviews**: managers to repurpose a 1:1 meeting in December +- **People manager reviews**: people managers are scheduled with a third person, most commonly the team member's skip-level manager. Managers are responsible for finding time that works for everyone, ideally, the third person can be added into a 1:1 meeting in December. + +**Time commitment estimation:** + +- IC: 3 hours total: 2 hours of writing; self, peer, upward. 1 hour of meeting time +- Managers: 2 hours per team member (including writing, calibration, meeting prep and the meeting) Time commitment should not exceed 20 hours over 2 months (6.25%) + +#### Q4 - Compensation & Promotion + +- Eligible team members started in their current role before 11/1 the previous year + +##### Timeline + +| Step | Who | When | Time Commitment | +|-------------------------------------------- |-------------------------------------- |------------------------------------ |------------------------ | +| Collect reviews + create promotion packets | Managers + select team members | December | 2 hours | +| Eligibility + budget for merit delivered | People Partners + Finance & Strategy | Dec 10 | | +| Promotion packets due | Managers | Dec 23 or closest weekday any year | | +| Merit requests in | Managers | Dec 23 or closest weekday any year | 1 hour | +| Calibration sessions | Managers + People Business Partners | First 2 weeks of January | 1 hour per team | +| Compensation discussions | Managers and eligible team members | Last 2 weeks of January | 1 hour per team member | +| Changes go into effect | | Feb 1 | | + +**Meetings** + +- Include in a 1:1 meeting at the end of January + - Folks know, based on their start date in their role, whether or not they are eligible and can prepare to have a compensation discussion with their manager. + +**Time commitment estimation:** + +- IC: If asked to participate in a promotion packet; 1 hour +- Managers: + - Promotions: 6 hours per team member (including writing, collecting and meetings) + - Merit: 2 hours for requests and calibrations plus 30 minutes for each eligible team member for the discussion. + +## Performance Reviews + +📌 We conduct performance reviews twice a year, in Q1 and Q3. + +### Process Overview + +#### Cadence + +ℹ️ Performance reviews happen every 6 months and are full “360 reviews”. Performance reviews are done within Culture Amp (which can be accessed via your Okta portal). Culture Amp is our official system of record for performance and engagement. + +The performance review consists of a self reflection, peer feedback (optional), upwards feedback (optional), and manager review. + +- Everyone can nominate who they would like to receive peer feedback from. + - We recommend nominating minimum 2, no more than 5 peers + - Your manager will need to assign peer feedback requests + - It’s highly encouraged for people to submit peer feedback when requested, *but if you do not have the time or feel you do not have sufficient feedback to provide, you are welcome to decline giving feedback in a given cycle.* +- Everyone will be requested to submit upwards feedback about their manager (and this will go to your skip level manager to see; it helps them write their assessment of your manager) however know *this is also completely optional.* Your skip level may share your written feedback with your manager. +- At minimum everyone needs to submit the self-reflection (and if you are a people manager, the manager review for your team members). + +#### Purpose + +ℹ️ We believe in a continuous feedback culture at dbt Labs. The bi-annual performance reviews are meant to be an intentional check-in to ensure everyone is on track with regards to their development and growth path. You should also know, very clearly, how you are performing in your current role at the end of the review cycle. + +While an overview of how you are doing in your role is an *element* of the review meeting, it’s also an opportunity for us to learn about what aspects of the role you enjoy the most and how you would like to see your career grow. + +It should be a dedicated conversation around topics you might not be able to get to or dive in deep during your regular check-ins. + +We support development, and there is a [development tool](https://www.notion.so/dbtlabs/How-We-Develop-Talent-at-dbt-Labs-5f5e2a6b54b5428d93c0c991ecd923e9) we have available for managers and employees to utilize. + +Ideally, nothing written or discussed in your performance review is a surprise. Our expectation is immediate and consistent feedback is given throughout the year and not only during review season. So why have reviews if we’re expected to give consistent feedback? For many reasons, these more official checkpoints in the year help us with accountability, to summarize that feedback, give us moments to pause and appreciate wins together, and sets aside dedicated spotlight to development conversations. + +#### Schedule & Time Commitment + +Learn more about the schedule and logistics for our reviews [here](#schedule--logistics) where you'll find [Q1 Performance Review Schedule](#q1---performance) and [Q3 Performance Review Schedule](#q3---performance). + +### Meetings & Conversations + +ℹ️ Managers are responsible for ensuring: + +- reviews are shared with each team member (please share the written reviews 1 day before the scheduled review meeting), and; +- review meetings happens within the designated month + +For ICs: this meeting will just be you and your manager (ideally, you’re just expanding an existing 1:1 to talk about reviews). + +For People Managers: the meeting will consist of you, your manager, and, most likely, your skip-level manager. For those extremely cross-functional or embedded, sometimes this might be a leader that is not your skip level. + - The reason we do this is because we want to ensure your manager development and growth is supported by your management chain. + - If your work is more cross functional (i.e. you’re embedded on another team), the leader from the other function might be the most suitable to join you and your manager in your performance review. + +### Details + +#### Questions Asked + +When the review cycle opens, the following questions will be within a Culture Amp form and you will write your answers to each question in Culture Amp. + +If you know you’re going to be out of the office when the review cycle opens (based on the schedule above), you can write your answers ahead of time and submit when you return. + +- **Self-Reflection** + 1. What project or contribution are you most proud of in this review period? + 2. What do you wish you had achieved but weren't able to? What were the blockers or challenges you faced? + 3. What is the most motivating and least motivating part of your role? + 4. What do you want to focus on developing over the next 6-12 months? + 5. What can your manager do to continue to or better support you? + 6. How you rate your performance this past half? + 1. Needs Development/Meets Expectations/Exceeds Expectations/Sets a new standard +- **Peer Feedback** + 1. How has this person’s work impacted your ability to deliver on your goals this past 1-2 quarters? + 2. What is one piece of constructive advice you would share with this person, and how would this change impact your work? + 3. Which dbt Labs value(s) does this person embody? Which value(s) would you recommend they focus on in the coming half? +- **Upwards Feedback** + 1. What areas does your manager excel in? + 2. What are their opportunities to improve their leadership that you think would make a real difference in the team's performance? + 3. What can your manager do to better support you and your team members? + 4. How does your manager advocate for your team? + 5. Do you receive consistent and helpful feedback from your manager? Please explain your answer. + 6. Which dbt Labs value(s) does your manager embody? Which value(s) would you recommend they focus on in the coming half? + 7. **[Not shared with manager]** Do you feel comfortable giving full and honest upward feedback? [Y/N] +- **Manager Feedback to Employee** + 1. How you rate this team member’s performance this past half? + 1. Needs Development/Meets Expectations/Exceeds Expectations/Sets a new standard + 2. What areas does this employee excel in? (please reference some of the reasons for your performance rating) + 3. What was their biggest impact to the organization this past half? (please reference some of the reasons for your performance rating) + 4. What are some areas of improvement or growth for this person to work on within their level/current role in the next half? (please reference some of the reasons for your performance rating) + 5. Which dbt Labs value(s) does this person embody? Which value(s) would you like them to focus on in the coming half? + 6. How can you continue and better support this team member in their development? + +#### Performance Definitions + +| Evaluation | Definition | Description | +| --- | --- | --- | +| Sets a New Standard | Far exceeds expectations. | This person consistently delivers on and exceeds all the expectations and goals of the role. This person demonstrates an exceptional expertise in their areas of responsibilities. Their quality of work is at the point where others learn that something new/innovation is still possible to be achieved in the context of this role. They influence others to perform and behave better. They consistently exemplify dbt Labs values. | +| Often Exceeds Expectations | Regularly exceeds expectations. | This person consistently delivers on all the core expectations and goals for the role. They either do things at a quality level beyond what was scoped or specified OR the positive impact of the work is larger than what was anticipated. They consistently exemplify dbt Labs values. | +| Consistently Meets Expectations | Consistently meets expectations and sometimes exceeds expectations. | This person delivers on a majority of the core expectations and goals for the role. They consistently exemplify dbt Labs values. This person is doing what they were hired to do. | +| Needs Development | Not consistently delivering on expectations of role. | This person requires additional direction and support in order to get essential parts of the role done. This person isn’t able to show consistent results expected for the role to produce. Receiving a “needs development” means active coaching is needed; the manager will need to be more prescriptive about the areas needing change and will need to outline clear next steps for the person to develop into their current role. | +| Not applicable (absent for a majority of the review period) | Neutral evaluation | This person was gone for 4 or more out of the 6 months we are evaluating for this period. | + +#### Calibration + +ℹ️ Calibration sessions are held with department leaders and their People Business Partner. These sessions happen after reviews are written and before any meetings or feedback is shared with the team member. + +The objective of calibration sessions is to ensure that different managers apply similar standards in measuring and evaluating the performance of our team. All team members get a fair and objective performance evaluation. + +1. **Increase review accuracy.** Unfortunately, one manager’s idea of a top performer might differ wildly from another’s - a difference that can dramatically hurt one team and help another. This is a risk because, come promotion and raise time, one manager’s team will have a significant leg up while the other’s chances will suffer. Calibration ensures reviews are more consistent and accurate. +2. **Properly acknowledge and reward high performance.** Once the bar is set, managers can evaluate employees with more certainty and ensure everyone on their team gets the recognition and reward they deserve. +3. **Reduce bias.** When managers rate their direct reports in a vacuum, they can only compare their direct reports to other teammates or their own idea of what performance should be. Without a calibration discussion, a manager might let unconscious bias influence their decisions and prevent specific reports from receiving a fair review. + +- **The calibration process generally operates this way**: + - All managers submit their performance review feedback and evaluations by the end of the written cycle deadline. + - Leaders in each org meet as a group to calibrate on their ICs — this meeting is facilitated by the People Business Partner. + - The e-team also receives all the evaluations and meets to review and discuss the performance review evaluation distribution across the org and their direct reports. + + **Prior to calibration sessions, senior leaders in each org should understand the feedback for all team members in their org. This may mean reviewing with a frontline manager on your team 1:1 to discuss their team, if they will not be included in the calibration session. Please work with your People Business Partner to determine who will be in the calibration session.** + + We will be using Culture Amp to facilitate the calibration sessions. + +### Resources + +Check out our [resources](https://www.notion.so/dbtlabs/Performance-Reviews-at-dbt-Labs-054564274f6042a09e1e8515df579e06?pvs=4#538637004b4040a1b571732dfae5425f) to support the performance review process. + +## Compensation Reviews & Promotion Cycles + +📌 We offer promotion and compensation cycles twice a year, in Q2 and Q4. Any changes will be effective on 8/1 and 2/1 respectively, aligning with our fiscal halves. Having 2 cycles per year is meant to give ample opportunity to reward team members. + +**Please make sure to review our [compensation principles](compensation.md#compensation-principles) in order to understand how we think about compensation at dbt Labs.** + +### Compensation Reviews + +As a general rule, every team member will be eligible for **one** merit compensation review per year*. The cycle each team member is included in will be the cycle **closest** to the start date of the role they are currently in. This will either be their start date with the company or the start date in a new role through promotion or internal mobility. See the table below to determine who is included in each cycle. + +**Exceptions will be made very rarely with CFO and Head of People approval.* + +- Overview of your compensation review based on start month: + +| Start Month | Cycle Breakdown | +|---|---| +| January | Q4 | +| February* | Q4 | +| March | Q4 | +| April | Q4 | +| May | Q2 | +| June | Q2 | +| July | Q2 | +| August | Q2 | +| September | Q2 | +| October | Q2 | +| November | Q4 (+1 year) | +| December | Q4 (+1 year) | + +- We encourage team members to understand when their individual compensation review is so that they can prepare to have the conversations with their manager. + +#### Process Overview + +Ahead of the cycle, the People Business Partner and Compensation Team will produce a packet of all team members within the eligibility window for merit (minimum of 9 months since starting in their current role **or** 1 year since their last merit increase). The packet will also include merit budget and % recommendations based on performance. + +Managers will propose merit increases for eligible team members. This process will be open for 2 weeks. + +**All merit increases must remain in the bounds of the compensation range for the role the team member is currently in.** + +All proposed increases will be reviewed in calibration meetings with leaders in each org to ensure internal equity and keeping in our budget. *Any increases greater than 10% will need CFO approval.* + +Detailed schedule [here](#schedule--logistics). + +### Promotion Cycles + +As a general rule, team members are eligible for a promotion if they meet a 1 year tenure guideline* AND have shown that they are ready for the next step in their career. This is up to the manager discretion. + +**Exceptions will be made very rarely with CFO and Head of People approval.* + +#### Promotion Packets + +In order to request a promotion, the manager is responsible for gathering: + +➡️ We recommend gathering this feedback through 1:1 conversations and performance review feedback and compiling the notes to include in your “formal” packet. + +1️⃣ at least 1 current peer review, providing feedback at their current level over, at least, the last 6 months, + +2️⃣ at least 1 review from a peer at the level they would be promoted to focusing on areas where they are already contributing at the next level (**if there is no one at the new level, a member of that team’s leadership team should be included*) to and, + +3️⃣ a minimum of 3 reviews **total** to support the promotion application (**if the person up for promotion manages a team, the third review should be an upward review from a member of their team. Otherwise the 3rd review can be a statement of support from a member of that team’s leadership team*). + +We will create a promotion template in Culture Amp that includes: + +- **Justification, if any, for a promotion into a more senior role:** does the business or team *need* someone in an expanded role right now? Is there higher scope or needs that they are currently filling or doing? This should be especially important at the senior and staff level and above. +- **Impact to the business in the last 12 months:** since folks get promoted no more frequently than once a year, we want to take their entire prior year into account when constructing promo packets. This should include quantitative impact statements, quotes from peers, customers, prior performance review data, etc. +- **Examples of how this person is ready for an expanded role:** here, the manager describes behaviors that an individual has shown consistently that tell us they are already operating at the next level. + +- The following metadata will already exist in Culture Amp and will be pulled by the People Team: + - A summary of ratings from the past 12 months of review cycles to paint a picture of the persons trajectory + - Their tenure at company + time in current role + +Promotions will be reviewed and approved in calibration sessions with each org. + +#### Schedule & Time Commitment for Compensation & Promotion Reviews + +Learn more about the schedule and logistics for our reviews [here](#schedule--logistics) where you'll find the [Q2 Compensation & Promotion Review Schedule](#q2---compensation--promotion) and the [Q4 Compensation & Promotion Review Schedule](#q4---compensation-and-promotion). diff --git a/docs/time_off.md b/docs/time_off.md new file mode 100644 index 00000000..36c003cd --- /dev/null +++ b/docs/time_off.md @@ -0,0 +1,377 @@ +--- +id: time_off +title: Time Off +sidebar_label: Time Off +--- + +| Content Maintainers | +|---| +| Clyde Stackhouse | + +[Time Off Policy](#time-off-policy) + +[Company Holidays](#company-holidays) + +[Leave of Absence Programs](#leave-of-absence-programs) + +## Time Off Policy + +In alignment with our core value, **“We Work Hard and Go Home”**, dbt Labs offers unlimited paid time off to support you to recharge, spend time with your family, and/or take care of personal matters. To encourage you to turn off your brain, travel, and spend time with your family, recommend you take a *minimum* amount of vacation days **(2 weeks, aka 10 business days)** each calendar year. + +- We estimate that 4 weeks in a year is a good amount to take off (this is based on what we have seen historically). Note though that we do not have a cap on the number of days you can take off for Personal Time Off. +- At the end of each quarter, the People team will send managers a list of how much time off each person has already taken / planned to take for the rest of the year (based on what is requested in ADP). +- We encourage managers to do check-ins with their team (based on the data provided above): for those not taking time off, managers should seek to understand why this is the case and to help their team member structure their workload or work priorities in a way that allows them to actually disconnect from work to recharge. + +We ask that you input your time-off requests into ADP and categorize them accordingly [based on the definitions below](#%EF%B8%8F-types-of-time-off-plans--definitions). + +**Please discuss your time-off schedule with your manager prior to taking the time off so we can plan for coverage while you are out**. **Manager approval will be required to take time off!** When planning your time off, we ask that you also be mindful of the major dates and deadlines that may be unique and critical to your role. + +When in doubt, please discuss with your manager about your plans. + +#### When would time off be declined? + +- It shows blatant abuse of the unlimited time off policy. For example (but not limited to the following): + - Using open vacation in place of a leave of absence (see below). + - Requesting time off that is more than 4 consecutive weeks in duration. +- Amount of (or dates of request for) PTO negatively impacts your team or the company, as determined by your manager. +- Performance is affected negatively. + +#### ➡️ Types of time off plans & definitions + +👉 If you need to take more than 2 consecutive weeks off, your manager or a member of the People team will reach out to see if a Leave of Absence may need to be utilized instead to support you through your specific life event. + +- **Personal Time Off**: If you are taking vacation or need to take time off work to attend to other personal matters. +- **Sick Time:** If your time off is related to your own illness or a family member’s illness (i.e. care for another family member or taking them to see the doctor), or for you to go see a medical professional. You can also use this category for a mental health day. +- **Jury Duty/Voting**: If your time off is due to jury duty or voting time. +- **Bereavement:** If you need to take off to grieve for a loss you have experienced or to support someone during the grieving process. +- **Volunteer/Service**: If your time off is related to volunteering or community service activities. +- **Other country specific categories**: As dbt Labs has presence in multiple countries, we can’t categorize every mandatory time off type. If your time off is not due to one of the above, please use the “Other” reason code in ADP and put in the comments what it is. +- **Leaves of Absences:** If you need to be absent for an extended period of time due to any reason, it may be better to consider taking a leave of absence. Examples of different paid leave of absence types and policy documents can be found below (paid leave below indicates 100% base and commission payments during these durations): + + [Leave of Absence Programs](#leave-of-absence-programs) + + - ***Paid Parental Leave** - to be taken within the first year of parenthood; any dbt Labs employee who needs to care for a newborn as a result of birth or adoption is able to take up to 12 weeks of paid leave* + - ***Paid Medical Leave** - any dbt Labs employee who needs to take dedicated time off to recover from their own medical event (i.e. physical or mental illness, surgery, etc) is able to take up to 4 weeks of paid leave* + - ***Paid Caregiver Leave -** any dbt Labs employee who needs to take dedicated time off to care for a seriously ill person is able to take up to 4 weeks of paid leave* +- **Company Holidays**: dbt Labs observes a number of public and company holidays every year, and this schedule varies by country public holidays. See [Company Holidays ](#company-holidays) for days observed. You are asked to observe your local holidays (for the country you reside in). + +Note that because, in the United States, your time off is not accrued, you will not be paid out for any unused time offered under this policy when your employment with dbt Labs ends. + +For international employees, see [below]([#-international-considerations-for-accrued-time-and-pay-out-upon-termination-with-the-company) for respective details. + +#### 💪 Best practices for being out of the office + +1️⃣ We recommend that after your time off request has been approved, to note you will be “Out of Office” on your Google Calendar (and make this event public so people can see). + +Google Calendar also has an “Out of Office” feature where they can auto-decline any event that is scheduled during the period you are out. This may be helpful for you to set up! + +Additionally, some teams may have team time off calendars within Google Calendar. Talk to your manager if this is something your team has; you may be asked to make your out of office dates visible here to help create visibility with your teammates. + +2️⃣ Update your Slack status to out of office, see tips [here](https://www.notion.so/dbtlabs/How-to-Slack-805c4284f1004ff39daa18cf564e02dc?pvs=4#ae7b15500281418aad995902ef5a6e8a). + +3️⃣ Set up an “out of office” auto response to your email for the dates you will be out, and clearly indicate who someone should contact instead. + +### Requesting time off + +Learn how to request time off in ADP [here](https://www.notion.so/dbtlabs/Time-Off-Policy-cb5363a73ca1485dbf94619c4c57aa6f?pvs=4#b819ac73f9994db6a5f4572571b44cc5). + +**Note that if you are employed through Remote.com, you will need to request your time off in the Remote platform.** + +Please discuss your time off schedule ahead of time with your manager, as they do not have visibility into requests within the Remote platform. + +#### 🌐 International considerations for accrued time and pay out upon termination with the company + +In your employment contracts, you will see that you are eligible for a specific number of annual leave (or holiday) days to be accrued over the course of the plan year (to be used as personal time off). There is a clause in your contracts that once your annual leave (or holiday) entitlements have been used up, you are eligible to take an unlimited number of days, as long as you have manager approval. + +From a logistical standpoint, what you can expect in ADP: + +- Your time off balance will show as being accrued on a month to month basis. + - For new joiners, if you start before the 15th of that month, you will earn an accrual for the first month. + - For new joiners, if you start after the 15th, you don’t earn anything for that month and instead will begin accruing the full amount the following month. + - If a carryover balance is allowed in your employment contract, the maximum accrual is 25 days and then will stop accruing. +- You can actually take whatever days off you would like (subject to manager approval) even if your balance in the system does not show you have enough days accrued. It is acceptable have a negative balance as a result of taking time you have not yet accrued. + +At the end of your employment with dbt Labs, if you have unused time off accrued in ADP, we will pay that amount out to you in your final paycheck. + +- If your time off balance is negative, note that we will not deduct any amounts from your final paycheck + +**🌍 If you are employed through Remote.com** + +The above explanation of how accrued time works and is paid out upon termination is the same for Remote employees. This is because, in your contracts, you still have a set number of days that is shown. You can take any days off as long as you have manager approval. + +## Company Holidays + +In addition to our unlimited vacation policy, dbt Labs observes a number of public and company holidays every year, this schedule varies by country. You are asked to observe your local holidays (for the country you reside in). + +We recognize that there are many other cultural, religious or location based holidays and encourage our team members to work with their manager to take the time they need. + +Employee's who are contracted via an Employer of Record (i.e. Remote.com) Please reference the list of public holidays provided via Remote's Platform. + +You can view our holiday google calendar [here](https://calendar.google.com/calendar/u/0/embed?src=c_2a9305582c4692c95028462989a787bbd6703780cb6b380a29802f73922792ab@group.calendar.google.com&ctz=America/New_York). + +#### US Holidays + +- New Years Day (observed)- Monday, January 2, 2023 +- MLK Day- Monday, January 16, 2023 +- Memorial Day- Monday, May 29, 2023 +- Juneteenth- Monday, June 19, 2023 +- Monday before Independence Day- Monday, July 3, 2023 +- Independence Day- Tuesday, July 4, 2023 +- Friday before Labor Day, Friday, September 1, 2023 +- Labor Day- Monday, September 4, 2023 +- Thanksgiving- Thursday, November 23, 2023 +- Friday after Thanksgiving- Friday, November 24, 2023 +- Christmas- Monday, December 25, 2023 +- Winter Break- Tuesday, December 26, 2023→Friday, December 29, 2023 +- New Year’s Day- Monday, January 1, 2024 + +#### United Kingdom Holidays + +- New Year’s Day- Monday, January 2, 2023 +- Easter Monday- Monday, April 10, 2023 +- Early May Bank Holiday- Monday, May 1, 2023 +- Spring Bank Holiday- Monday, May 29, 2023 +- Summer Bank Holiday- Monday, August 28, 2023 +- Christmas- Monday, December 25, 2023 +- Boxing Day- Tuesday, December 26, 2023 +- Winter Break- Wednesday, December 27, 2023→Friday, December 29, 2023 + +#### Ireland Holidays + +- New Year’s Day- Monday, January 2, 2023 +- Saint Patrick’s Day- Friday, March 17, 2023 +- Easter Monday- Monday, April 10, 2023 +- Early May Bank Holiday- Monday, May 1, 2023 +- June Bank Holiday- Monday, June 5, 2023 +- August Bank Holiday- Monday, August 7, 2023 +- October Bank Holiday- Monday, October 30, 2023 +- Christmas- Monday, December 25, 2023 +- Saint Stephen’s Day- Tuesday, December 26, 2023 +- Winter Break- Wednesday, December 27 → Friday, December 29, 2023 + +#### Germany Holidays + +- New Year’s Day- Monday, January 2, 2023 +- Epiphany (BW,BY & ST)- Friday, January 6, 2023 +- Good Friday- Friday, April 7, 2023 +- Easter Monday- Monday, April 10, 2023 +- Labour Day- Monday, May 1, 2023 +- Ascension Day- Thursday, May 18, 2023 +- Whit Monday- Monday, May 29, 2023 +- Corpus Christi (BW, BY, HE, NW, RP, SL, SN & TH)- Thursday, June 8, 2023 +- Assumption Day (BT & SL)- Tuesday, August 15, 2023 +- German Unity Day- Tuesday, October 3, 2023 +- Christmas Day- Monday, December 25, 2023 +- Saint Stephen’s Day- Tuesday, December 26, 2023 +- Winter Break- Wednesday, December 27 → Friday, December 29, 2023 + +#### Australia Holidays + +- New Year’s Day- Monday, January 2, 2023 +- Australia Day- Thursday, January 26, 2023 +- Labour Day (WA)- Monday, March 6, 2023 +- Canberra Day (ACT)- Monday, March 13, 2023 +- Labour Day (VIC, TAS)- Monday, March 13, 2023 +- Good Friday- Friday, April 7, 2023 +- Easter Monday- Monday, April 10, 2023 +- Anzac Day- Tuesday, April 25, 2023 +- Reconciliation Day (ACT)- Monday, May 29, 2023 +- Melbourne Cup Day (VIC)- Tuesday, November 7, 2023 +- Christmas Day- Monday, December 25, 2023 +- Boxing Day- Tuesday, December 26, 2023 +- Winter Break- Wednesday, December 27 → Friday, December 29, 2023 + +#### New Zealand Holidays + +- New Years Day- Monday, January 2 +- New Year Holiday- Tuesday, January 3 +- Waitangi Day- Monday, February 6 +- Good Friday- Friday, April 7 +- Easter Monday- Monday, April 10 +- ANZAC Day- Tuesday, April 25 +- King’s Birthday- Monday, June 5 +- Matariki- Friday, July 14 +- Labour Day- Monday, October 23 +- Chatham Islands Anniversary- Monday, November 27 +- Christmas Day- Monday, December 25 +- Boxing Day- Tuesday, December 26 + +## Leave of Absence Programs + +We offer multiple paid and unpaid leave of absence programs. All leave types will run concurrently with any company holidays and will not add additional days to the established leave policy unless legally required. + +Below is a summary of our paid leave programs. + +| Type of Leave | Duration Allowed (Total) | Cadence Allowed | Coordinated with other Benefits | Notes | +|------------------- |-------------------------- |----------------- |--------------------------------- |----------------------------------------------------------------------------------- | +| Parental Leave | 12 Weeks | Intermittent | Paid Family Leave,State,Unum | | +| Medical Leave | 4 Weeks | Continuous | State,Unum | Capped at 8 weeks if a team member is granted two medical leaves within one year. | +| Caregiver Leave | 4 Weeks | Intermittent | Paid Family Leave | | +| Miscarriage Leave | 2 Weeks | Continuous | N/A | | +| Bereavement Leave | 2 Weeks | Continuous | N/A | 2 additional weeks may be granted if a team member requires more time to grieve. | + +Learn more about how to request a leave of absence [below](https://handbook.getdbt.com/docs/benefits#requesting-a-leave-of-absence). + +### Paid Parental Leave + +**Time off & Pay** + +dbt Labs provides employees, including employees who adopt a child or become a foster parent to a new child, with twelve (12) weeks of Parental Leave paid at 100% of their base salary, to commence at the beginning of the first leave period OR the day the child is born or placed in their care. Employees may take this leave intermittently, which means taking leave in blocks of time. For commission eligible employees, intermittent leaves may be taken in increments of no less than four (4) weeks. For all other employees, intermittent leaves may be taken in increments of no less than two (2) weeks. + +If an employee is eligible for any disability benefits through Unum or the state during their pregnancy disability period, or state paid family leave payments, the employee is required to apply for these benefits. dbt Labs will coordinate with these benefits, meaning that dbt Labs will pay the difference of your base salary and any benefits granted, not to exceed 100% of your base salary. Parental leave granted under this policy runs concurrent with any legally required pregnancy disability and family medical leave taken by eligible employees. Parental leave must be completed within 12-months of the date of birth. + +Any unused leave offered under this policy will not be paid out at termination of employment, so dbt Labs encourages employees to use this benefit during the time that they are eligible. + +For international employees in countries that have their own statutory parental leave benefits, dbt labs 12 weeks will run concurrent with any locally required leave plans. + +**Health Insurance** + +If employees and their families participate in dbt Labs’s group health plan, the company will maintain coverage during paid leave under this policy on the same terms as if employees had continued to work. + +**Vesting** + +Stock options will continue to vest at their regular rate during paid or unpaid leave. + +**Return to Work** + +Employees returning from Parental Leave will be reinstated to the same position, or if that position is no longer available due to reasons unrelated to the employee’s leave, a comparable position. Employees will receive pay and benefits equivalent to those received prior to their leave. + +**Planning for Parental Leave** + +We understand that exact timing can't always be planned so, as early as possible, please start working with your manager and your team to plan for your leave. This includes: + +- Planning projects to wrap up ahead of leave and avoiding taking on new large projects right before. +- Assigning owners for your day to day work and beginning to train and hand-off work as needed. +- Documenting as much as possible to set your team up for success while you're gone. +- As soon as your leave is approved contact your People Business Partner to initiate the process with our leave management partner, Sparrow. + +Learn more about how to request a leave of absence [below](https://handbook.getdbt.com/docs/benefits#requesting-a-leave-of-absence). + +### Paid Medical Leave + +**Time off & Pay** + +Employees who are unable to work for more than ten (10) business days due to illness or injury not related to work may be eligible for paid medical leave based on a physician’s recommendation. dbt Labs will provide up to four (4) weeks total of paid medical leave. If eligible, employees must apply for any state and/or Unum disability benefits. dbt Labs will coordinate with these benefits, meaning that dbt Labs will pay the difference of your base salary and any benefits granted not to exceed 100% of your base salary. Medical leave granted under this policy runs concurrent with any family medical leave or any other medical leave taken by eligible employees, unless prohibited by law. + +A medical leave is considered a paid leave for a specific condition. As such, employees may be eligible for more than one paid medical leave in a year, depending on their unique circumstances. Note that while an employee may be approved for more than one paid medical leave in a year, this benefit is capped at a total of 8 weeks of paid leave. + +**Health Insurance** + +If employees participate in dbt Labs’s group health plan, the company will maintain coverage during paid leave under this policy on the same terms as if employees had continued to work. + +**Vesting** + +Stock options will continue to vest at their regular rate during paid or unpaid leave. + +**Return to Work** + +Employees may be asked to provide a Fitness for Duty form completed by their medical provider prior to their first day back. Employees returning from medical leave will be reinstated to the same position, or if that position is no longer available due to reasons unrelated to the employee’s leave, a comparable position. Employees will receive pay and benefits equivalent to those received prior to their leave. + +**Planning for Medical Leave** + +We understand that exact timing can't always be planned so, as early as possible, please start working with your manager and your team to plan for your leave. This includes: + +- Planning projects to wrap up ahead of leave and avoiding taking on new large projects right before. +- Assigning owners for your day to day work and beginning to train and hand-off work as needed. +- Documenting as much as possible to set your team up for success while you're gone. +- As soon as your leave is approved contact your People Business Partner to initiate the process with our leave management partner, Sparrow. + +Reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f) if you have questions about how to plan for your leave. + +### Paid Caregiver Leave + +Employees who need to take dedicated time off to care for a seriously ill or injured person will be allowed to take up to 4 weeks of paid Caregiver Leave. The illness or injury must be a serious health condition (defined below). + +Certain personal relationships may be eligible for wage replacement programs through the state. For example, a caregiver leave for caring for a parent, child, or sibling, is eligible for wage replacement through a Paid Family Leave program. In those cases, employees are required to file a paid family leave claim. dbt Labs will coordinate with these benefits to ensure that employees receive 100% pay. + +A serious health condition is an illness, an injury, an impairment, or a physical or mental condition that involves either an overnight stay in a medical care facility or continuing treatment by a healthcare provider for a condition that either prevents the qualified family member from participating in school, work, or other daily activities. Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than three consecutive calendar days combined with at least two visits to a healthcare provider or one visit and a regimen of continuing treatment, incapacity due to pregnancy, or incapacity due to a chronic condition. Other conditions may meet the definition of “continuing treatment.” + +Under some circumstances, employees may take this leave intermittently, which means taking leave in blocks of time or reducing the employee's normal weekly or daily work schedule. An employee may take leave intermittently whenever it is medically necessary to care for a seriously ill individual. Leave taken intermittently may be taken in increments of no less than one week. + +### Paid Leave for Pregnancy Loss + +Employees who experience or have a partner who experiences a miscarriage or pregnancy loss are eligible for two (2) weeks of leave paid at 100% of their base salary. In the event that the employee experiences medical difficulties beyond this time frame, they may be eligible for a Medical Leave. + +### Paid Bereavement Leave + +In accordance with dbt Labs’ open time off policy, employees already are able to take up to two (2) weeks of Bereavement Time Off to grieve for a loss of life. If additional time is needed beyond the two (2) weeks, employees will be eligible to take an additional two (2) weeks to grieve under Paid Bereavement Leave on a case-by-case basis. + +Time off granted in accordance with this policy shall not be credited as time worked for the purpose of computing overtime. + +### Unpaid Leave (US) + +We offer the following types of unpaid leave: Medical Leave (FMLA), Discretionary Medical Leave (ADA), Military Leave, and Mandatory Unpaid Leave. + +#### Medical Leave (FMLA) + +dbt Labs complies with the Family Medical Leave Act (FMLA), which requires employers to grant unpaid leaves of absence to qualified workers for certain medical and family-related reasons. The company also abides by any state and local leave laws. The more generous of the laws will apply to the employee if the employee is eligible under both federal and state laws. + +Please note there are many requirements, qualifications, and exceptions under these laws, and each employee’s situation is different. Contact the People Team to discuss options for leave. + +The FMLA requires private employers with 50 or more employees and all public agencies, including state, local, and federal employers, and local education agencies (schools) to provide eligible employees up to 12 weeks of unpaid, job-protected leave in any 12-month period for certain family and medical reasons. The 12-month period is a rolling period measured backward from the date an employee uses any FMLA leave, except for leaves to care for a covered service member with a serious illness or injury. For those leaves, the leave entitlement is 26 weeks in a single 12-month period measured forward from the date an employee first takes that type of leave. + +- **Employee eligibility.** The FMLA defines eligible employees as employees who (1) have worked for the company for at least 12 months; (2) have worked for the company for at least 1,250 hours in the previous 12 months; and (3) work at or report to a worksite that has 50 or more employees or is within 75 miles of company worksites that, taken together, have a total of 50 or more employees. *(75 Miles radius waived due to fully remote & distributed workforce)* + +- **Basic leave entitlement.** The FMLA requires covered employers to provide up to 12 weeks of unpaid, job-protected leave to eligible employees for the following reasons: (1) for incapacity due to pregnancy, prenatal medical care, or childbirth; (2) to care for the employee’s child after birth or placement for adoption or foster care; (3) to care for the employee’s spouse, child, or parent who has a serious health condition; or (4) for a serious health condition that makes the employee unable to work. + +- **Military family leave entitlements.** Eligible employees with a spouse, child, or parent on active duty or called to active duty status in the National Guard or Reserves in support of a contingency operation may use their 12-week leave entitlement to address certain qualifying exigencies.  Qualifying exigencies may include addressing issues that arise from (1) short notice of deployment (limited to up to 7 days of leave); (2) attending certain military events and related activity; (3) arranging child care and school activities; (4) addressing certain financial and legal arrangements; (5) attending certain counseling sessions; (6) spending time with covered military family members on short-term temporary rest and recuperation leave (limited to up to 5 days of leave); (7) attending post deployment reintegration briefings; (8) arranging care for or providing care to a parent who is incapable of self-care; and (9) any additional activities agreed upon by the employer and employee that arise out of the military member’s active duty or call to active duty. + +The FMLA also includes a special leave entitlement that permits eligible employees to take up to 26 weeks of leave to care for a covered servicemember during a single 12-month period. A covered servicemember is a current member of the armed forces, including a member of the National Guard or reserves, who has a serious injury or illness incurred in the line of duty on active duty that may render the servicemember medically unfit to perform the duties of the servicemember’s office, grade, rank, or rating and for which the servicemember is undergoing medical treatment, recuperation, or therapy; is in outpatient status; or is on the temporary disability retired list. + +- **Benefits and protections during FMLA leave.** During FMLA leave, the company will maintain the employee’s health coverage under any group health plan on the same terms as if the employee had continued to work. If applicable, employees must make arrangements to pay their share of health plan premiums while on unpaid leave. In some instances, dbt Labs may recover premiums it paid to maintain health coverage or other benefits for employees and/or their families. Upon return from FMLA leave, most employees will be restored to their original or equivalent positions with equivalent pay, benefits, and other employment terms.  However, an employee on FMLA leave does not have any greater right to reinstatement or to other benefits and conditions of employment than if the employee had been continuously employed during the FMLA leave period. + +Certain highly compensated key employees also may be denied reinstatement when necessary to prevent “substantial and grievous economic injury” to the company’s operations. A “key” employee is an eligible salaried employee who is among the highest-paid 10 percent of the company’s employees within 75 miles of the worksite. Employees will be notified of their status as key employees, when applicable, after they request FMLA leave. + +Use of FMLA leave cannot result in the loss of any employment benefit that accrued before the start of an employee’s leave. + +- **Definition of “serious health condition.”** A serious health condition is an illness, an injury, an impairment, or a physical or mental condition that involves either an overnight stay in a medical care facility or continuing treatment by a healthcare provider for a condition that either prevents the employee from performing the functions of the employee’s job or prevents the qualified family member from participating in school, work, or other daily activities. + +Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than three consecutive calendar days combined with at least two visits to a healthcare provider or one visit and a regimen of continuing treatment, incapacity due to pregnancy, or incapacity due to a chronic condition. Other conditions may meet the definition of “continuing treatment.” + +- **Use of leave.** An employee does not need to use this leave entitlement in one block. Leave can be taken intermittently or on a reduced work schedule when medically necessary. Employees must make reasonable efforts to schedule leave for planned medical treatment so as not to unduly disrupt the employer’s operations. Leave due to qualifying exigencies also may be taken on an intermittent or a reduced work schedule basis. + +- **Substitution of paid leave for unpaid leave.** In order to use paid leave for FMLA leave, employees must comply with the company’s normal paid leave procedures found in the Leave policies. + +Additionally, dbt Labs offers employees SDI benefits through UNUM and employees may be eligible for state disability benefits and state paid family leave benefits depending on where they live. Please speak with the People Team or its delegate (including Sparrow) for more information. + +- **Employee responsibilities.** Employees must provide 30 days’ advance notice of the need to take FMLA leave when the need is foreseeable. When 30 days’ notice is not possible, employees must provide notice as soon as practicable and generally must comply with the company’s normal notification procedures. The company may delay leave to employees who do not provide proper advance notice of the foreseeable need for leave, absent unusual circumstances preventing the notice. + +Employees must provide sufficient information for the company to determine if the leave may qualify for FMLA protection and the anticipated timing and duration of the leave. Sufficient information may include that the employee is unable to perform job functions, the family member is unable to perform daily activities, the need for hospitalization or continuing treatment by a healthcare provider, or circumstances supporting the need for military family leave.  Employees also must inform the company if the requested leave is for a reason for which FMLA leave was previously taken or certified. Employees may be required to provide a certification and periodic recertification supporting the need for leave. The company also may require a second and, if necessary, a third opinion (at the company’s expense) and, when the leave is a result of the employee’s own serious health condition, a fitness-for-duty report to return to work.  The company also may delay or deny approval of leave for lack of proper medical certification. + +- **Company responsibilities.** The company will inform employees requesting leave whether they are eligible under the FMLA. If they are, the notice will specify any additional information required, as well as the employees’ rights and responsibilities. If employees are not eligible, the company will provide a reason for the ineligibility. + +The company will inform employees if leave will be designated as FMLA-protected and the amount of leave counted against the employees’ FMLA leave entitlement. If the company determines that the leave is not FMLA-protected, the company will notify the employees. + +- **Other provisions.** Under an exception to the FLSA in the FMLA regulations, hourly amounts may be deducted for unpaid leave from the salary of executive, administrative, and professional employees; outside sales representatives; certain highly skilled computer professionals; and certain highly compensated employees who are exempt from the minimum wage and overtime requirements of the FLSA, without affecting the employees’ exempt status. This special exception to the “salary basis” requirements for the FLSA’s exemptions extends only to eligible employees’ use of FMLA leave. + +Employees may not perform work for self-employment or for any other employer during an approved leave of absence, except when the leave is for military or public service or when the company has approved the employment under its Outside Employment policy and the employees’ reason for FMLA leave does not preclude the outside employment. + +- **Unlawful acts by employers.** The FMLA makes it unlawful for any employer (1) to interfere with, restrain, or deny the exercise of any right provided under the FMLA or (2) to discharge, discriminate, or retaliate against any person for opposing any practice made unlawful by the FMLA or for involvement in any proceeding under or relating to the FMLA. + +The FMLA does not affect any federal or state law prohibiting discrimination or supersede any state or local law or collective bargaining agreement that provides greater family or medical leave rights. + +#### Discretionary Medical Leave (ADA) + +If an employee needs to take a medical leave of absence and they’re either not eligible for or have exhausted their available medical leave under the FMLA or any applicable state law, dbt Labs may grant an unpaid leave of absence for a reasonable amount of time. This leave shall be granted on a case-by-case basis, so long as the leave does not cause an undue burden to the company. This leave runs concurrent with workers’ compensation leave, if any, unless otherwise required by law. + +While on this Discretionary Medical Leave, employees also may be eligible for state disability insurance as well as STD or LTD benefits. With the exception of workers’ compensation leaves, seniority rights do not accrue while on leave. + +If any employee feels they need a medical leave of absence under this policy - or any other accommodation such as extended leave, flexible work schedule or duties - they should contact the People Team to determine an appropriate reasonable accommodation. + +#### Military Leave + +Upon return from military leave, employees will retain certain rights with respect to reinstatement, seniority, layoffs, compensation, length of service promotions, and length of service pay increases, as required by applicable federal or state law. Failure to report for work within the prescribed time after completion of military service will be considered a voluntary termination. + +All employees who enter military service may accumulate a total absence of 5 years and still retain employment rights. + +#### Mandatory Unpaid Leave + +dbt Labs may, in its sole discretion and unless prohibited by law, require an employee to take a leave of absence without pay. + +### Requesting a Leave of Absence + +Leaves of absence are complex. They often entail the coordination of multiple laws and the juggling of potential benefits. Some leaves are paid while others are unpaid (although may be eligible for wage supplementation). + +To help employees navigate their potential options, we partner with [Sparrow](https://trysparrow.com/) as our Leave Management Partner. + +Learn how to request a leave of absence [here](https://www.notion.so/dbtlabs/How-to-Request-a-Leave-of-Absence-Programs-26e6b99fa9884474ba407e8af51389eb?pvs=4). diff --git a/values.md b/docs/values.md similarity index 97% rename from values.md rename to docs/values.md index 1cbb7c6c..e0961ec7 100644 --- a/values.md +++ b/docs/values.md @@ -1,3 +1,13 @@ +--- +id: values +title: Values +sidebar_label: Values +--- + +| Content Maintainer | +|---| +| Tristan Handy | + ### We are a mission-driven company. We believe that profits are an important tool in the pursuit of our mission, but they are not the mission itself. diff --git a/docs/working_here.md b/docs/working_here.md new file mode 100644 index 00000000..089cbb57 --- /dev/null +++ b/docs/working_here.md @@ -0,0 +1,267 @@ +--- +id: working_here +title: Working Here +sidebar_label: Working Here +--- + +| Content Maintainers | +|---| +| Leigh Staub | +| Meg Colón | +| Morgan Russell | + +[Distributed Work Experience](#distributed-work-experience) + +[Regional Offices](#regional-offices) + +[Diversity, Equity and Inclusion](#diversity-equity-and-inclusion) + +[Conscientious Objection](#conscientious-objection) + +[Embedded Roles](#embedded-roles) + +[International Relocation](#international-relocation) + +## Distributed Work Experience + +Learn how we think about the distributed experience. + +#### 📘 First, let’s define some terms… + +- **Workplace Strategy:** Workplace strategy answers the question: “Where do we work that optimizes for effectiveness and efficiency?”. Possible answers include: fully distributed, hybrid, office-only. +- **Asynchronous Work:** A way of working that does not require all team members to be online simultaneously. Asynchronous work is required for teams to function across multiple time zones. Often when we say “distributed work” we actually mean “distributed and asynchronous work” because our company is spread across many time zones globally. “Distributed” is commonly used as shorthand. +- **Employee Experience:** The journey an employee takes with an organization. It includes every interaction that happens along the employee life cycle, including the experiences that involve an employee's role, workspace, manager and wellbeing. + +- **Distributed Work Experience (simply, "Distributed Experience"):** The employee experience specifically related to how work gets done in a distributed work environment. Communication, tools, processes and culture enable distributed work. The distributed experience could be liberating or constraining, agile or inflexible, fast or slow, equitable or inequitable. When you find yourself saying something like “I never know where to find information” you are making a comment about your personal distributed experience. + +#### 🌐 What is our workplace strategy? + +Our workplace strategy is **fully distributed**. This does not mean we won’t gather in person and won’t have office space. Instead, it means that the primary mode of getting work done assumes employees are not physically in the same location. We believe this is better for both our company and its employees. + +#### ✨ What is our approach to support the distributed experience? + +A great distributed experience doesn’t just happen on its own. Employees have been working in offices for a *very long time* and have evolved norms of behavior for how work gets done. Distributed work is far newer. As a result, we can’t rely on a shared understanding of how to work effectively in this context. We must be extremely *intentional* about how the distributed experience is constructed. When done successfully, we are confident the distributed experience is more effective, enjoyable, and equitable than traditional office-based work. + +**Intentionally designing a distributed experience includes:** + +- Defining cultural principles and norms of behavior that support distributed work +- Investing in tooling and processes that support distributed work +- Training everyone on how work gets done in a distributed work environment + +#### 🤔 Why does the distributed experience matter? + +Having a great distributed experience helps both our company and our employees. It also helps us live our values. + +- **Benefits for dbt Labs** + - **Widens our talent pool:** Without the limitations of a physical location, we can hire top talent across the globe. + - **Productivity:** Our team spends less time in meetings and has more time to focus. + - **Scalability:** Asynchronous communication helps us work more effectively and efficiently as we scale. + - **Accessibility and inclusion:** With an emphasis on async communication, our work environment creates a more equitable opportunity to voice one’s opinion. The loudest voice in the room is no longer the only one who gets heard. + - **Engaged and happy employees:** We believe that when our team members have the space to live fulfilling lives outside of work, they show up more engaged and productive. +- **Benefits for employees** + - **Flexibility:** Employees have the freedom of location and time, allowing them to live their life how they want. + - **Focus:** Defaulting to async communication means employees’ days aren't sliced into meetings. They have space to get into a flow state that produces efficient and satisfying work. + - **No commute:** Without office buildings and in-person meeting requirements, employees no longer face stressful and time consuming commutes. That time can be reallocated to best serve the employee as a person. + - **Autonomy:** We trust our employees to get work done when and where they want. This instills a sense of autonomy that is empowering and motivating for employees to be themselves inside work and live their best lives outside of it. +- **It supports our [values](values.md) and culture.** + - **Transparency always wins:** Honest and open communication allows us to collaborate across time zones. + - **We value diversity:** We equip our global team members to thrive regardless of location by focusing on asynchronous communication and equitable work practices. + - **We optimize for the long term:** Intentionally building cultural norms, tooling and processes helps set our growing team up for success. + - **We work hard and go home:** With more time to focus during work, employees can fully unplug in their personal time. + - **We are human:** Distributed work supports our employees’ fundamental human-ness. Without strict guidelines on when and where to work, employees experience a quality of life that aligns with their personal interests and values. + +#### 🎗️ How does dbt Labs support distributed work? + +- **Workplace strategy** + + A distributed workforce doesn’t just mean working from home. We realize that different people thrive in different settings. As a result, we offer benefits to support people in finding the right work setup for them and ensuring they are equipped for success: + + - **[Office stipend:](benefits.md#office-stipend)** New employees receive $1,500 USD (or local equivalent) to spend in their first year to set up their home office and purchase equipment to comfortably work their preferred location. Each year after, employees receive $400 USD (or local equivalent) to support their remote work setup. + - **[Workspace rental:](benefits.md#workplace-rental)** Working from home does not work for everyone, all the time. Employees receive a monthly benefit to rent office space and experience an optimal work environment. + - **[Regional offices:](#regional-offices)** In regions with high employee count, dbt Labs has office space to support async-first collaboration and promote our culture and values when teams meet onsite. Designed with intention, these spaces are not used to incentivize local collaboration but instead support community development and foster connection with cross-functional teams during onsites. +- **Global [comp](compensation.md#global-compensation-and-benefits) & [benefits](benefits.md#global-benefits-strategy--stipend)** + + We offer a transparent compensation philosophy and intentional benefits to support our global employees. All employees have access to stipends to support health and wellness, phone/internet, professional development and health related travel needs. + +- **Team construction** + + We set up distributed teams to ensure the locations and time zones are conducive to collaboration and connection. Depending on the level of synchronous collaboration needed, some teams are regionalized and others aren’t. We are thoughtful about the time zone spread to ensure enough work day overlap between globally distributed teammates. + +- **Tools and systems** + + Having the proper tools and systems to support remote work is key to effective communication. We rely heavily on Notion, Slack, and Zoom to keep people connected regardless of where they work. [Open meetings](https://www.notion.so/Open-Internal-Meetings-dee0b870900b4f70898f9c40fcf90719) and office hours are available for team members to foster cross-functional collaboration. + +- **[Diversity, Equity and Inclusion](#diversity-equity-and-inclusion)** + + As a globally distributed company, DEI is critical to our success. DEI is not simply enacted in programs and initiatives, it is woven into the culture of our every day work. + +- **Employee engagement** + - We celebrate our unique human-ness and connect beyond business which makes for a welcoming work environment for all. We all get together in-person annually for a company kick-off and we leverage other tools for virtual connection throughout the year. + +### ⚙️ How We Work and Communicate + +This is a big and important topic. A distributed work guide that answers this question is in progress [here](https://www.notion.so/dbtlabs/How-we-work-communicate-9f2b59845baa42209c0134bdb10dfa55) and is a focus in the coming quarters! + +### 🌟 Guiding Principles + +- **Trust and transparency:** We empower individuals and teams with openness and honesty while assuming positive intent. +- **Intentional and explicit:** Our organizational practices and systems are designed with intention to support our distributed workforce. In a remote environment, social cues and cultural norms aren’t obvious. We are explicit with our communication to provide clarity and context for all. +- **Default to asynchronous:** While async communication may not always be the ultimate way to get work done, it should be the default. Starting with async communication first allows for more effective synchronous communication when needed. It also helps your teammates retain their focus and flexibility by reducing interruptions and distractions. +- **Progress > perfection:** Immediate answers aren’t expected. With the proper communication and tools in play, employees are empowered to keep iterating and making progress, backed with trust and support. + +## Regional Offices + +In regions with high employee count, dbt Labs has office space to support async-first collaboration and promote our culture and values when teams meet onsite. As outlined in our [office strategy](#office-strategy), these spaces are designed with intention. They are not used to incentivize local collaboration but instead support community development and foster connection with cross-functional teams during offsites. + +Learn more about the offices, building access and offsite information [here](https://www.notion.so/dbtlabs/Workplace-7a798fcfa1eb4fba9e061577b6fbb33b?pvs=4). + +### San Francisco, CA + +dbt Labs +650 California Street +Suite 1501 / 1502 +San Francisco, CA 94108 + +### Philly Office + +dbt Labs +915 Spring Garden St +STE 500 +Philadelphia, PA 19123 + +### Office Strategy + +#### Goals of our offices: + +1. **Support Community Development:** Establish an environment that embodies and amplifies dbt culture and values. + 1. Provide a space for teams to use for “on-sites” + 2. Support in-person customer interactions +2. **Drive Productivity:** Provide a space for local employees to work outside the home in lieu of Liquidspace rentals + +#### Our offices are NOT: + +1. **A place for local team members to collaborate**: meetings need to be inclusive of all team members. ***In our perfect world, everyone in a meeting is in a Zoom or everyone in the meeting is in a room** (*even if it requires hopping on a plane). +2. **A marketing effort:** Many companies use real estate as a status symbol and to amplify their brand awareness. This is expensive and unrelated to our core workplace values (productivity, inclusivity, and community) +3. **An incentive to work in person vs at home:** We believe the best talent can come from anywhere and support employees in choosing the home and office environment that best serves them. We will not spend money on excessive meal budgets and in-office perks to motivate employees to choose to come in the office vs work at home. + +#### How & when we build offices? + +**How we choose where offices go:** + +1. **Proximity to team members** + 1. Offices that are near existing concentrations of team members will get the highest utilization + 1. Generally when there are >30 employees within 30 miles of a location we will begin evaluating the efficacy of a permanent space in that region + 2. Offices near existing teams decreases travel spend, as a portion of the team will not need to travel for on-site events +2. **Proximity to partners, customers and other external stakeholders** + +**How we determine office size?** + +1. Number of employees in the region and estimated growth - **This number is used to determine the number of desks / call rooms we need in the office.** + +*Example:* + +- Average lease term is 3-5 years, so we need to buy space to support the company for a minimum of the next 2 years of growth. +- Currently we are approaching 30 employees w/in 30 miles of San Francisco who would potentially go into the office. Total company headcount growth is expected to grow at 100%+ for the next 2 years, so we want the office to scale to when the bay area team is ~120 people +- If we assume that no more than 50% of employees are in the office on a given day, we would want an office that supports ~60 desks + +2. Scale of the organization as a whole, and the need for additional collaboration spaces - **This number is used to determine number of conference rooms/scale of those spaces** + +*Example:* + +- Total number of team on-sites being hosted in the office per year +- Average size of the team visiting the office +- Number of external / customer meetings being held in the office + +**What is our target layout?* + +1. Conference room strategy: + - Large rooms to support team on-sites- Optimize rooms to have Zoom Room with great remote collaboration technology so if an employee is unable to travel they can engage with the discussion on their screen + - Smaller call rooms so employees can take meetings in a quiet space as needed + - Few to zero offices / small breakout spaces to disincentivize in-person collaboration with partial teams +2. Open floor plan with desks to support employees working outside their home as needed + +## Diversity, Equity and Inclusion + +We are committed to diversity, equity, and inclusion. DEI impacts high-level company decisions, and is woven into the culture of everyday work. + +We have three DEI committees dedicated to Team Diversity, Culture, and Company Stance and Action. Together, these committees make sure we build a diverse team, equitable company structures, and an environment that gives everyone the support and opportunities they need to thrive. + +Learn more [here](https://www.getdbt.com/dbt-labs/dei/). + +## Conscientious Objection + +**Conscientious objection is the right of an individual to withhold their labor.** + +Individual employees have the ability to opt out of working on a project or with a client that violates a deeply-held conviction. + +We each commit to bringing our whole self to work. Conscientious objection makes space for when a major part of our self conflicts with a major part of our work. + +An example from [Tristan’s writing on this](https://docs.google.com/document/d/12nAw4podecG2JWNcslAMlakujmATzXdgkCbfwLPR0sI/view#): + +“We ask an employee, who happens to be vegan, to work closely with Tyson Foods. This employee does the work and does it well, but it’s a major engagement that takes ~a third of their time for many months. After a month, this employee becomes frustrated and starts to look for other jobs. + +The problem we’re trying to solve here is individual misery created by forcing someone to do work that violates a deeply-held conviction.” + +Conscientious objection applies when a high percentage of your time is directed towards a single client or project for a prolonged period (weeks or months). This will mostly apply to the pro-serv team, some SA and SD relationships, and some implementation engineering. + +🗣️ **If your work conflicts with your deeply held beliefs, talk to your manager.** + +If you are assigned to a project or long-term relationship with a client that violates your deeply held beliefs, communicate to your manager that you want to be reassigned to a different project or client. Your manager must work in good faith to accommodate the request. If your work is going to make you miserable and hurt your soul, the whole team will suffer— it’s in everyone’s best interest to make a change. [Again, from Tristan](https://docs.google.com/document/d/12nAw4podecG2JWNcslAMlakujmATzXdgkCbfwLPR0sI/view#): + +“This is not their direct report ‘not being a team player’—rather, it is their direct report optimizing for the long-term. Managers who fail to accommodate such requests risk having high-turnover teams, which will limit their own ability to be successful.” + +If you need additional support working with your manager to figure out an accommodation, you can reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). + +🛠 **We can help find other solutions when conscientious objection doesn’t solve the problem** + +If work that conflicts with your deeply held beliefs is a regular and predictable part of your role rather than an exception, and your right to conscientious objection is impeding the team’s overall success, the best long-term solution may be to look for a role that’s a better fit. You can work with your manager and your People Business Partner to move towards a different role within the company that is more aligned with your personal values. + +💡 You can see some of the discussion that led to this policy in [Working Document: Conscientious Objection](https://www.notion.so/Working-Document-Conscientious-Objection-31977f6aa61b447fabc4f5ac6a20f02f). + + +## International Relocation + +📌 All international relocation (Permanent or Semi-permanent) requests must be approved by the People team, Finance team and the team members' management. To initiate a request, please contact your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). + +📌 Relocation requests within one's existing country may need approval by the team member's management due to time zone or regional requirements. Please communicate with your manager if you plan a move to a different region in your country. + +If a team member chooses to relocate within each country (ex. from London → Manchester or Boston → Chicago), their compensation will not change. However, if the relocation is to a different country, they will be re-aligned to the new country’s compensation bands. This applies both when moving to a lower and higher cost market. + +Compensation bands for each country we have an entity in will be listed in our compensation database. As we grow, new data will be added to capture roles located in each country. + +**What to consider before moving?** + +⏳ Please initiate a move at least 3 months before your target move date. This allows us to process necessary approvals and make sure we’re able to execute the transfer. + +1. If the team member is moving to a new country, the move must have prior approval by their [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4), the dbt Labs finance team, their manager and their team’s leadership. + 1. Please allow for one month for approvals. +2. All moves should be to a country where we have a dbt Labs entity. + 1. Any international moves outside of countries we have a presence in, must be approved by the CFO and be to a location where there is a business case. We ask for a 6 month lead time to determine if this move is possible +3. Team members must obtain their own work authorization to work in the country they are moving to. For moves initiated by the team member, dbt Labs will not cover expenses for work authorization. +4. If a move is initiated by a team member, we will not cover any relocation or living expenses. +5. We encourage team members to consult with a tax advisor to understand the implications of the move as it relates to tax and equity. + 1. **Please remember that your compensation will be updated to reflect the local country-level market you are moving to.** + +#### Global Compensation & Benefits + +Learn more about our [Compensation Principles](compensation.md#compensation-principles) and [Global Compensation and Benefits](compensation.md#global-compensation--benefits). + +#### Equity + +**ISO Options:** If a team member chooses to relocate outside of the United States and holds ISO options, the number of options that are unvested will be converted to NSO options. If the team member has options that vested as ISOs, they will be able to retain the ISO status. When the team member relocates, the Equity team will cancel the existing ISO grant(s) and reissue NSO grant(s) for the unvested portion of the original grant within Carta. The grant will retain all of the other original terms (strike price, vesting period, etc.) + +**NSO options:** If a team member chooses to relocate and holds NSO options, nothing will change. + +🚧 There are different tax consequences for ISO and NSO options. Additionally, tax rules vary across jurisdictions. Employees are strongly encouraged to consult with a tax advisor before making any relocation decision. + +‼️ **If there is a lapse in providing services to the Company, this will qualify as a termination and all unvested options will be canceled. If a team member is rehired and resumes providing services to the Company, any grant associated with employment will need to go through the new hire process for equity. This means that a team member would receive a new strike price, vesting period, etc.** + +### Short-Term Relocation + +📅 Generally, team members may live or work outside their permanent residence for an aggregate amount of 183 days (6 months) per year. However, the amount does depend on the particular country (or state) and what it considers to be a "resident" for tax purposes, as well as what it considers the tax year. + +Any work being done in a country where we do not have a current presence must be approved by security to ensure access to our systems remains secure. Please submit a ticket with IT prior to confirming your working arrangements in that country. + +If a team member is considering spending more than **one month** in a location outside of your home country, please consult with your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) to ensure we are mitigating risks to the team member and the business. + +Team members are expected to communicate with their manager and team to ensure they maintain agreed upon working hours. diff --git a/git-guide.md b/git-guide.md deleted file mode 100644 index 2d5115e0..00000000 --- a/git-guide.md +++ /dev/null @@ -1,56 +0,0 @@ -# Git guide -The goal of this guide is twofold: -1. Improve consistency when multiple analysts are working on a codebase; and -2. Provide a framework that decreases the number of decisions that need to be -made - - -## Git branches -Git branches should: -* be named as follows: - * feature/name-of-feature - * fix/name-of-fix - * refactor/name-of-refactor - -## Commits -Commits should: -* have a message in the imperative sense – a good way to frame this tense is to - finish the sentence "this commit will ...". For example: - * Add MRR models - * Fix typo in sessions model description - * Update schema to v2 schema syntax - * Upgrade project to dbt v0.13.0 -* happen early and often! As soon as a piece of your code works, commit it! This - means that if (/when), down the line, you introduce bad code, you can easily - take your code back to the state it was in when it worked. - -Commits can: -* be squashed on a local branch before being pushed to your remote branch, if - you feel comfortable doing this. - -## Pull requests -Pull requests should: -* tackle a functional grouping of work. While it may be tempting to (for - example) build MRR models _and_ add maintenance jobs in a single PR, these - should be separate pieces of work. -* include a body that explains the context of the changes to the code, as well - as what the code does. Useful things to include in a PR are: - * Links to Trello cards - * Links to dbt docs that explain any new piece of functionality you have - introduced - * A screenshot of the DAG for the new models you have built - * Links to any related PRs (for example, if your BI tool will need to be - updated to reflect the changes in your models) - * Explanation of any breaking changes - * Any special instructions to merge this code, e.g. whether a full-refresh - needs to be run, or any renamed models should be dropped. You can use a PR - template to encourage others making PRs on the repo to do the same. An - example PR template we often use on client work is included [here](https://github.com/fishtown-analytics/dbt-init/blob/master/starter-project/.github/pull_request_template.md) -* be opened with 48 hours for the reviewer to review -* be merged by its _author_ when: - * approval has been given by at least one collaborator - * all tests have passed - -Pull requests can: -* be used to collaborate on code, as they are a great way to share the code - you've written so far. In this scenario, use a _draft_ pull request. diff --git a/handbook.md b/handbook.md deleted file mode 100644 index 7b7bccf8..00000000 --- a/handbook.md +++ /dev/null @@ -1,214 +0,0 @@ -# The dbt Labs Employee Handbook - -## Welcome to dbt Labs - -Hello and Welcome to dbt Labs. We’re thrilled to have you as a member of the team! - -This handbook is intended to answer many of the questions you might have after joining, and should serve as a valuable resource throughout your employment at dbt Labs. Read on to learn about important company policies and procedures, as well as the commitments of this company to our employees. - -## Company Policies and Procedures - -### Code of Conduct - -Follow the guide for behavior described in the [dbt Labs Code of Conduct](https://github.com/dbt-labs/corp/blob/main/dbt%20Labs%20Code%20of%20Conduct.md). - -### Performance Reviews - -Employees at dbt Labs will participate in quarterly reviews and more frequent one-on-ones with their immediate supervisors. These reviews are a good opportunity to discuss employee performance, professional growth, and other big-picture topics. - -### Dress Code - -Employees are encouraged to dress comfortably for work, while also maintaining appropriate attire for a business setting. Please do not wear anything that other employees might find offensive or that might make coworkers uncomfortable. Our goal is to provide a workplace environment that is comfortable and inclusive for all employees. - -We expect that your business attire, although casual, will exhibit common sense and professionalism. If you have any questions about what this means in practice, please consult your immediate supervisor. - -While employees rarely need to travel for work, it is sometimes required. If you find yourself traveling to meet a client, be sure to ask about the dress code prior to your visit! - -### Payday - -Employees are paid semimonthly by direct deposit on the 15th (for work performed the 1st to the 15th) and the last day of the month (for work performed the 16th to the last day). If payday happens to fall on a weekend or holiday, payment will be processed on the previous business day. - -## Expense Policies - -Many employees incur expenses over the course of their regular duties. We have two goals with these expense policies: a) make sure that there is accountability when spending company money, and b) make the process of spending money as frictionless as possible, given (a). Given these goals, we've arrived at the following policies. - -- For all corporate travel, please refer to [these expense guidelines](https://www.notion.so/dbtlabs/Corporate-Travel-Expense-Policy-9d562e4218c941e4bd6b2710aec82c0d) when booking flights and hotels and expensing meals and other incidentals. -- Most non-travel purchases should be able to be made by either a company office administrator or your manager; please feel free to make requests as appropriate via these channels. If you do have other items that you'd like to submit for reimbursement, make sure that you have approval from your manager before doing so, and follow these [reimbursement instructions](https://www.notion.so/dbtlabs/Corporate-Travel-Expense-Policy-9d562e4218c941e4bd6b2710aec82c0d#16d5c74e900f45eb875b09361367dd69). -- In certain rare cases, if your job requires frequent expenditures of company money, you'll be issued a physical Airbase card to conduct company business. In such a case, your manager will work with you to define specific expectations around what will and will not be charged on this card, as well as a specific budget for these charges. Failure to abide by these expectations may result in disciplinary action, including termination, and in the worst case, criminal proceedings. **While we absolutely do not expect this to be an issue, it's important to be clear that misappropriation of our shared resources will be taken extremely seriously.** - -## Attendance Policies - -### Hours of Work - -dbt Labs does not have “required” working hours. There is an expectation that employees are in the office or available to remotely call in to required meetings and scheduled client calls. The company workweek is generally from Monday through Friday, with “normal operating hours” from 9:00 a.m. to 5:00 p.m. Employee’s personal operating hours may vary depending on client time zones and the nature of the projects that you’re working on. - -### Time off - -dbt Labs has an unlimited paid vacation policy, allowing employees to take as much time off as they need. We do ask that employees aim for a minimum of 2 weeks off per year. Employees should utilize this benefit in a way that is conducive to their productivity. We understand, appreciate (and encourage!) turning off your brain, traveling, and spending time with friends and family! - -Employees are obligated to: - -- Communicate and collaborate with their team to ensure everyone takes leave without disrupting operations. -- Notify their supervisor as soon as the absence is scheduled, and no less than one month in advance of a full week of absence. -- Mark the planned time off on their dbt Labs Google calendar as full day events so that other employees can effectively plan events or meetings. -- Request the time off in ADP, for tracking purposes. -- Avoid abusing the policy by taking time off that negatively impacts their job and the company. - -### Holidays - -dbt Labs observes the following holidays in 2022: - -- MLK Day (Monday, January 17, 2022) -- Memorial Day (Monday, May 30, 2022) -- Juneteenth (Observed Monday, June 20, 2022) -- Friday before Independence Day (Friday, July 1, 2022) -- Independence Day (Monday, July 4, 2022) -- Friday before Labor Day (Friday, September 2, 2022) -- Labor Day (Monday, September 5, 2022) -- Thanksgiving Day (Thursday, November 24, 2022) -- Friday after Thanksgiving (Friday, November 25, 2022) -- Christmas Day (Observed Monday, December 26, 2022) -- Winter Break (Tuesday, December 27, 2022 → Friday, December 30, 2022) -- New Year's Day (Observed Monday, January 2, 2023) - - -## Leave Policies - -dbt Labs offers anyone (regardless of gender) up to **12 weeks of 100% paid time off** during the first year of parenthood. This includes anyone who becomes a parent through childbirth or adoption. The 12-week balance is per birth or adoption event. If you live in a country where a statutory parental leave benefit is available, you will be required to claim statutory parental leave pay (if you are eligible) and we will supplement any gaps. - -We encourage parents to take the time they need. dbt Labs team-members will be encouraged to decide for themselves the appropriate amount of time to take and how to take it. For many reasons, a team member may require more time off for parental leave. Some countries have longer standard parental leaves, occasionally births have complications, and sometimes 12 weeks just isn't enough. Any dbt Labs team member can request additional unpaid parental leave, up to 8 weeks. We are happy to address anyone with additional leave requests on a one-on-one basis. All of the parental leave should be taken in the first year. There is no tenure requirement to be eligible for leave. - -If applicable, commissions are paid while on parental leave at 100% of plan. On the day you return from leave and going forward, your commissions will be based on current performance only. If your country of employment has specific laws regarding the payout of commissions when on leave, those would supersede our policy. - -### Plan for leave - -We understand that exact timing can't always be planned so, as early as possible, please start working with your manager and your team to plan for your leave. This includes: - -- Planning projects to wrap up ahead of leave and avoiding taking on new large projects right before. -- Assigning owners for your day to day work and beginning to train and hand-off work as needed. -- Documenting as much as possible to set your team up for success while you're gone. -- You should also email People Ops with an estimated leave timeframe so they can keep track. - -You are more than welcome to slack or email People Ops (@Meg or meg@dbtlabs.com) if you have any questions about taking Parental Leave. - -## Background Checks - -dbt Labs is concerned about the safety of its team members and about maintaining appropriate controls to ensure that assets of dbt Labs and our customer relationships and information are protected. To reduce these risks, we will obtain and review background information of covered prospective, and, as applicable, current employees. - -dbt Labs has contracted with Checkr (https://checkr.com/) to perform these background checks for US based employees, which will cover criminal history for the last 7 years, sex offender search, SSN trace, education verification, employment verification and Global Watchlist search. For all non-US employees, we use GoodHire (https://www.goodhire.com/). dbt Labs may use the returned background check information to make decisions regarding employment. For certain positions where the candidates financial history is relevant to the position, we may also run a check in the federal database for any financial related offenses. - -All candidates who make it to the offer stage with dbt Labs must undergo a background screening according to this policy as part of the employment screening process. All contracts will state that employment is subject to obtaining results from an approved background screening that are satisfactory to dbt Labs. If a candidate is unwilling to follow this process we are unable to proceed with their candidacy for any position at dbt Labs. In the event the background check is not available at the time of hire (switching vendors or delays in processing), dbt Labs will run the background check as soon as possible. The same adjudication guidelines will apply to current employees as they do with prospective employees. - -### Disclosure and Authorization - -Candidates (as applicable, employees) will receive an email to fill out the background check application. The application will ask for personal and professional information. The application process includes signing a disclosure and a consent form which explains the rights of an individual undergoing a background examination. The application process is designed to take less than fifteen minutes to complete. - -Occasionally, Checkr or GoodHire will reach out to the candidate to retrieve additional information, such as backup documentation to act as proof of previous employment or picture IDs. Proof of employment can typically be provided in various ways, such as tax returns (e.g. W2s), pay stubs, LLC documentation, official company registrations, etc. - -Background checks will act as an additional mechanism of transparency and will help to build trust with our clients. - -### Review Criteria - -Once the background check is completed, company administrators will review the report and determine if any negative information has a direct connection with an applicant’s ability to fulfill the job duties with competence and integrity. Criminal convictions that would raise a concern are job-related offenses, including but not limited to: embezzlement, extortion, computer/internet crime, fraud, tax evasion, and violent crimes. In addition, the report should be reviewed for omissions or inaccuracies contained in the employment application or made during the interview process. - -## Employee Benefits - -### Retirement Plan - -Employees will have access to an employer-sponsored 401K plan. Immediately upon hire, dbt Labs will contribute 3% of employee’s monthly salary into the retirement account on a monthly basis. Employees can additionally opt to contribute up to the federal maximum to their retirement account. dbt Labs will contribute to the retirement account regardless of any supplemental employee contributions. - -### Health Insurance - -dbt Labs provides medical, dental and vision benefits to employees and their dependents as well as FSA, DCFSA, and HSA options. Health benefits are paid in part by the company. The remainder of the costs is the employee’s responsibility. Please login to ADP for additional information about available benefits. - -### Disability and Life Insurance - -dbt Labs provides long term and short term disability as well as life insurance coverage to all US-based employees at no cost. Voluntary, additional, life insurance coverage for employees and dependants is available at the expense of the employee. - -### Stock Options - -Some employees at dbt Labs will be granted stock options as a part of their compensation package. Please ask your direct manager or Tristan if you have any questions about this topic. - -### Office Expense Reimbursement - -There are many advantages to building a remote-first culture. One of the more practical advantages is the savings on overhead costs (office space, furniture, etc.) for each employee. That being said, we understand that the cost of some of those things can, in turn, become a burden on the employee that now needs to set up a home office that is conducive to their work. This policy is to help mitigate some of that burden and pass our savings onto those team members. - -#### Initial Office Set Up - New Hires - -Upon starting with dbt Labs, we will provide you with a MacBook Pro. In addition to the computer, each full-time employee will be able to expense up to $1,500 towards their office set up. Apprentices will be able to expense up to $500 towards their office setup. If hired as a full-time employee, the apprentice will receive the balance of $1,000. Items to be reimbursed could include: - -- Monitor -- Mouse -- Keyboard -- Desk -- Chair -- Headphones -- Laptop stand -- Webcam/microphone -- Monitor privacy filter -- White board -- Printer -- Exercise ball to sit on -- Office supplies (pens, paper, printer cartridges) -- Monitor riser -- Standing desk topper -- Adapter/cords to connect the above items to your laptop computer -- Lighting - -This list is not-exhaustive and could include anything that will help make your office experience a comfortable and productive environment where you can do your best work. We will not reimburse ipad or cell phones as part of this policy. - -**Who is eligible?** All employees and apprentices. - -**Process to expense** Please access airbase for all expense reimbursements. - -#### Annual Home Office Budget - -For each subsequent year, all full-time employees will receive an *annual* reimbursement budget of $400 to make improvements to your working and office environment, this could include anything from the above as well as updating old or broken accessories. - -**Who is eligible?** All employees. - -**Process to expense** Please access airbase for all expense reimbursements. - -### Professional Development Stipend - -### Policy - -At dbt Labs we believe in moving up the stack. We encourage our team to seek out learning opportunities and will reimburse up to **$500 per employee per year** on learning and development expenses including, but not limited to: - -- Subscriptions -- Books -- Software -- Courses -- Certifications -- Professional membership fees - -**Does it need to be related to my role?** - -It doesn’t; but it does need to be considered professional development as it relates to the career you have or the career you want. This can be defined in two ways: - -1. Core Training: "On the job" learning, training of core skills, experience levels growth, area training, deepening expertise in one's domain. -2. Stretch Learning: Outside of the role's scope, bridging the gaps between departments, change careers, or better general context. - -**What if I want to take a course or attend a conference that costs more than $500?** - -Occasionally, expenses beyond the initial $500 will be reimbursed with prior manager approval. This is most relevant as it relates to in person conferences (fees, travel and expenses). We don't expect much of this in 2021 and we will expand the program as needed in 2022. - -**Can you give me some examples as a jumping off point?** - -- Courses using online platforms like: - - [Udemy](https://www.udemy.com/courses/) – Online courses with a range of topics - - [Skillshare](https://www.skillshare.com/) – Online courses for creators - - [Highbrow](http://gohighbrow.com/) – Get 5-minute lessons delivered to your inbox every morning - - [Datacamp](https://www.datacamp.com/) – Learn Data Science online - - [Treehouse](https://teamtreehouse.com/) – Learn Web Design, Coding, and more -- Books to learn more about a subject or to dive into how other companies do things; for People Ops this may look like: - - [Measure What Matters](https://www.whatmatters.com/the-book/) (OKRs) - - [Powerful](https://pattymccord.com/book/) (Netflix Culture) - - [Work Rules!](https://www.workrules.net/) (Google Culture) -- Certifications or Professional memberships: - - [People Ops Society Membership](https://www.peopleopssociety.com) - - CPA Renewal - -### Reimbursement process - -Please access airbase for all expense reimbursements. For the expense category, select "61400 Professional Development" and include what the item is in the notes section (example: "Professional Development - Book about Python"). diff --git a/handbook/about_dbt_labs.md b/handbook/about_dbt_labs.md deleted file mode 100644 index 27c76405..00000000 --- a/handbook/about_dbt_labs.md +++ /dev/null @@ -1,22 +0,0 @@ -# The dbt Labs Employee Handbook - -| Maintained by | -|---| -| Meg Colón | -| Leigh Staub | - -## Welcome to dbt Labs -Hello and welcome to dbt Labs. We’re thrilled to have you as a member of the team! - -This handbook is intended to answer your questions as a new employee and should serve as a valuable resource throughout your employment at dbt Labs. Read on to learn about important company policies and procedures, as well as the commitments we have to our employees. - -## Overview -[Mission](/mission.md) and [Values](/values.md) - -[Working and Growing Here](/handbook/working_and_growing_here.md) - -[Compensation](/handbook/compensation.md) - -[Benefits and Perks](/handbook/benefits.md) - -[Policies and Training](/handbook/policies_and_training.md) diff --git a/handbook/benefits.md b/handbook/benefits.md deleted file mode 100644 index 18499ea5..00000000 --- a/handbook/benefits.md +++ /dev/null @@ -1,831 +0,0 @@ -# Benefits and Perks - -| Content Maintainers | -|---| -| Clyde Stackhouse | -| Jessica Nguyen | -| Meg Colón | -| Leigh Staub | - -[Global Benefits Strategy & Stipend](#global-benefits-strategy--stipend) - -[Healthcare Benefits](#healthcare-benefits-us) -- [Medical Plans](#medical-plans) -- [Disability and Life Insurance](#disability-and-life-insurance) -- [Health Related Travel Benefit (US)](#health-related-travel-benefit-us) -- [International Travel Emergency Health Benefits (US)](#international-travel-emergency-health-benefits-us) - -[Retirement](#retirement) - -[Time Off Policy](#time-off-policy) -- [2023 Company Holidays](#2023-company-holidays) -- [Leave of Absence Programs](#leave-of-absence-programs) - -[Stipends](#stipends) -- [How to use Benepass - Perks & Stipend Platform](#how-to-use-benepass---perks--stipend-platform) -- [Office Stipend](#office-stipend) -- [Phone & Internet Stipend](#phone--internet-stipend) -- [Health & Wellness Stipend](#health--wellness-stipend) -- [Professional Development Stipend](#professional-development-stipend) - -[Workplace Rental](#workplace-rental) - -[Employee Discounts](#employee-discounts) - -[Wellness Program](#wellness-program) - -[Employee Assistance Programs & Resources](#employee-assistance-programs--resources) - -[Anonymous Hotline](#anonymous-hotline) - - -## [Global Benefits Strategy & Stipend](https://www.notion.so/dbtlabs/Global-Benefits-Strategy-Stipend-03b4ebfbb278451f894a4cca46c90607?pvs=4) - -### Benefits Strategy and Philosophy - -As dbt Labs continues to grow and expand around the world, we believe it’s important to outline our strategy and philosophy around global benefits. The following points are guiding principles that we strive towards and will drive the decision-making around our benefits both domestically and abroad. - -- We strive to provide benefits that are both locally relevant and competitive - - Each Country’s benefits will differ based on local normals and local competition for benefits. -- Our benefit offerings and coverage will grow and progress as local team sizes grow due to economies of scale and eligibility in various plans - - If local teams aren’t large enough to begin group plans, we’ll provide monthly stipends to cover core benefits (Medical, Vision & Dental - where applicable) -- Values aligned: We are Human → Although we may not be able to implement every benefit or offering we understand that we bring our whole selves to work and we want to hear and respond to feedback - -### How does this apply today? - -Today our international team falls into one of two buckets. - -**Employed through an EOR (Employee of Record) -** Employees that are hired and work for an EOR are subject to the benefits offerings that are provided through their service. However, we will operate within our philosophy above which means we will elect premium coverage and options as they become available through the EOR. Additionally, all related perks remain available and intact (ie. Office stipends, Professional Development, etc) - -**Employed through a dbt Labs local entity** - Employees that are hired and work for local entities in a country with less than 10 local employees will be provided a locally relevant and competitive monthly stipend amount to reimburse some of the cost associated with finding personal coverage for core supplemental benefits (Medical, Vision & Dental), where applicable. All mandatory benefits, pension schemes, etc will be provided to comply with local laws and regulations. - -As employee counts grow to local relevant critical mass for group plans and will then be able to work with our Global Benefits Broker to shop and obtain group plans that would replace the stipend amount. It’s important to note that our employee count has a direct impact on the options and plans that will be available as well as navigating appropriate economies of scale when determining supplemental benefits. - -### Local Entity Medical Benefit Stipends - -The following stipend amounts have been developed to help cover some of the cost to acquire additional supplemental insurance until we are able to offer local group plans. You can use this stipend to cover core benefits like medical, dental, vision, life & disability for yourself and dependents if applicable. - -#### Monthly Stipend Amount - -| Country | # Gross Stipend Amount (Local Currency) | Local Currency | -|---------------- |----------------------------------------- |---------------- | -| Australia | 673 | AUD | -| Germany | 183 | EUR | -| Ireland | 274 | EUR | -| New Zealand | 730 | NZD | -| United Kingdom | 268 | GBP | -| Sweden | 1418 | SEK | -| Finland | 183 | EUR | - -### Receiving the Benefits Stipend - -The benefits stipend will automatically be added to your monthly payroll. You do not need to request a reimbursement through Airbase. - -### **Retirement & Pension Plans** - -We look to target locally relevant and competitive benefit options. Retirement and pension plans fall under the same philosophy. We are currently working towards getting each required pension scheme and retirement plan solidified and will update here once we have more information. - -## [Healthcare Benefits (US)](https://www.notion.so/dbtlabs/US-Healthcare-Benefits-Overview-650cf65d9612445a8d7ce41e936b307f?pvs=4) - -### [Medical Plans](https://www.notion.so/dbtlabs/US-Healthcare-Benefits-Overview-650cf65d9612445a8d7ce41e936b307f?pvs=4) - -We provide medical, dental and vision benefits to employees and their dependents as well as FSA, DCFSA, and HSA options. Health benefits are paid, in part, by the company. The remainder of the costs is the employee’s responsibility. - -Learn more about our medical plans [here](https://app.strivebenefits.com/dbt/2022-2023-medical?country=us). - -New hires may enroll themselves and dependents in health benefits online through ADP within the first 30 days of employment. There is a strict 30 day enrollment window. After benefit elections are submitted, enrollments go into effect the first day of employment (your start date) at dbt Labs. - -To enroll in benefits as a new hire, existing employee during open enrollment or at a time of a qualifying life event, follow our [guide](https://www.notion.so/dbtlabs/US-Health-Benefit-Enrollment-Guide-8132d651bdc54fddb8c3c6251701d5d5?pvs=4). Note: Employees who currently have a High Deductible Health Plan coverage selection are able to adjust their HSA contributions throughout the year. This is the only benefit adjustment that does not require a Qualifying Life or Work Event. - -### Disability and Life Insurance -We provide long term and short term disability as well as life insurance coverage to all US-based employees at no cost. Voluntary, additional, life insurance coverage for employees and dependants is available at the expense of the employee. Learn more: -- [Life Insurance](https://app.strivebenefits.com/dbt/unum-life-and-add?country=us) -- [Disability](https://app.strivebenefits.com/dbt/unum-disability?country=us) - -### US Employees enrolled in our health insurance are eligible for the following benefits as well: - -#### [Health Related Travel Benefit (US)](https://www.notion.so/dbtlabs/Health-Related-Travel-Benefit-1b3541b3eec3444d883de4ecf601dd9f?pvs=4) - -📌 We believe that it’s imperative that our team members have access to quality healthcare that they need, no matter where they live. Therefore, dbt Labs will reimburse up to $4,000 in travel expenses annually[^1] for any U.S. team member (including their dependent(s)) who requires healthcare that is not available in their state of residence. - -Many states have introduced legislation to reduce or restrict access to critical healthcare, including abortion care and gender-affirming care. This is in direct conflict with our values at dbt Labs and this policy is designed to support access to adequate healthcare for our team members across the United States who do not have access where they live. - -[^1]: Resets with the fiscal year on February 1. - -**Eligible travel expenses include:** - -- Transportation (reasonable flights, trains, taxis, buses, etc) -- Reasonable Lodging -- Meals -- Transportation, lodging and meals expenses for one support person who accompanies the team member. - -**Who is eligible?** - -- All team members or any dependent who is enrolled in dbt Labs health insurance is eligible for this reimbursement; which will be paid directly by us (not by the insurance company). The net total annual benefit (for each team member and their dependents combined) is $4,000. - -**In order to maintain privacy and ensure that folks are comfortable leveraging this reimbursement, please follow the process below:** - -1. Email receipts directly to Meg Colón (meg@dbtlabs.com). Please include a note that the receipts are for healthcare-related travel, but we do not require more information than that. -2. Reimbursements will be processed directly through payroll. - 1. The Head of People will be the only person with access to receipts and reason for travel and will not discuss or share with anyone. The Payroll Manager will receive only the amount to add to payroll. -3. If you need support relating to out-of-state travel for healthcare purposes, please contact Meg directly. - -#### [International Travel Emergency Health Benefits (US)](https://www.notion.so/dbtlabs/Int-l-Travel-Emergency-Health-Benefits-US-Employees-d607183ad6214ccfa853c9b5addb2ff7?pvs=4) - -US employees utilizing our health benefits have access to emergency care while traveling abroad. - -Emergencies are generally classified as any symptoms that might be “limb or life threatening”, which could be something like broken limb, chest pain, anaphylaxis/allergy reactions causing severe symptoms, etc. If you are not sure if something is considered an emergency, contact your doctor. - -Both Cigna and Kaiser have access to Registered Nurses who are available 24/7 to assess medical conditions over the phone and make suggestions for care (find these numbers on the back of your insurance card). - -Learn more about this benefit [here](https://www.notion.so/dbtlabs/Int-l-Travel-Emergency-Health-Benefits-US-Employees-d607183ad6214ccfa853c9b5addb2ff7?pvs=4). - -## Retirement -Employees have access to an employer-sponsored 401K plan. Immediately upon hire, dbt Labs will contribute 3% of employee’s monthly salary into the retirement account on a monthly basis. Employees can additionally opt to contribute up to the federal maximum to their retirement account. dbt Labs will contribute to the retirement account regardless of any supplemental employee contributions. - -## [Time Off Policy](https://www.notion.so/dbtlabs/Time-Off-Policy-cb5363a73ca1485dbf94619c4c57aa6f?pvs=4) - -In alignment with our core value, **“We Work Hard and Go Home”**, dbt Labs offers unlimited paid time off to support you to recharge, spend time with your family, and/or take care of personal matters. To encourage you to turn off your brain, travel, and spend time with your family, recommend you take a *minimum* amount of vacation days **(2 weeks, aka 10 business days)** each calendar year. - -- We estimate that 4 weeks in a year is a good amount to take off (also based on what we have seen historically); note though that we do not have a cap on the number of days you can take off for Personal Time Off. -- At the end of each quarter, the People team will send managers a list of how much time off each person has already taken / planned to take for the rest of the year (based on what is requested in ADP). -- We encourage managers to do check-ins with their team (based on the data provided above): for those not taking time off, managers should seek to understand why this is the case and to help their team member structure their workload or work priorities in a way that allows them to actually disconnect from work to recharge. - -We ask that you input your time-off requests into ADP and categorize them accordingly [based on the definitions below](#%EF%B8%8Ftypes-of-time-off-plans--definitions). - -**Please discuss your time-off schedule with your manager prior to taking the time off so we can plan for coverage while you are out**. **Manager approval will be required to take time off!** When planning your time off, we ask that you also be mindful of the major dates and deadlines that may be unique and critical to your role. - -When in doubt, please discuss with your manager about your plans - -#### When would time off be declined? - -- It shows blatant abuse of the unlimited time off policy. For example (but not limited to the following): - - Using open vacation in place of a leave of absence (see below). - - Requesting time off that is more than 4 consecutive weeks in duration. -- Amount of (or dates of request for) PTO negatively impacts your team or the company, as determined by your manager. -- Performance is affected negatively. - -#### ➡️ Types of time off plans & definitions - -👉 For time off plans outside of Personal Time Off: if you need to take more than 2 consecutive weeks off, your manager or a member of the People team will be reaching out to see if a Leave of Absence may need to be utilized instead to support you through your specific life event. - -- **Personal Time Off**: If you are taking vacation or need to take time off work to attend to other personal matters. -- **Sick Time:** If your time off is related to your own illness or a family member’s illness (i.e. care for another family member or taking them to see the doctor), or for you to go see a medical professional. You can also use this category for a mental health day. -- **Jury Duty/Voting**: If your time off is due to jury duty or voting time. -- **Bereavement:** If you need to take off to grieve for a loss you have experienced or to support someone during the grieving process. -- **Volunteer/Service**: If your time off is related to volunteering or community service activities. -- **Other country specific categories**: As dbt Labs has presence in multiple countries, we can’t categorize every mandatory time off type. If your time off is not due to one of the above, please use the “Other” reason code in ADP and put in the comments what it is. -- **Leaves of Absences:** If you need to be absent for an extended period of time due to any reason, it may be better to consider taking a leave of absence. Examples of different paid leave of absence types and policy documents can be found below (paid leave below indicates 100% base and commission payments during these durations): - - [Leave of Absence Programs](#leave-of-absence-programs) - - - ***Paid Parental Leave** - to be taken within the first year of parenthood; any dbt Labs employee who needs to care for a newborn as a result of birth or adoption is able to take up to 12 weeks of paid leave* - - ***Paid Medical Leave** - any dbt Labs employee who needs to take dedicated time off to recover from their own medical event (i.e. physical or mental illness, surgery, etc) is able to take up to 4 weeks of paid leave* - - ***Paid Caregiver Leave -** any dbt Labs employee who needs to take dedicated time off to care for a seriously ill person is able to take up to 4 weeks of paid leave* -- **Company Holidays**: dbt Labs observes a number of public and company holidays every year, and this schedule varies by country public holidays. See [2023 Company Holidays ](#2023-Company-Holidays) for days observed. You are asked to observe your local holidays (for the country you reside in). - -Note that because in the United States, your time off is not accrued, you will not be paid out for any unused time offered under this policy when your employment with dbt Labs ends. - -For international employees, see [below](#International-Considerations-for-accrued-time-and-pay-out-upon-termination-with-the-company) for respective details. - -#### 💪 Best practices for being out of the office - -ADP has a limitation at the moment, where teams cannot see each other’s time-off requests. - -1️⃣ We recommend that after your time off request has been approved, to note you will be “Out of Office” on your Google Calendar (and make this event public so people can see). - -Google Calendar also has an “Out of Office” feature where they can auto-decline any event that is scheduled during the period you are out. This may be helpful for you to set up! - -Additionally, some teams may have team time off calendars within Google Calendar. Talk to your manager if this is something your team has; you may be asked to make your out of office dates visible here to help create visibility with your teammates. - -2️⃣ Update your Slack status to out of office. - -3️⃣ Set up an “out of office” auto response to your email for the dates you will be out, and clearly indicate who someone should contact instead. - -Learn how to request time off in ADP [here](https://www.notion.so/dbtlabs/Time-Off-Policy-cb5363a73ca1485dbf94619c4c57aa6f?pvs=4#b819ac73f9994db6a5f4572571b44cc5). - -#### 🌐 International Considerations for accrued time and pay out upon termination with the company - -In your employment contracts, you will see that you are eligible for a specific number of annual leave (or holiday) days to be accrued over the course of the plan year (to be used as personal time off). There is a clause in your contracts that once your annual leave (or holiday) entitlements have been used up, you are eligible to take an unlimited number of days, as long as you have manager approval. - -From a logistical standpoint, what you can expect in ADP: - -- Your time off balance will show as being accrued on a month to month basis. - - For new joiners, if you start before the 15th of that month, you will earn an accrual for the first month. - - For new joiners, if you start after the 15th, you don’t earn anything for that month and instead will begin accruing the full amount the following month. - - If a carryover balance is allowed in your employment contract, the maximum accrual is 25 days and then will stop accruing. -- You can actually take whatever days off you would like (subject to manager approval) even if your balance in the system does not show you have enough days accrued. You can go into the negative and that’s perfectly okay. - -At the end of your employment with dbt Labs, if you have unused time off accrued in ADP, we will pay that amount out to you in your final paycheck. - -- If your time off balance is negative, note that we will not deduct any amounts from your final paycheck - -**🌍 If you are employed through Remote.com** - -The above explanation of how accrued time works and pay out upon termination is the same for Remote employees. This is because in your contracts, you still have a set number of days that is shown. You can take any days off as long as you have manager approval. - -**Note that if you are employed through Remote.com, you will need to request your time off in the Remote platform.** - -Please discuss your time off schedule ahead of time with your manager, as they do not have visibility into requests within the Remote platform. - - -### [2023 Company Holidays](https://www.notion.so/dbtlabs/2023-Company-Holidays-9e0e48bb8404496a868161e170e0a494?pvs=4) - -In addition to our unlimited vacation policy, dbt Labs observes a number of public and company holidays every year, and this schedule varies by country. You are asked to observe your local holidays (for the country you reside in). - -We recognize that there are many other cultural, religious or location based holidays and encourage our team members to work with their manager to take the time they need. - -Employee's who are contracted via an Employer of Record (i.e. Remote.com) Please reference the list of public holidays provided via Remote's Platform. - -#### US Company Holidays -- New Years Day (observed)- Monday, January 2, 2023 -- MLK Day- Monday, January 16, 2023 -- Memorial Day- Monday, May 29, 2023 -- Juneteenth- Monday, June 19, 2023 -- Monday before Independence Day- Monday, July 3, 2023 -- Independence Day- Tuesday, July 4, 2023 -- Friday before Labor Day, Friday, September 1, 2023 -- Labor Day- Monday, September 4, 2023 -- Thanksgiving- Thursday, November 23, 2023 -- Friday after Thanksgiving- Friday, November 24, 2023 -- Christmas- Monday, December 25, 2023 -- Winter Break- Tuesday, December 26, 2023→Friday, December 29, 2023 -- New Year’s Day- Monday, January 1, 2024 - -#### United Kingdom Holidays -- New Year’s Day- Monday, January 2, 2023 -- Easter Monday- Monday, April 10, 2023 -- Early May Bank Holiday- Monday, May 1, 2023 -- Spring Bank Holiday- Monday, May 29, 2023 -- Summer Bank Holiday- Monday, August 28, 2023 -- Christmas- Monday, December 25, 2023 -- Boxing Day- Tuesday, December 26, 2023 -- Winter Break- Wednesday, December 27, 2023→Friday, December 29, 2023 - -#### Ireland Holidays -- New Year’s Day- Monday, January 2, 2023 -- Saint Patrick’s Day- Friday, March 17, 2023 -- Easter Monday- Monday, April 10, 2023 -- Early May Bank Holiday- Monday, May 1, 2023 -- June Bank Holiday- Monday, June 5, 2023 -- August Bank Holiday- Monday, August 7, 2023 -- October Bank Holiday- Monday, October 30, 2023 -- Christmas- Monday, December 25, 2023 -- Saint Stephen’s Day- Tuesday, December 26, 2023 -- Winter Break- Wednesday, December 27 → Friday, December 29, 2023 - -#### Germany Holidays -- New Year’s Day- Monday, January 2, 2023 -- Epiphany (BW,BY & ST)- Friday, January 6, 2023 -- Good Friday- Friday, April 7, 2023 -- Easter Monday- Monday, April 10, 2023 -- Labour Day- Monday, May 1, 2023 -- Ascension Day- Thursday, May 18, 2023 -- Whit Monday- Monday, May 29, 2023 -- Corpus Christi (BW, BY, HE, NW, RP, SL, SN & TH)- Thursday, June 8, 2023 -- Assumption Day (BT & SL)- Tuesday, August 15, 2023 -- German Unity Day- Tuesday, October 3, 2023 -- Christmas Day- Monday, December 25, 2023 -- Saint Stephen’s Day- Tuesday, December 26, 2023 -- Winter Break- Wednesday, December 27 → Friday, December 29, 2023 - -#### Australia Holidays -- New Year’s Day- Monday, January 2, 2023 -- Australia Day- Thursday, January 26, 2023 -- Labour Day (WA)- Monday, March 6, 2023 -- Canberra Day (ACT)- Monday, March 13, 2023 -- Labour Day (VIC, TAS)- Monday, March 13, 2023 -- Good Friday- Friday, April 7, 2023 -- Easter Monday- Monday, April 10, 2023 -- Anzac Day- Tuesday, April 25, 2023 -- Reconciliation Day (ACT)- Monday, May 29, 2023 -- Melbourne Cup Day (VIC)- Tuesday, November 7, 2023 -- Christmas Day- Monday, December 25, 2023 -- Boxing Day- Tuesday, December 26, 2023 -- Winter Break- Wednesday, December 27 → Friday, December 29, 2023 - -#### New Zealand Holidays -- New Years Day- Monday, January 2 -- New Year Holiday- Tuesday, January 3 -- Waitangi Day- Monday, February 6 -- Good Friday- Friday, April 7 -- Easter Monday- Monday, April 10 -- ANZAC Day- Tuesday, April 25 -- King’s Birthday- Monday, June 5 -- Matariki- Friday, July 14 -- Labour Day- Monday, October 23 -- Chatham Islands Anniversary- Monday, November 27 -- Christmas Day- Monday, December 25 -- Boxing Day- Tuesday, December 26 - -### [Leave of Absence Programs](https://www.notion.so/dbtlabs/Leave-of-Absence-Programs-26e6b99fa9884474ba407e8af51389eb?pvs=4) - -We offer paid and unpaid leave of absence programs. All leave types will run concurrently with all company holidays and will not add additional days to the established leave policy unless legally required. - - -Below is a summary of our paid leave programs. - -| Type of Leave | Duration Allowed (Total) | Cadence Allowed | Coordinated with other Benefits | Notes | -|------------------- |-------------------------- |----------------- |--------------------------------- |----------------------------------------------------------------------------------- | -| Parental Leave | 12 Weeks | Intermittent | Paid Family Leave,State,Unum | | -| Medical Leave | 4 Weeks | Continuous | State,Unum | Capped at 8 weeks if a team member is granted two medical leaves within one year. | -| Caregiver Leave | 4 Weeks | Intermittent | Paid Family Leave | | -| Miscarriage Leave | 2 Weeks | Continuous | N/A | | -| Bereavement Leave | 2 Weeks | Continuous | N/A | 2 additional weeks may be granted if a team member requires more time to grieve. | - -#### ***Paid Parental Leave*** - -**Time off & Pay** - -dbt Labs provides employees, including employees who adopt a child or become a foster parent to a new child, with twelve (12) weeks of Parental Leave paid at 100% of their base salary, to commence at the beginning of the first leave period OR the day the child is born or placed in their care. Employees may take this leave intermittently, which means taking leave in blocks of time. For commission eligible employees, intermittent leaves may be taken in increments of no less than four (4) weeks. For all other employees, intermittent leaves may be taken in increments of no less than two (2) weeks. - -If an employee is eligible for any disability benefits through Unum or the state during their pregnancy disability period, or state paid family leave payments, the employee is required to apply for these benefits. dbt Labs will coordinate with these benefits, meaning that dbt Labs will pay the difference of your base salary and any benefits granted, not to exceed 100% of your base salary. Parental leave granted under this policy runs concurrent with any legally required pregnancy disability and family medical leave taken by eligible employees. Parental leave must be completed within 12-months of the date of birth. - -Any unused leave offered under this policy will not be paid out at termination of employment, so dbt Labs encourages employees to use this benefit during the time that they are eligible. - -For international employees in countries that have their own statutory parental leave benefits, dbt labs 12 weeks will run concurrent with any locally required leave plans. - -**Health Insurance** - -If employees and their families participate in dbt Labs’s group health plan, the company will maintain coverage during paid leave under this policy on the same terms as if employees had continued to work. - -**Vesting** - -Stock options will continue to vest at their regular rate during paid or unpaid leave. - -**Return to Work** - -Employees returning from Parental Leave will be reinstated to the same position, or if that position is no longer available due to reasons unrelated to the employee’s leave, a comparable position. Employees will receive pay and benefits equivalent to those received prior to their leave. - -#### **Paid Medical Leave** - -**Time off & Pay** - -Employees who are unable to work for more than ten (10) business days due to illness or injury not related to work may be eligible for paid medical leave based on a physician’s recommendation. dbt Labs will provide up to four (4) weeks total of paid medical leave. If eligible, employees must apply for any state and/or Unum disability benefits. dbt Labs will coordinate with these benefits, meaning that dbt Labs will pay the difference of your base salary and any benefits granted not to exceed 100% of your base salary. Medical leave granted under this policy runs concurrent with any family medical leave or any other medical leave taken by eligible employees, unless prohibited by law. - -A medical leave is considered a paid leave for a specific condition. As such, employees may be eligible for more than one paid medical leave in a year, depending on their unique circumstances. Note that while an employee may be approved for more than one paid medical leave in a year, this benefit is capped at a total of 8 weeks of paid leave. - -**Health Insurance** - -If employees participate in dbt Labs’s group health plan, the company will maintain coverage during paid leave under this policy on the same terms as if employees had continued to work. - -**Vesting** - -Stock options will continue to vest at their regular rate during paid or unpaid leave. - -**Return to Work** - -Employees may be asked to provide a Fitness for Duty form completed by their medical provider prior to their first day back. Employees returning from medical leave will be reinstated to the same position, or if that position is no longer available due to reasons unrelated to the employee’s leave, a comparable position. Employees will receive pay and benefits equivalent to those received prior to their leave. - -### Paid Caregiver Leave - -Employees who need to take dedicated time off to care for a seriously ill or injured person will be allowed to take up to 4 weeks of paid Caregiver Leave. The illness or injury must be a serious health condition (defined below). - -Certain personal relationships may be eligible for wage replacement programs through the state. For example, a caregiver leave for caring for a parent, child, or sibling, is eligible for wage replacement through a Paid Family Leave program. In those cases, employees are required to file a paid family leave claim. dbt Labs will coordinate with these benefits to ensure that employees receive 100% pay. - -A serious health condition is an illness, an injury, an impairment, or a physical or mental condition that involves either an overnight stay in a medical care facility or continuing treatment by a healthcare provider for a condition that either prevents the qualified family member from participating in school, work, or other daily activities. Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than three consecutive calendar days combined with at least two visits to a healthcare provider or one visit and a regimen of continuing treatment, incapacity due to pregnancy, or incapacity due to a chronic condition. Other conditions may meet the definition of “continuing treatment.” - -Under some circumstances, employees may take this leave intermittently, which means taking leave in blocks of time or reducing the employee's normal weekly or daily work schedule. An employee may take leave intermittently whenever it is medically necessary to care for a seriously ill individual. Leave taken intermittently may be taken in increments of no less than one week. - -#### Miscarriage Leave - -Employees who experience or have a partner who experiences a miscarriage are eligible for two (2) weeks of leave paid at 100% of their base salary. In the event that the employee experiences medical difficulties beyond this time frame, they may be eligible for a Medical Leave. - -#### **Paid Bereavement Leave** - -In accordance with dbt Labs’ open time off policy, employees already are able to take up to two (2) weeks of Bereavement Time Off to grieve for a loss of life. If additional time is needed beyond the two (2) weeks, employees will be eligible to take an additional two (2) weeks to grieve under Paid Bereavement Leave on a case-by-case basis. - -Time off granted in accordance with this policy shall not be credited as time worked for the purpose of computing overtime. - -### ***Unpaid Leave - United States specific*** - -We offer the following types of unpaid leave: Medical Leave (FMLA), Discretionary Medical Leave (ADA), Military Leave, and Mandatory Unpaid Leave. - -#### **Medical Leave (FMLA)** - -dbt Labs complies with the Family Medical Leave Act (FMLA), which requires employers to grant unpaid leaves of absence to qualified workers for certain medical and family-related reasons. The company also abides by any state and local leave laws. The more generous of the laws will apply to the employee if the employee is eligible under both federal and state laws. - -Please note there are many requirements, qualifications, and exceptions under these laws, and each employee’s situation is different. Contact the People Team to discuss options for leave. - -The FMLA requires private employers with 50 or more employees and all public agencies, including state, local, and federal employers, and local education agencies (schools) to provide eligible employees up to 12 weeks of unpaid, job-protected leave in any 12-month period for certain family and medical reasons. The 12-month period is a rolling period measured backward from the date an employee uses any FMLA leave, except for leaves to care for a covered service member with a serious illness or injury. For those leaves, the leave entitlement is 26 weeks in a single 12-month period measured forward from the date an employee first takes that type of leave. - -**Employee eligibility.** The FMLA defines eligible employees as employees who (1) have worked for the company for at least 12 months; (2) have worked for the company for at least 1,250 hours in the previous 12 months; and (3) work at or report to a worksite that has 50 or more employees or is within 75 miles of company worksites that, taken together, have a total of 50 or more employees. *(75 Miles radius waived due to fully remote & distributed workforce)* - -**Basic leave entitlement.** The FMLA requires covered employers to provide up to 12 weeks of unpaid, job-protected leave to eligible employees for the following reasons: (1) for incapacity due to pregnancy, prenatal medical care, or childbirth; (2) to care for the employee’s child after birth or placement for adoption or foster care; (3) to care for the employee’s spouse, child, or parent who has a serious health condition; or (4) for a serious health condition that makes the employee unable to work. - -**Military family leave entitlements.** Eligible employees with a spouse, child, or parent on active duty or called to active duty status in the National Guard or Reserves in support of a contingency operation may use their 12-week leave entitlement to address certain qualifying exigencies.  Qualifying exigencies may include addressing issues that arise from (1) short notice of deployment (limited to up to 7 days of leave); (2) attending certain military events and related activity; (3) arranging child care and school activities; (4) addressing certain financial and legal arrangements; (5) attending certain counseling sessions; (6) spending time with covered military family members on short-term temporary rest and recuperation leave (limited to up to 5 days of leave); (7) attending post deployment reintegration briefings; (8) arranging care for or providing care to a parent who is incapable of self-care; and (9) any additional activities agreed upon by the employer and employee that arise out of the military member’s active duty or call to active duty. - -The FMLA also includes a special leave entitlement that permits eligible employees to take up to 26 weeks of leave to care for a covered servicemember during a single 12-month period. A covered servicemember is a current member of the armed forces, including a member of the National Guard or reserves, who has a serious injury or illness incurred in the line of duty on active duty that may render the servicemember medically unfit to perform the duties of the servicemember’s office, grade, rank, or rating and for which the servicemember is undergoing medical treatment, recuperation, or therapy; is in outpatient status; or is on the temporary disability retired list. - -**Benefits and protections during FMLA leave.** During FMLA leave, the company will maintain the employee’s health coverage under any group health plan on the same terms as if the employee had continued to work. If applicable, employees must make arrangements to pay their share of health plan premiums while on unpaid leave. In some instances, dbt Labs may recover premiums it paid to maintain health coverage or other benefits for employees and/or their families. Upon return from FMLA leave, most employees will be restored to their original or equivalent positions with equivalent pay, benefits, and other employment terms.  However, an employee on FMLA leave does not have any greater right to reinstatement or to other benefits and conditions of employment than if the employee had been continuously employed during the FMLA leave period. - -Certain highly compensated key employees also may be denied reinstatement when necessary to prevent “substantial and grievous economic injury” to the company’s operations. A “key” employee is an eligible salaried employee who is among the highest-paid 10 percent of the company’s employees within 75 miles of the worksite. Employees will be notified of their status as key employees, when applicable, after they request FMLA leave. - -Use of FMLA leave cannot result in the loss of any employment benefit that accrued before the start of an employee’s leave. - -**Definition of “serious health condition.”** A serious health condition is an illness, an injury, an impairment, or a physical or mental condition that involves either an overnight stay in a medical care facility or continuing treatment by a healthcare provider for a condition that either prevents the employee from performing the functions of the employee’s job or prevents the qualified family member from participating in school, work, or other daily activities. - -Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than three consecutive calendar days combined with at least two visits to a healthcare provider or one visit and a regimen of continuing treatment, incapacity due to pregnancy, or incapacity due to a chronic condition. Other conditions may meet the definition of “continuing treatment.” - -**Use of leave.** An employee does not need to use this leave entitlement in one block. Leave can be taken intermittently or on a reduced work schedule when medically necessary. Employees must make reasonable efforts to schedule leave for planned medical treatment so as not to unduly disrupt the employer’s operations. Leave due to qualifying exigencies also may be taken on an intermittent or a reduced work schedule basis. - -**Substitution of paid leave for unpaid leave.** In order to use paid leave for FMLA leave, employees must comply with the company’s normal paid leave procedures found in the Leave policies. - -Additionally, dbt Labs offers employees SDI benefits through UNUM and employees may be eligible for state disability benefits and state paid family leave benefits depending on where they live. Please speak with the People Team or its delegate (including Sparrow) for more information. - -**Employee responsibilities.** Employees must provide 30 days’ advance notice of the need to take FMLA leave when the need is foreseeable. When 30 days’ notice is not possible, employees must provide notice as soon as practicable and generally must comply with the company’s normal notification procedures. The company may delay leave to employees who do not provide proper advance notice of the foreseeable need for leave, absent unusual circumstances preventing the notice. - -Employees must provide sufficient information for the company to determine if the leave may qualify for FMLA protection and the anticipated timing and duration of the leave. Sufficient information may include that the employee is unable to perform job functions, the family member is unable to perform daily activities, the need for hospitalization or continuing treatment by a healthcare provider, or circumstances supporting the need for military family leave.  Employees also must inform the company if the requested leave is for a reason for which FMLA leave was previously taken or certified. Employees may be required to provide a certification and periodic recertification supporting the need for leave. The company also may require a second and, if necessary, a third opinion (at the company’s expense) and, when the leave is a result of the employee’s own serious health condition, a fitness-for-duty report to return to work.  The company also may delay or deny approval of leave for lack of proper medical certification. - -**Company responsibilities.** The company will inform employees requesting leave whether they are eligible under the FMLA. If they are, the notice will specify any additional information required, as well as the employees’ rights and responsibilities. If employees are not eligible, the company will provide a reason for the ineligibility. - -The company will inform employees if leave will be designated as FMLA-protected and the amount of leave counted against the employees’ FMLA leave entitlement. If the company determines that the leave is not FMLA-protected, the company will notify the employees. - -**Other provisions.** Under an exception to the FLSA in the FMLA regulations, hourly amounts may be deducted for unpaid leave from the salary of executive, administrative, and professional employees; outside sales representatives; certain highly skilled computer professionals; and certain highly compensated employees who are exempt from the minimum wage and overtime requirements of the FLSA, without affecting the employees’ exempt status. This special exception to the “salary basis” requirements for the FLSA’s exemptions extends only to eligible employees’ use of FMLA leave. - -Employees may not perform work for self-employment or for any other employer during an approved leave of absence, except when the leave is for military or public service or when the company has approved the employment under its Outside Employment policy and the employees’ reason for FMLA leave does not preclude the outside employment. - -**Unlawful acts by employers.** The FMLA makes it unlawful for any employer (1) to interfere with, restrain, or deny the exercise of any right provided under the FMLA or (2) to discharge,discriminate, or retaliate against any person for opposing any practice made unlawful by the FMLA or for involvement in any proceeding under or relating to the FMLA. - -The FMLA does not affect any federal or state law prohibiting discrimination or supersede any state or local law or collective bargaining agreement that provides greater family or medical leave rights. - -#### **Discretionary Medical Leave (ADA)** - -If an employee needs to take a medical leave of absence and they’re either not eligible for or have exhausted their available medical leave under the FMLA or any applicable state law, dbt Labs may grant an unpaid leave of absence for a reasonable amount of time. This leave shall be granted on a case-by-case basis, so long as the leave does not cause an undue burden to the company. This leave runs concurrent with workers’ compensation leave, if any, unless otherwise required by law. - -While on this Discretionary Medical Leave, employees also may be eligible for state disability insurance as well as STD or LTD benefits. With the exception of workers’ compensation leaves, seniority rights do not accrue while on leave. - -If any employee feels they need a medical leave of absence under this policy - or any other accommodation such as extended leave, flexible work schedule or duties - they should contact the People Team to determine an appropriate reasonable accommodation. - -#### **Military Leave** - -Upon return from military leave, employees will retain certain rights with respect to reinstatement, seniority, layoffs, compensation, length of service promotions, and length of service pay increases, as required by applicable federal or state law. Failure to report for work within the prescribed time after completion of military service will be considered a voluntary termination. - -All employees who enter military service may accumulate a total absence of 5 years and still retain employment rights. - -#### **Mandatory Unpaid Leave** - -dbt Labs may, in its sole discretion and unless prohibited by law, require an employee to take a leave of absence without pay. - -### [Requesting a leave of absence](https://www.notion.so/dbtlabs/Leave-of-Absence-Programs-26e6b99fa9884474ba407e8af51389eb?pvs=4#5dbdce7706de48a9bf94cd6624ad4c8c) - -👉 Leaves of absence are complex. They often entail the coordination of multiple laws and the juggling of potential benefits. Some leaves are paid while others are unpaid (although may be eligible for wage supplementation). - -**How To Request a Leave of Absence:** To help employees navigate their potential options dbt Labs is partnering with [Sparrow](https://trysparrow.com/), a Leave Management Partner. - -Anyone who may need to take a leave of absence should either: -a) contact their [People Business Partner Team](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) member, or -b) submit your request via this [**leave request form](https://form.asana.com/?k=KZqlYJHKhsQoYJvtFJXibw&d=312418853397011)** - -The People Support team will introduce you to a Sparrow Leave Specialist as soon as your leave is approved. Sparrow will schedule a call with you to discuss your leave plans, identify the key dates when they need to be involved, and gather the necessary information to file your leave paperwork on your behalf. - -Employees who will be going on a leave of absence should review the related policy outlined above. - -## [Stipends](https://www.notion.so/dbtlabs/Perks-Stipends-60efa8c883aa4354b361baeefb86c2c9?pvs=4) - -As part of dbt Lab's total rewards strategy, we provide various stipends to help cover some of the cost associated with working from home; as well as supporting our team members' development and well being. These policies apply to all full-time employees that work for any dbt Labs entity or who are employed through our Professional Employer Organizations (PEO - ie, Remote.com). - -### How to use Benepass - Perks & Stipend Platform - -Benepass is our benefits/perks partner and is specifically designed to help administer stipends and supplemental perks. Learn more about how to use Benepass and get answers to FAQs [here](https://www.notion.so/dbtlabs/Perks-Stipends-60efa8c883aa4354b361baeefb86c2c9?pvs=4#b4463cef29e54a4c9d1a9fe137f7282e). - -- Benepass is used for Office Stipend, Phone & Internet Stipend, Health & Wellness Stipend, and Professional Development Stipend. - Policies and reimbursements that are NOT administered through Benepass are: Workspace Rental Experience, Health Related Travel Benefit, Corporate Travel & Expense Policy. -- Benepass can be accessed via Okta, their [Online Portal](https://app.getbenepass.com/#/) or through their mobile [app](https://apps.apple.com/us/app/benepass/id1497613952). - -### [Office Stipend](https://www.notion.so/dbtlabs/Office-Stipend-5f5a37d1026d4fb78ee3c6439fada6dc?pvs=4) - -#### Policy - -There are many advantages to building a remote-first culture, however we understand that this remote first approach can become a burden on employees that now need to set up a home office that is conducive to their work. This policy is designed to help mitigate some of that burden and pass our savings onto you. - -**Office Stipend Types** - -1. Office Refresh Stipend - All employees receive up to **$400 each fiscal year** to help refresh their existing office set-up and needs. Our fiscal year runs Feb 1-Jan 31. -2. New Hire Office Stipend - All new hires receive a **total of $1,500** to use through out their first year to help assist in building their home office -- *In our Benepass Platform, new hires will see an $1,100 New Hire Office Stipend + $400 Office Refresh Stipend = $1,500. This allows new hires to utilize their funds through out the entire year. - -All office stipend expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. - -Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). - -#### **Common Eligible Items (This is not an Exhaustive list)** - -- Monitor -- Mouse -- Keyboard -- Desk -- Desk Chair -- Headphones -- Laptop stand -- Webcam/microphone -- Monitor privacy filter -- Calendar -- Whiteboard -- Printer -- Exercise ball to sit on -- Office supplies (pens, paper, printer cartridges) -- Monitor riser / Standing desk topper -- Ergonomic accessories -- Adapter/cords to connect the above items to your laptop computer -- Lighting - -#### List of Items **NOT** eligible via the home office stipends - -- Phones -- Tablets or Tablet accessories -- Couches -- Living room chairs -- Paint & Wallpaper -- Window furnishings - -#### Common Questions - -**Do you have any recommendations on how to best use this stipend?** - -- Check out [Equipment Recommendations](https://www.notion.so/Equipment-Recommendations-3a2c5c26f31c43658a188f95a71f15a6) for recommendations from other dbt team members! - -**What if I can’t build my entire office with the provided $1,500?** - -- We understand that the needs and wants may differ between each person in building out their home office. These stipends are meant to help supplement **some** of the costs associated with our remote first environment. Additionally, we will continue to monitor and assess all existing stipend amounts each year. - -**How can I find out if something is an eligible expense?** - -- If you’re unsure if something is included within the policy, reach out directly to Benepass support team via the app. - -### [Phone & Internet Stipend](https://www.notion.so/dbtlabs/Phone-Internet-Stipend-afc584bf27f24a9f81267022f30557af?pvs=4) - -#### Policy - -As part of our remote first approach, and in an effort to help our team do their best work, dbt labs provides **up to $125 each month** to help cover some of the costs associated with your personal phone and internet. - -**Eligible Expenses** - -- Internet costs to include (internet, service fees, etc.) -- Phone costs to include (cellular service for **your** phone only) - -**List of Items Not Eligible** - -- Additional services attached to your internet provider (ex. TV, home phone and additional subscription services) -- Device payment installments, accessory data plans (Apple watch service), other phone lines on the bill, added subscriptions. - -All phone and internet expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. - -Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). - -#### General Guidelines - -- Internet Expense: address on the bill must match your current address in ADP. Please make sure these match prior to submitting. -- Phone Expense: phone number on the bill must match the phone number on file in ADP. If multiple lines are on a bill, please submit for the cost of one line as the amount for reimbursement. - -### [Health & Wellness Stipend](https://www.notion.so/dbtlabs/Health-Wellness-Stipend-092dcde477b246638bab319183054668?pvs=4) - -#### Policy - -Employees to bring their whole selves to work and we know that health and wellness are key factors in producing their best work. To help with this, we provide all full time employees up to **$125 each month** to use towards their physical, mental & financial wellbeing. - -**Examples of Eligible Expenses (Not exhaustive list)** - -- Gym & fitness memberships - Including digital memberships and subscriptions -- Exercise equipment - At home weights / exercise machines, yoga mat etc. -- Recreational actives - Ski passes, golfing, hiking permits, camping, horseback riding -- Recreational equipment - golf clubs, bicycle & equipment, sports protective gear etc. *Specialized footwear like running shoes, hiking boots, ski boots -- Mental health - Meditation and mental health apps, therapy visits etc. -- Wellbeing services - Massage gun/Massage Therapy, Weight loss programs etc. -- Financial wellness - Digital financial wellness services (budgeting software), financial Workshops, debt or tax consulting Services - -**Examples of Expenses Not Eligible** - -- Food services & consumables - Meal Kits, take out food, Uber eats subscription, etc. -- Household goods & Services - Therapeutic bed, juicers, HEPA filters, clean services, ergo equipment, etc. -- Cosmetic goods & services - Manicures, pedicures, hair color, hair cuts, makeup, facials, spa treatments, etc. -- Athleisure clothing - Gym shorts, yoga pants, athletic shirts, winter jackets, etc. -- Investment training & tools - motley fool, stock picker subscriptions, etc. - -All health and wellness expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. - -Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). - -#### Common Questions - -**Can a large purchase be paid in installments over time?** - -Yes! Benepass is able to track and manage ‘payment’ systems for large purchases. - -**Do you have more examples of eligible and non-eligible expenses?** - -Check out a more robust list [here](https://docs.google.com/spreadsheets/d/1EAmO6874G_FqyVAGJTXG-eU3TNIBuNo8WiEHnwS79vY/edit#gid=0). This isn’t an exhaustive list but we will build it out over time as questions arise. - -### [Professional Development Stipend](https://www.notion.so/dbtlabs/Professional-Development-Reimbursement-d35cf1246a0c4c8e96b25cc22fe9d1cb?pvs=4) - -#### Policy - -At dbt Labs we believe in moving up the stack. Not only do we encourage our team to seek out learning opportunities to grow and develop, but also provide up to **$500 each fiscal year** for employees to use on learning and professional development expenses. Common eligible expenses include, but are not limited to: - -- Subscriptions -- Books -- Software - -All professional development expenses should be purchased using your Benepass card or reimbursed through the Benepass site or app. - -Learn more about the stipend amount by country, based on local purchasing power, [here](#stipend-amounts-by-country). - -#### Common Questions - -**Does the professional development purchase need to be directly related to my role?** - -It doesn’t; but it does need to be considered professional development as it relates to the career you have or the career you want. This can be defined in two ways: - -1. Core Training: "On the job" learning, training of core skills, experience levels growth, area training, deepening expertise in one's domain. -2. Stretch Learning: Learning that is outside of the role's scope, bridges the gaps between departments, supports career changes, or helps someone build more general context. - -**What if I want to take a course or attend a conference that costs more than $500?** - -Occasionally, expenses beyond the initial $500 will be reimbursed with advanced manager approval. This is most relevant as it relates to in-person conferences (fees, travel, and expenses). Let your manager know what you need, and they can send the request to the **#finance-support** Slack channel and do their best to make it work. - -**What are some examples of professional development purchases?** - -- Courses using online platforms like: - - [Udemy](https://www.udemy.com/courses/) – Online courses with a range of topics - - [Skillshare](https://www.skillshare.com/) – Online courses for creators - - [Highbrow](http://gohighbrow.com/) – Get 5-minute lessons delivered to your inbox every morning - - [Datacamp](https://www.datacamp.com/) – Learn Data Science online - - [Treehouse](https://teamtreehouse.com/) – Learn Web Design, Coding, and more -- Books to learn more about a subject or to dive into how other companies do things; for the People team, this may look like: - - [Measure What Matters](https://www.whatmatters.com/the-book/) (OKRs) - - [Powerful](https://pattymccord.com/book/) (Netflix Culture) - - [Work Rules!](https://www.workrules.net/) (Google Culture) -- Certifications or professional memberships: - - [People Ops Society Membership](https://www.peopleopssociety.com/) - - CPA Renewal - -### General Guidelines for All Stipends - -- All stipend expenses must be processed using your Benepass card or submitted for reimbursement through the Benepass app. [Learn more here.](#how-to-use-benepass---perks--stipend-platform) -- All transactions over $50 USD or local equivalent require a receipt / documentation - - All reimbursements require a receipt / documentation -- All full time employees are eligible for these stipends in their first month, regardless of their actual hire date. -- Stipend amounts must be used within their allotted time or the **funds will expire** (ie. Each stipend has as fiscal year (Feb 1-Jan 31) or monthly timeline. Funds not used during that time period will expire and will not roll over) - - **Expired Health & Wellness Funds example**: On July 18th your Benepass card is charged for your gym membership for $100, reducing your Health & Wellness available funds to $25. On July 25th you purchase a sleeve of golf balls for $15 on your personal card. On August 1st your Health and Wellness wallet’s remaining $25 from July expire and is then refreshed to $125 for the month of August. August 2nd you submit for a reimbursement for the golf balls and the $15 is reimbursed and deducts the $15 from the available $125 August amount. -- Stipend amounts will be evaluated on an annual basis (Key factors - benchmark data, purchasing power indices, budget availability) -- Annual Stipends must be submitted in a timely fashion, best practice is to submit expenses within 30 days. - - Past 30 day submissions: while you can still submit these expenses past 30 days, this best practice helps ensure we aren’t back-loading and incurring large sums of reimbursements as we close out a Quarter or Fiscal year and timely submissions help with this! -- Non-comprehensive [**list of eligible items](https://docs.google.com/spreadsheets/d/1EAmO6874G_FqyVAGJTXG-eU3TNIBuNo8WiEHnwS79vY/edit#gid=0)** (This will consistently be updated from time to time) - -### Stipend Amounts by Country - -Learn about our stipend amounts by country [here](https://www.notion.so/dbtlabs/Perks-Stipends-60efa8c883aa4354b361baeefb86c2c9?pvs=4#6fe12c7cd08c4886a602a13fd4c3e960). - -## Workplace Rental - -Working from home does not work for everyone. Employees receive a monthly benefit to rent office space and experience an optimal work environment. - -### Goals/Values of Enabling Work Outside of the Home: - -1. **Productivity**: dbt Lab's remote-first / async culture is designed to allow employees to “work from anywhere” vs just “work from home”. The ***primary goal*** of supporting workplaces outside the home is to enable employees to build the optimal environment for their work. -2. **Inclusiveness:** In-person / outside the home workplace benefits must not compromise remote employees’ ability to collaborate. -3. **Community:** Provide opportunities for team members to build rapport with one another, engage cross-functionally, and strengthen a sense of shared values and goals. - -🖐️ Please keep in mind that the main goal of this is to enhance your personal work environment. If you choose to collaborate in a co-working space with co-workers, you are mindful that everyone who needs to be involved in a conversation is. If your project/collaboration can be accomplished over zoom or asynchronously, then it should be done that way to avoid excluding others. - -### We offer the following to enable employees to rent workspaces outside the home and optimize for productivity: - -1. $250 per month in workplace rental coverage for all employees through Liquidspace -2. $1500 per quarter workplace rental stipend for Directors (L7+) and above to book large conference room / work spaces through Liquidspace to support in-person meetings for teams - -### Frequently Asked Questions - -#### What is Liquidspace and how do I use it? - -About Liquidspace: Liquidspace is an online marketplace for renting workplaces and offices. It is considered the “airbnb of workplace rentals” in that it utilizes a number of companies and private hosts to allow for over 10,000 locations to choose from. Liquidspace will be a new tile added to your Okta board. Simply login from there and begin searching. - -To access Liquidspace, simply login through Okta or [here](https://liquidspace.com/dbtlabs/signin?returnPath=%2Fmain). There is no need to submit reimbursement for this, the costs will be managed within LiquidSpace. - -#### When should I use Liquidspace vs a dbt Labs office? - -When in the vicinity / metro area of a dbt Labs office, leverage the office instead of Liquidspace to the best of your ability. If you are local to an office but the office is full or doesn’t suit your needs (e.g. you need a bigger space for a customer / team meeting) feel free to leverage Liquidspace as needed. - -#### What if I want to rent a different workspace for the day that is not available on Liquidspace? - -We do not reimburse one-time workplace rental expenses for locations outside the Liquidspace platform. - -However, if you are looking for a space and there are no viable or available options near you in LiquidSpace, and you can find space elsewhere, you may use your personal card and expense the cost up to $250/month. Please use the expense code “Office Space” in Airbase. - -#### Can I go over my budget on Liquidspace? - -No - the $250 rental benefit is strictly enforced within Liquidspace. For example, if you have used $230 of the monthly benefit, and want to book a day pass for $35, Liquidspace will not process the rental. - -#### Is there an exception process if i want to rent a monthly space that is more expensive than my monthly budget? - -YES! - If you are a team member who does not have an optimal at-home workplace, **and expects to be going into the office 3 times a week or more**, we want to support you in finding the right work environment! - -Most monthly subscriptions are more than the $250 limit, so Liquidspace will not allow you to book on the company plan. In order to book the space, you can use your own credit card (on Liquidspace OR another platform) and then claim the $250 credit through Airbase. You must book an unlimited monthly subscription or permanent desk at a coworking space to be eligible for the airbase refund (we do not offer this for day passes). - -#### Non-US-based Employees: - -LiquidSpace is available in many countries as well. If there is not a space near you on LiquidSpace, we want you to be able to work from anywhere as well! If this is the case, you can find space elsewhere, pay for your space with your personal card and expense, per month, up to: - -- $250 USD -- €228.58 EUR -- £189.00 GBP -- $336.61 AUD -- $364.86 NZD -- $234.17 CHF -- $318.38 CAD - -Learn more about how to use LiquidSpace and how to book larger meeting spaces [here](https://www.notion.so/dbtlabs/Booking-Larger-Meeting-Spaces-083779ac7ddb4845b81d07e03680cfa7?pvs=4) - -## [Employee Discounts](https://www.notion.so/dbtlabs/US-Benefit-Resources-22-23-9bb7ff3a7a944918bbca648f27ce8eb8?pvs=4#53c3890f26c540db82516fa51ba988ae) - -Employee discounts are available through [LifeMart](https://lm.lifemart.com/group/lifemart/home). - -*Login using the same dbt Labs email you use to login to ADP.* - -You can find savings on things like: - -- Travel -- Car rentals -- Home items -- Childcare -- Electronics -- and more! - -## [Wellness Program](https://www.notion.so/dbtlabs/Bright-Wellness-Program-699cfc7511f743f887226ed218adf676?pvs=4) - -🚨 At dbt Labs self-care is not a luxury; it's a priority. dbt Labs partnered with [Bright](https://choosebright.com/dbt/), the creators of a well-being platform for teams, to offer you a comprehensive well-being program - the Bright Pass - for free! - -- Keynotes and other events are also included each week covering a range of topics, such as financial well-being, sleep,  and coping with stress. -- The Bright Pass gives you access to over 250 live, virtual classes each week. Sessions include daily yoga, fitness, meditation, and nutrition! -- Bright’s sessions are live and interactive to help you feel connected to your team and to Bright’s educators. - -Learn more about setting up your account [here](https://www.notion.so/dbtlabs/Bright-Wellness-Program-699cfc7511f743f887226ed218adf676?pvs=4#4be0b7d338ef47feb3a7dfbd8ae278d1). - -## [Employee Assistance Programs & Resources](https://www.notion.so/dbtlabs/Employee-Assistance-Programs-Resources-6a501ea70fc34f0c9d29cd430e41f137?pvs=4) - -### What is an EAP? - -*An Employee Assistance Program (EAP) is a voluntary, work-based program that offers free and confidential assessments, short-term counseling, referrals, and follow-up services to employees who have personal and/or work-related problems.* - -### How do you use it? - -We offer 2 EAP programs. - -#### 1. UNUM EAP - -UNUM’s EAP call services are eligible for all employees **globally.** [UNUM](https://app.strivebenefits.com/dbt/eap?country=us) is also our life and disability provider. In person visits / local support is not currently provided outside the United States. - -US - EAP Benefits include: -- Three face‐to‐face visits with a local counselor to help address personal concerns. -- Unlimited and confidential phone/online support -- Access to information and referrals for work/life resources including child care, elder care, legal questions, financial services, relocation support, and more. -- Service extends to employees, their spouses or domestic partners, dependent children (26 and younger), parents and parents-in-law. - -Learn more about UNUM EAP and how to access this service [here](https://www.notion.so/dbtlabs/Employee-Assistance-Programs-Resources-6a501ea70fc34f0c9d29cd430e41f137?pvs=4#8d2c2e91ce7b4bb9a2628ca00f6e5dcd). - -[2021 EAP - Employee Flyer.pdf](https://github.com/dbt-labs/corp/files/10994740/2021.EAP.-.Employee.Flyer.pdf) - -#### 2. ADP - LifeCare EAP (US) - -ADP - LifeCare EAP services are eligible for US employees only. - -Learn more about the ADP - Lifecare EAP and how to access this service [here](https://www.notion.so/dbtlabs/Employee-Assistance-Programs-Resources-6a501ea70fc34f0c9d29cd430e41f137?pvs=4#c41a81f919e64558930b2050ee44230c). - -[LifeCare EAP Brochure.pdf](https://github.com/dbt-labs/corp/files/10994732/LifeCare.EAP.Brochure.pdf) - -## [Anonymous Hotline](https://www.notion.so/dbtlabs/Anonymous-Hotline-309767332cbc4fdf8b8fee1bc7c5e9ce?pvs=4) -dbt Labs has an anonymous hotline for employees to be able to report workplace issues or *suspected illegal or unethical conduct* anonymously. - -📌 **This service is implemented to provide an additional option for anonymous reporting but please remember you can always approach your manager, People Business Partner or a member of leadership team directly about any issues you are having.** - -- Learn more about other ways you can get support [here](/handbook/working_and_growing_here.md#getting-support). - -### Initiating a report - -To initiate a report, you should either call the hotline (833-602-7944), fill out the [mobile intake form](https://dbtlabs.navexone.com/), or fill out [website intake form](https://secure.ethicspoint.com/domain/en/report_custom.asp?clientid=83870). - -There is a wide variety of issues that you can choose to report, including: - -- Conflicts of interest -- Discrimination or harassment -- Misconduct or inappropriate behavior -- Accounting and auditing matters -- Anti-bribery -- Confidentiality and misappropriation - -If you have any questions about the service, please contact Meg Colón, Helena Gorman, or Vanessa Yeh. - -### More about Ethicspoint - -- **Who has access to see the information submitted?** - - Only Ethicspoint System Administrators (Meg Colón and Helena Gorman) and the System Advocates (Vanessa Yeh and Gabriel Bolatiwa) have access to the reports. - - If one system admin is listed in the report, then the other one would have access. If both are listed in the report, then Vanessa or Gabriel, the system advocates, would have access to the report. -- **SLA for actions taken / investigation / follow up** - - A team member will initiate the report, choose the type of report and fill out the report details. - - Please note that the reporter will be required to create a password for the report and at the end of the process, the team member will be given a report key that they should store somewhere. Both the password and the key will allow the team member to follow up on their report. - - If the team member would like to follow up, they can do so by calling the hotline or visiting the website. - - Once a report is made, the administrator assigned will get a notification and can view the open case. - - This will initiate an investigation; the people team will thoroughly investigate the claims being made through both interviews and collecting evidence through other avenues. - - Ethicspoint does allow us to communicate with the reporter while maintaining anonymity if additional information is required. - - We will comment on the case as the investigation progresses and when it has been completed. - - If any wrongdoing or breach of policy has been determined, we will take disciplinary action up to and including termination. -- **Reminder of our no-retaliation policy** - - It is important to remember that dbt Labs has a no-retaliation policy. This means that no team member will be retaliated against for making a complaint in good faith through **any of our reporting avenues**. If a team member feels they have been retaliated against, they should file a complaint using the procedures set forth on this page. diff --git a/handbook/compensation.md b/handbook/compensation.md deleted file mode 100644 index b7a55e43..00000000 --- a/handbook/compensation.md +++ /dev/null @@ -1,363 +0,0 @@ -# Compensation - -| Content Maintainers | -|---| -| Clyde Stackhouse | -| Meg Colón | -| Leigh Staub | - -[Compensation Principles](#compensation-principles) - -[Pay Day](#pay-day) - -[Global Compensation and Benefits](#global-compensation-and-benefits) - -[Salary Bands Philosophy](#salary-bands-philosophy) -- [How Salary Bands are Made](#how-salary-bands-are-made) -- [Salary Bands FY24](#salary-bands-fy24) -- [International Salary Bands](#international-salary-bands) - -[Equity](#equity-1) -- [FY24 Equity Bands](#equity-bands-fy24) - -[Pay & Equity Ranges in Job Offers](#pay--equity-ranges-in-job-offers) - -## [Compensation Principles](https://www.notion.so/dbtlabs/dbt-Labs-Compensation-Principles-0d570903e75e45fc8f9f3fca13a77d00?pvs=4) -Learn more about how we think about compensation at dbt Labs. Below are our compensation principles which we reference when making all compensation decisions. - -### The Why - -Our compensation philosophy has been arrived at over the course of many years, countless hours of conversation, and lots of on-the-ground lessons. Here are the three concerns that motivate our compensation philosophy. - -1. Compensation impacts real people and has a real moral dimension. As such, our philosophy must be built from a foundation of our values. -2. Compensation directly impacts our ability to attract and retain the best talent and therefore compete in the market. -3. Compensation is the single largest cost to our business. Our comp philosophy must position us to create a long-term viable, healthy, valuable business. - -### Our Compensation Philosophy - -1. Values are more important than success; we do not make exceptions to our compensation policies even if that causes real near-term pain. Violation of this can result in disciplinary action, up to and including termination. - 1. To accomplish this; outgoing offers must be discussed between hiring managers and the TA partners before being delivered to a candidate. When there are any questions or concerns, loop in the compensation partner to determine the path forward. - 2. If you identify an instance where you feel that we are not living up to this commitment, please alert your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). -2. Transparency always wins, and we will be as transparent as possible. - 1. Our compensation *ranges* for a given title and level are public both internally[^1] and externally[^2] - 2. Our compensation *policies* are transparent both internally and externally[^3]. - 3. We **never** disclose a single individual’s compensation for privacy reasons but do not dissuade individuals from discussing it. -3. Our compensation ranges do get updated from time to time[^4] based on: - 1. market survey data[^5] - 2. feedback from applicants and team members - 3. candidate data. -4. We localize compensation ranges at the country level based on local market data. - - **Why do we take this approach?** Labor markets, benefits, pension/superannuation schemes and payroll taxes can vary greatly country to country. This approach ensures that we are offering equitable (not equal) compensation in each market. -5. Our compensation bands are set using the 75th percentile within our competitive landscape in each country as the **mid point** and setting the low and high points using [consistent band spreads](#consistent-band-spreads). -6. We do not compensate outside of our established bands—**ever**. Making exceptions to comp bands is a sure way to introduce pay inequity and is inconsistent with our diversity value. - 1. We will continue to monitor pay to ensure underrepresented groups are paid at the same rate as others in the same role / level / country. - 2. All of our compensation bands are set by our Total Rewards team using our compensation philosophies to ensure transparent and consistent compensation. -7. We offer equity for all full-time positions. This is in the form of ISOs for US-based team members[^6] and NSOs for all non-US team members. -8. We base compensation on current market data for a role / level / country. The point in the range a candidate is offered is dependent on the candidate’s experience in the market and internal pay equity. A candidate’s previous pay is not a factor in setting their compensation at dbt Labs. - 1. In competitive offer scenarios, we may leverage sign-on bonuses. This lever is reserved for special cases and used sparingly. - -9. We won’t reduce compensation in roles within the same market (country). A permanent or semi-permanent move to a new country will result in moving to that new local rate. More details on relocation can be found [here](/handbook/working_and_growing_here.md?pr=%2Fdbt-labs%2Fcorp%2Fpull%2F80#relocation-permanent-or-semi-permanent). - -10. Changes in compensation may happen during the following events: - 1. For promotions, increases are based on the new role’s market range. - 2. For job changes through internal mobility you will be offered a salary in the range for the new role using the parameters outlines in #8. - 3. Everyone is eligible for an annual merit cycle in either Q4 (effective 2/1) or Q2 (effective 8/1). The cycle you are included in will be the one closest to the anniversary of your start date in your current role. Merit increases will ensure alignment to the market (by being within the entire range of the band) at your performance and experience level and resources will be allocated to top performing team members within the organization. - 4. Market adjustments are determined on an annual basis when we pull fresh market data. When we update the band for a role we will move all team members into the new salary band. -11. We strive to offer benefit packages that provide our team members with strong medical coverage regardless of their location or care needs. -12. We hire across the globe but are not location agnostic. A candidate’s time zone, the market pay in a region, proximity to users, customers, and partners, and the presence or absence of a dbt Labs legal entity can all be factors in the hiring process. - -### Questions - -If you have a specific question around your compensation, one of your direct reports’ compensation, or the compensation of a role that you’re hiring for, please reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) - -[^1]: This helps to ensure pay equity. It also creates an environment where compensation—so often a touchy subject!—is de-stigmatized. Talking about compensation should be straightforward; it should involve no risk and no surprises. -[^2]: This helps to ensure that candidates have aligned expectations when starting an interview process with us and helps the offer stage tremendously. -[^3]: This is a public commitment to candidates who have not yet seen a demonstration of how we live our values. -[^4]: At a minimum 1x/year, but also when certain events occur. For example, fundraising events have historically caused us to need to update our comp bands. -[^5]: We leverage data from Radford, Mercer, Carta, Pave and Options Impact. -[^6]: ISOs are specifically US-based because they are an outcome of US tax law. - -## Pay Day -Employees are paid semimonthly by direct deposit on the 15th (for work performed the 1st to the 15th) and the last day of the month (for work performed the 16th to the last day). If payday happens to fall on a weekend or holiday, payment will be processed on the previous business day. - -## Global Compensation and Benefits - -Our [compensation principles](compensation.md#compensation-principles) are applied to each country we employ in. This is because the labor markets, benefits, pension/superannuation schemes and payroll taxes can vary greatly country to country. This approach ensures that we are offering equitable (not equal) compensation in each market. - -We pay **local country rates** based on [cost of market (also referred to as cost of labor)](https://www.erieri.com/blog/post/cost-of-labor-vs-cost-of-living). This means we will align our compensation with the top (75th - 90th percentile) in each country (looking at ”All UK” “All Germany”, “All Australia”, etc.) - -Learn more about our [Global Benefits Strategy & Stipend](/handbook/benefits.md/#Global-Benefits-Strategy-&-Stipend). - -#### Relocation (Permanent or Semi-permanent) - -Learn more about the steps to pursue a relocation and the impact on your global compensation and benefits [here](/handbook/working_and_growing_here.md?pr=%2Fdbt-labs%2Fcorp%2Fpull%2F80#relocation-permanent-or-semi-permanent). - - -## Salary Bands Philosophy - -### Compensation Philosophy / Band Structures - -As mentioned in our [Compensation Principles](#compensation-principles), we use 75th Percentile as the basis for the midpoint as well as using a consistent range spread based on job level. We continue to use industry specific data as well as targeting all country data sets. This allows us to build consistency in bands and makes the bands slightly wider. With this methodology, most of our bands' minimums may stretch down to the 50th percentile and the maximum’s push slightly past the 90th percentile. This allows further flexibility and utilization of an entire range for a role. - -#### Consistent Band Spreads - -These indicate the % from the midpoint used to get the high and low points of each band. The spread increases as the roles become more senior because more senior roles may be career-roles, where folks will remain and therefore require more room for growth in the band. -- Ex. L1 with a midpoint (75th percentile) of $100,000 will have a range of $90,000 - $110,000; L5 with a midpoint (75th percentile) of $200,000 will have a range of $170,000 - $230,000. - -| Level | Band Spread | -|:-----: |:-----------: | -| L1 | 10% | -| L2 | 10% | -| L3 | 12.5% | -| L4 | 12.5% | -| L5 | 15% | -| L6 | 15% | -| L7 | 17.5% | -| L8 | 17.5% | -| L9 | 17.5% | - -### Increased Data points - -As dbt Labs has continued to grow, so has our need for more robust data sources to further develop and benchmark our compensation structure to. This is a common next step as we continue to mature and evolve our compensation benchmarking practices. After evaluating a handful of data sources, we found that using a combination of the following datasets creates a solid and diverse base to build our updated ranges from (Radford, Mercer, Pave, Carta and Options Impact). - -We believe that with more data we can better target more specific roles[^7] within dbt Labs as well as better navigate data outliers that are a result of low counts of specific data points (ex. Small or insufficient # of companies/employees reporting salaries for a specific role & level). - -Another common practice in salary band development is to assess and utilize data based on the quality and veracity of that data set. While we believe that each of the sources we are using has its own merit for use, we have chosen to use a weighting structure to develop the midpoint of our ranges instead of using a straight average. This allows us to better index on data sources like Radford and Mercer which are considered a ‘Gold standard’ data sets within the compensation community. - -### Data Sources & Weighted Average Approach - -| Data Set | Weight | Data Cut | Data Type | Description of Data set | -|---------- |-------- |------------------------------------------------ |-------------------------------------------------------------------------------------------------------- |------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | -| Radford | 40% | All US - Private Companies - Software | Total Cash - 75th Percentile | Radford (AON) data is considered a gold standard in the compensation space and is a trusted data source. Our radford data is cut for All US companies, Technology (Software), and Private companies. This allows us to more specifically target similar companies (peer's) in our benchmarking without getting too refined which can reduce available data. *We did review and audit a more refined filter approach (Head counts, Revenue, Capital Raised) and in general didn't find a sufficient delta in salaries compared to the reduced data available. | -| Mercer | 30% | All US - Software SAAS | Total Cash Actual - 75th Percentile | Mercer \| Comptryx, is a premier online solution for Private and Public technology-focused companies. This additional data source is a quality robust data source that is specifically for Tech companies. This will broaden our compensation data that has more robust job leveling and job matches that can scale with dbt as we continue to grow. Mercer data is cut for All US companies, SAAS companies and if there is insufficient SAAS data we have included all companies to help round out our salary ranges with this data set. | -| Pave | 10% | All US - Valuation → 1B+ | Total Cash Compensation - 75th Percentile | "Pave's data is sourced directly from employers HRIS systems and matched based on their internal job title system structure. The Data is cut by All Us Companies with a Valuation over 1 Billion. Valuation is the recommended data cut for Pave and provides the best comparable data to benchmark against. As with all of our data cuts we are using total cash comp (Base + Variable + Bonuses) and does not include any Stock or Options valuations. We decided to include Pave for the exposure to high paying tech start ups which is reflected in the data. Pave is weighted at 10% due to its lack of data quality, incumbent counts as well as a less robust data source / matching scheme. | -| OI | 10% | All US - Tech → Raised $250M - $500M | Total Target Pay - 75th Percentile | Options Impacts data is reported via survey submission and matching from companies. Options impact has been the data that we anchored our bands to historically and continues to give exposure to similar tech companies but as we've grown and matured it is limited in the levels, descriptions and quantity of data for other companies that we would consider peers. This data cut is Tech (enterprise) companies that have raised over $250 Million in capital and all US. Additionally this creates a layer of continuity in salary survey use but is weighted to 10% due to its limited leveling and matching data points. | -| Carta | 10% | All Data → San Francisco-Oakland-Berkeley, CA | Salary data - 75th Percentile *Not used for variable comp roles since OTE isn’t reflected in the data | Carta Data is sourced directly from employers HRIS systems and matched based on their internal job title system structure. Their data does not cut to "all US" as is our practice for data cuts so have aligned this market point with CA, Bay Area salaries. We are including this source as this data will be sourced from start ups which will continue to give direct exposure to similar start up companies. We discounted this data and gave it a 10% weighting due to the lack of All US approach / other data sifting that we would want. Lastly, Carta's data isn't overtly robust in terms of incumbents as well as depth of different matches. | - -Additionally, we have outlined the step by step process of how we go from raw data to a refined salary band for roles as well as the additional synthesis and analysis of the data. - - -[^7]: Specific Roles - Both Radford and Mercer have 100+ different jobs / roles that we can match to which allows us to get more specific with the roles and duties to ensure that our role bands are developed using the most correlated data and skill set. This is vital to ensure we aren’t over or under targeting pay for roles that have been lumped into 1 large bucket. - -## [Salary Bands Overview](https://www.notion.so/dbtlabs/Salary-Bands-FY24-36e87c18c6bc4436bb8b72c2af9391c4) - -Salary bands in their simplest form is the compensation range for a given role within an organization. These ranges are built and developed using market data that allows companies to benchmark their roles compared to others in their industry. The market data used is a direct reflection of a company's compensation strategy and philosophy as it determines how competitive they will be in attracting and retaining talent. We build our salary bands using tech specific data as well, using the 75th Percentile as the basis or target of our ranges (In short, this ensures that we are competing with other tech companies and that our pay should meet or exceed 75% of other companies for similar roles and levels). - -### How we built our salary bands - -Learn more about how our salary bands are made [here](#how-salary-bands-are-made). - -### What ranges are built? - -Our salary range databases are meant to include all roles we currently have or are planning to hire, +/- one level. It is not a comprehensive database of every role we will ever hire; plans may even change mid-year and we may hire roles that are not on here (at which point, they will be added). - -### How often will bands get updated? - -Salary bands are reviewed and updated on an annual basis during Q4 with a Q1 effective date. We will review specific roles / functions should the ‘market’ shift significantly and require ad-hoc reviews and changes (example that could trigger an ad-hoc review - resources and research conducted by the Total Rewards team, Talent Acquisition's ability to hire and fill roles, consistent candidate/ internal retention feedback). - -### What is OTE and why do some roles have it? - -Some roles have a note about OTE which means ‘on target earnings’. This means that in order to make that salary, these folks need to meet 100% of their revenue goals / metrics. Folks that have ‘OTE’ next to their comp band have ‘risk’ associated with their total cash compensation. Part of that number is base salary and the rest in variable compensation (commission) tied to revenue goals. Total rewards uses data to identify common roles that have commission eligibility as well as will work with leaders to establish any new roles that could be commission eligible. - -**The breakdowns for our teams are:** - -- Partnerships: 80% Base, 20% Variable -- Solutions Architecture: 70% Base, 30% Variable -- Sales Directors: 50% Base, 50% Variable -- Sales Development: 70% Base, 30% Variable -- Revenue Marketing: 80% Base, 20% Variable - -### Roles & Levels - -The first step in building salary bands is determining all planned and existing roles. Roles describe a career path that has a common set of core responsibilities and duties within a given field of work. Levels then are used to further extrapolate the progression of expertise, complexity and scope of a role. While we offer a more robust framework regarding levels, for simplicity you can reference the title structure below as a generalized progression. - -1. Entry-level / Associate -2. Developing -3. Proficient / Career level -4. Senior / Lead -5. Staff / Expert -6. Principal / Advisory -7. Distinguished / Strategist - -## [How Salary Bands are Made](https://www.notion.so/dbtlabs/Process-How-Salary-Bands-are-Made-4928ec6f5a42407391bb290ab6722ce6) - -📌 Compensation & salary band development is both an art and a science and we strive to leverage data and best practice to develop bands that will allow us to both attract and retain talent. The science is the clear process of developing and selecting data to produce a target market percentage. The art is the sifting through the nuances of this imperfect data to ensure that career progression as well as cross company comparisons align. - -### Process of Developing Salary Bands - -#### **The Science** - -1. Develop a comprehensive list of roles[^8] & levels that the team or organization has or will need in the next 12 months. -2. Review and select the most appropriate market match for each role across each data set. - 1. OI, Carta & Pave - Match based on Job titles lists & mini descriptions. Due to smaller data sets, data is matched more into functional buckets & titles - 2. Mercer & Radford - Match based on robust descriptions that have a much wider breadth of options and distinctions. -3. Once jobs have been matched to the “best[^9]” match with the data, we used our [weighted average approach](#data-sources--weighted-average-approach) across the 5 data points to arrive at a “raw” recommended midpoint. -4. We then developed the bands by rounding the raw midpoint to nearest $1,000 for simplicity of consumption and used our standardized salary band spread approach to build out the mininimum and maximum from the midpoint. Learn more about our [consistent band spreads](#consistent-band-spreads). - -#### **The Art** - -1. Review data points by role to identify and remove any egregious outliers[^10]. -2. Review the progression of data of a survey within a career path to identify any cross level compression that is skewing the data and expected progression (ex. L5 data > L6 data) -3. Review and analyze the updated Midpoints compared to previous Bands to see and understand the $ & % difference to ensure these changes in bands ‘make sense’ based on our updated data. - -[^8]: Roles - Each functional area of the business has ‘buckets’ of work / responsibilities that are assigned various roles on the team. Different roles are developed to ensure the salary band and market data is the most appropriate to benchmark to. Additional roles are recommended if roles are more than 30% different this may be a different role in terms of ‘market value’ based on the role, duties and required skill set -[^9]: “Best” - When matching our internal roles against built descriptions within each data set, we frequently find that an 80% match -[^10]: Removing data outliers is a pretty standard and common practice once you start involving multiple data sources to help prevent outlier data from skewing the average due to small incumbent counts being reported - - -## Salary Bands FY24 - -All dbt Labs employees have access to our salary bands. - -- [US Salary Bands FY24](https://www.notion.so/dbtlabs/0425a64c1fd64ac0a861586e97143367?v=9db7a2df831b4448bcb133bfedead3e3) -- [International Salary Bands FY24](https://www.notion.so/dbtlabs/International-Salary-Bands-FY24-771a98d468154bf4af3f08baf90ec45b?pvs=4) - -## [International Salary Bands](https://www.notion.so/dbtlabs/International-Salary-Bands-FY24-771a98d468154bf4af3f08baf90ec45b?pvs=4) - -### Global Pay Practice - -We localize all compensation ranges at a company level using the same methodologies based on the specific country's local market. This practice and decision becomes increasingly important as companies scale and grow globally, especially when considering the all encompassing Total Rewards Strategy which is a blend of monetary and nonmonetary rewards (countries have differences in government provided healthcare, pension plan requirement ranges, cost of labor based on market data and cost of living). This means each country has nuances that must be considered when creating a total rewards offerings. We consistently leverage various data sources and reports as well as external consultants to help ensure we are leveraging ‘best practices’ as our foundation to build upon. - -### [FAQs about International Pay](https://www.notion.so/dbtlabs/FAQ-s-International-Pay-ad3050bc18eb428e802fe0c0eb7ac41c?pvs=4) - -#### How are international salary bands built differently from US Bands? - -The same practice, process and philosophy is used to build all salary bands. We use the 75th percentile of the data within each country and use an all cash compensation to ensure we are paying above average and above 74% of other companies in that country based on the associated data set. The core difference between international salary bands and US salary bands is that many of the survey sources do not have a robust repository of international data which required us to use [Mercer - Comptryx](https://www.imercer.com/products/comptryx) as the sole data point at this time. While Mercer is a gold standard, we will be adding additional data sets to help further build out the available data sets globally. - -#### Why don’t we pay US salary everywhere? - -While there are a lot of factors taken into consideration, there are 2 main reasons. - -1. Best Practice - It's largely seen as best practice to make this shift as companies mature and grow globally. The main reason is because the total reward strategy and compensation mix. As companies grow international, it becomes more apparent that each country has its own unique labor market (ie: Salaries), benefit coverage/requirements, retirement plans, taxes, cost of living etc. Because of this, we target consistency in our approach to be locally competitive. We will continue to build our ranges using the 75th Percentile as the anchor point for cash comp and leverage international benefits brokers and feedback for locally relevant coverage. -2. [Golden Handcuffs](https://www.inhersight.com/blog/salary/golden-handcuffs) - This can be a major concern when considering the long term implications for an individual that feels ‘[stuck](https://www.linkedin.com/pulse/menace-golden-handcuffs-tomas-kucera/)’ with a company or role due to higher than market salary, benefits or equity. - -#### You mention the total rewards strategy includes a blend of monetary(compensation) and non-monetary rewards(benefits). How do we know we are actually competitive? - -Due to the complex and robust nature of US & International compensation and benefits, we leverage external resources, international consultants and firms to help ensure that we are: -1. compliant with local labor laws -2. locally competitive using local benchmark data -3. locally relevant - -You can find more information in [Global Benefits Strategy & Stipend](/handbook/benefits.md#global-benefits-strategy--stipend). - -#### Is hiring in lower cost of labor locations fair / equitable? - -Hiring globally is a business and people decision that has many factors attached to it, from total cost, talent density, business need (sales presence, locale expertise etc). While we grow and expand into various countries we hold true to our [values](/values.md) and our [Compensation Principles](#compensation-principles) to ensure we are rewarding people in a locally competitive, relevant and equitable way. - -## [Equity](https://www.notion.so/dbtlabs/Equity-at-dbt-Labs-Overview-f07addf4d73547f28a80e7dc66089171) - -We believe that employee ownership is a way for employees to share in the success of the Company. As such, we issue stock options as part of most employees' compensation packages. - -If equity and stock options are a brand new concept for you and you'd like to learn more about the general concepts, check out these resources [here](https://www.notion.so/dbtlabs/Equity-at-dbt-Labs-Overview-f07addf4d73547f28a80e7dc66089171?pvs=4#2a3d7a2987cd4658ab69054caefac0f2). - -### Why Issue Options? - -We want all employees to act with the financial interests of the company in mind. There is no better way to align incentives in this way than to give everyone a financial stake in the company. Granting ownership in a company via a stock option is common practice in high-growth businesses for exactly this reason. - -We *do not*, however, see equity as a way to "bridge the gap" to below-market cash compensation. This is fairly standard practice at early-stage businesses (seed and prior)—because companies at this stage are extremely cash-poor, they offer employees minimal cash-based compensation and instead offer very large option grants to "make up the difference" with equity. dbt Labs is at a stage where we pay market rates in the cash component of our compensation packages, and so we encourage employees to think of equity upside as an amazing potential outcome but not a primary reason to take a job here. - -💡 All startups are risky, and the value of any particular option grant (at dbt Labs or elsewhere!) could go to zero. Our [compensation principles](#compensation-principles) ensure that employees are well-compensated (via the cash and other components of their package) even in such a scenario. - -### When do we Issue Stock Option Grants? - -There are generally 3 reasons or scenarios that will result in a grant - - -**New Hire Grants:** All new hires will be eligible for an equity grant based on the level of the job they are hired into. - -**Promotion Grants:** As employees progress in their role within dbt Labs, promotion grants equal to 50% of a new hire grant of the job level they are moving into and will be given to employees for their increased contribution and growth with dbt Labs. - -**Refresh Grants:** Refresh grants are designed to refresh employees’ stock options as shares vest over time. These grants are generally awarded after an employee has been with dbt Labs for 2 years and will be eligible for a 25% of new hire grant of their current job level in conjunction with additional eligibility requirements. - -You can find the current equity information and more detailed information about each of these grant types [here](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5?pvs=4)). - -### What Type of Options Do We Issue? - -At dbt Labs, we give equity grants in the form of Incentive Stock Options (ISOs) and Non-Qualified Stock Options (NSOs). The difference in these two types of grants are, generally, as follows: ISOs are issued to US employees and carry a special form of tax treatment recognized by the US Internal Revenue Service (IRS). NSOs were granted to employees prior to August 2020 (see company history for more information) and are currently granted to contractors and non-US employees. - -This financial instrument is called an "option" because you have the *option* to buy dbt Labs stock at a later date, subject to vesting terms, at the exercise price provided at the time of grant. Solely for the purposes of example, if you are granted stock options with an exercise price of $1 per share of common stock today, and if dbt Labs grows and its common stock is worth $20 per share, you will still be able to buy the common stock upon exercise of your option for $1 per share. - -### How does Vesting Work? - -Vesting means that you have to remain employed by, or are otherwise a service provider to, dbt Labs for a certain period of time before you can fully purchase and own the stock within your stock option agreement. This means that, over time, you will have the right to purchase the stock based on the schedule defined in your stock agreement. This process is called vesting and different companies offer vesting schedules of different lengths. - -Our standard practice is that all new hire grants are issued with a four-year vesting schedule and a 1 year cliff. This means you would have the option to purchase 25% of your stock after 12 months, 50% of your stock after two years, and all of it after 4 years. Our vesting occurs on a monthly basis (so you vest 1/48 of your options each month); however, many vesting schedules include a cliff. A cliff is a period at the beginning of the vesting period where your equity does not vest monthly, but instead a portion vests at the end of the cliff period. At most companies, including dbt Labs, this cliff period is generally one year for **new hire grants**. This means that if you leave your job either voluntarily or involuntarily before you’ve worked for a whole year, none of your options will be vested. At the end of the first year, you’ll vest the entire first year’s worth (12 months) of equity all at once. This helps keep the ownership of dbt Labs stock to folks who have worked at the Company for a meaningful amount of time. - -***Promotion Grants & Refresh Grants are issued with a four-year vesting schedule with no cliff, meaning they will vest 1/48 each month.** - -### Important Dates to Understand - -- **Grant Date**: The grant date is the date that the board approves the grant. Your grant date will almost always be after your vesting date. -- **Vesting Date**: The vesting date will generally align to either your hire date (for new hire grants) or your promotion or review date (for refresh or promotion grants). This is when your vesting schedule starts. If the grant date occurs after your vesting date, that does not change your vesting date. -- **Exercise window:** If you leave the company and have ISOs you will have 90 days to exercise your option for any shares that are vested (from the last day of service). For NSOs, you will have 180 days to exercise your options for any shares that are vested (from the last day of service). - - As of December 8, 2021, dbt Labs extending the exercise window to 5 years from termination. Please see this [update](https://www.notion.so/Employee-Option-Update-e915ac846d2e4982b272dfa6e39eefe6) for details. **If you have an ISO and elect not to exercise your option in the 90-day period, it will convert to an NSO.** -- **Option expiration:** If not otherwise expired (through termination of your employment and not exercising within the exercise period), your stock options expire 10 years after the grant date. - -### Taxes - -Tax law is complex and you should consult a tax attorney or other tax advisor who is familiar with startup stock options before making any decisions. - -Learn more about Incentive Stock Options (ISOs) and Non-Qualified Stock Options (NSOs) [here](https://www.notion.so/dbtlabs/Equity-at-dbt-Labs-Overview-f07addf4d73547f28a80e7dc66089171?pvs=4#d4481c6f0d9d4078b045b2a5a4ace711). - -### Option Plan Administration - -All option grants must be approved by the Board of Directors. Grants are typically approved on a monthly basis unless the Company is going through a financing round or waiting on a 409A valuation. Once your grant is approved you will receive a grant notice by email from [Carta](https://carta.com/). The email will be sent to the personal email you provided in ADP. The grant notice will contain all of the relevant information about your grant including the number of shares, exercise price, vesting schedule, and vesting start date. Clicking through this email will allow you to set up an account in Carta. There you will have access to your equity award document and the dbt Labs, Inc. 2019 Equity Incentive Plan. These documents contain the terms and conditions of your equity award. - -💡 A note on the "2019" moniker: option plan names are like wine vintages: until we make substantive changes to our plan, we'll continue to issue grants out of the "2019" plan. - -#### Exercising your Options - -"Exercising your options" means that you are purchasing the shares guaranteed by your options. Options can only be exercised if they are vested. Exercises should be initiated through Carta, please follow the steps below [here](https://www.notion.so/dbtlabs/Equity-at-dbt-Labs-Overview-f07addf4d73547f28a80e7dc66089171?pvs=4#0253cd3bec9f4410b19654080188ed01). - -#### Company Timeline - -- In May of 2016, Fishtown Analytics was formed as an LLC. -- In June 2019, the 2019 Equity Plan was created, kicking off the first 409A. -- On November 4, 2019, the Company converted from an LLC to a C Corporation as a part of the seed financing. This required another 409A valuation. -- April 2020, Series A was closed. This required another 409A valuation. -- August 2020, Series B was closed. This required another 409A valuation. -- May 2021, Series C was closed. This required another 409A valuation. -- February 2022, Series D was closed. This required another 409A valuation. -- May 2022, a Tender Offer was presented to employees that have been employed for 2+ years. Details can be found here: [2022 Tender Offer](https://www.notion.so/2022-Tender-Offer-c2348dbcb8324553bbb31725106ba933). The company will continue to explore this as an option each year, but is not guaranteed to occur. -- February 2023, annual 409A valuation complete. - -#### 409A Valuations and Exercise Prices - -Learn more about our current valuations and exercise prices [here](https://www.notion.so/dbtlabs/Equity-at-dbt-Labs-Overview-f07addf4d73547f28a80e7dc66089171?pvs=4#f5ac0ac6089a4ebf8a34679f4990a6d3). - -- ### [Equity Bands FY24](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5) - -All employees have access to our equity bands and they can be accessed [here](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5?pvs=4). - - -## [Pay & Equity Ranges in Job Offers](https://www.notion.so/Making-Offers-Using-Pay-Equity-Ranges-f0a8c7d90b6347569dcce539cf21867e) - -### Using Salary Ranges - -When determining an offer for a candidate, we consider two primary factors in conjunction with the approved salary band. - -1. The applicant's knowledge, skills and experience compared to what’s needed for the role. - 1. How does this candidates interview feedback compare against the hiring plan (what are the strengths and tradeoffs we are working with) -2. Internal Equity - How does this applicant compare or slot relative to other team members that are in the same role and where are they placed within the range. - -**These factors are considered and viewed on a sliding scale when determining the appropriate offer relative to the established pay range.** - -### **Understanding salary ranges and targets** - -When looking at the established salary range, we consider 3 key aspects of the salary range on a sliding scale in conjunction with the factors outlined above. - -![Min,Mid,Max](https://user-images.githubusercontent.com/127452841/225728109-639ee762-dfa0-44bb-9dcb-f45444f90686.png) - -1. Minimum: target for applicants that just meet the minimum job requirements and would be considered early in ‘developing’ into the role duties and expectations. -2. Midpoint: Target for applicants that match most of the criteria and are considered readily ‘proficient’ at this level relative to job expectations. -3. Maximum: should be used **extremely** sparingly as an employee who is at or approaching the maximum of a pay range is an indicator that the individual is distinctly more ‘advanced’ or experienced than the job expectations. With maximum or higher end placements, individuals would be quickly approaching a promotion (if internal) or is potentially overqualified for the existing job level which may lead to potentially up-leveling a role assuming there is sufficient business need. - - The question we always ask as a best practice - “would this person be ready to move into the next level role within the next 12 months?” - -### Using Equity Ranges - -The use of equity ranges largely follows a similar practice as salary ranges with a key difference around internal equity. - -Internal equity is framed around how a candidate compares to the rest of the team holistically rather than based on equity. This is because equity amounts & values will continue to change over time and is direct comparison like comparing and evaluating cash comp (ie. Someone who joined post Series B ≠ Post Series D) - -We use the [Equity Bands](https://www.notion.so/dbtlabs/Equity-Bands-9e74a108170b4674aea4fdb6829038a5) as the basis for the equity offering. - -Then we use an internal [Equity Scenario Calculation tool](https://docs.google.com/spreadsheets/d/13GM9fLEZjUv_T5dVB-6LvVKWkbqq24CD8ngSmYT0PMQ/edit#gid=1621073057) to determine what a candidate should be offered within the equity range (# of Shares, Net Value, Gross Value). diff --git a/handbook/working_and_growing_here.md b/handbook/working_and_growing_here.md deleted file mode 100644 index b142488b..00000000 --- a/handbook/working_and_growing_here.md +++ /dev/null @@ -1,922 +0,0 @@ -# Working and Growing at dbt Labs - -| Content Maintainers | -|---| -| Vanessa Yeh | -| Morgan Russell | -| Helena G | -| Sarah Riley | -| Meg Colón | -| Kimi Mashhoon | -| Leigh Staub | - -[Distributed Work Experience](#distributed-work-experience) - -[Annual Review Cadence](#annual-review-cadence) -- [Performance Reviews](#performance-reviews) -- [Compensation Reviews and Promotion Cycles](#compensation-reviews-and-promotion-cycles) - -[Internal Mobility](#internal-mobility) - -[Embedded Roles](#embedded-roles) - -[Making a Referral](#making-a-referral) - -[Global Employment](#global-employment) - -[Office Strategy](#office-strategy) - -[Moonlighting Guidance](#moonlighting-guidance) - -[Diversity, Equity and Inclusion](#diversity-equity-and-inclusion) - -[Conscientious Objection](#conscientious-objection) - -[Getting Support](#getting-support) - -## Distributed Work Experience - -## [Our Distributed Work Experience](https://www.notion.so/dbtlabs/How-we-think-about-the-Distributed-Experience-5edaf90eafad420b9a05ffc03a3cc5c7?pvs=4) - -Learn how we think about the distributed experience. - -### 📘 First, let’s define some terms… - -- **Workplace Strategy:** Workplace strategy answers the question: “Where do we work that optimizes for effectiveness and efficiency?”. Possible answers include: fully distributed, hybrid, office-only. -- **Asynchronous Work:** A way of working that does not require all team members to be online simultaneously. Asynchronous work is required for teams to function across multiple time zones. Often when we say “distributed work” we actually mean “distributed and asynchronous work” because our company is spread across many time zones globally. “Distributed” is commonly used as shorthand. -- **Employee Experience:** The journey an employee takes with an organization. It includes every interaction that happens along the employee life cycle, including the experiences that involve an employee's role, workspace, manager and wellbeing. - -- **Distributed Work Experience (simply, "Distributed Experience"):** The employee experience specifically related to how work gets done in a distributed work environment. Communication, tools, processes and culture enable distributed work. The distributed experience could be liberating or constraining, agile or inflexible, fast or slow, equitable or inequitable. When you find yourself saying something like “I never know where to find information” you are making a comment about your personal distributed experience. - -### 🌐 What is our workplace strategy? - -Our workplace strategy is **fully distributed**. This does not mean we won’t gather in person and won’t have office space. Instead, it means that the primary mode of getting work done assumes employees are not physically in the same location. We believe this is better for both our company and its employees. - -### ✨ What is our approach to support the distributed experience? - -A great distributed experience doesn’t just happen on its own. Employees have been working in offices for a *very long time* and have evolved norms of behavior for how work gets done. Distributed work is far newer. As a result, we can’t rely on a shared understanding of how to work effectively in this context. We must be extremely *intentional* about how the distributed experience is constructed. When done successfully, we are confident the distributed experience is more effective, enjoyable, and equitable than traditional office-based work. - -**Intentionally designing a distributed experience includes:** - -- Defining cultural principles and norms of behavior that support distributed work -- Investing in tooling and processes that support distributed work -- Training everyone on how work gets done in a distributed work environment - -### 🤔 Why does the distributed experience matter? - -Having a great distributed experience helps both our company and our employees. It also helps us live our values. - -- **Benefits for dbt Labs** - - **Widens our talent pool:** Without the limitations of a physical location, we can hire top talent across the globe. - - **Productivity:** Our team spends less time in meetings and has more time to focus. - - **Scalability:** Asynchronous communication helps us work more effectively and efficiently as we scale. - - **Accessibility and inclusion:** With an emphasis on async communication, our work environment creates a more equitable opportunity to voice one’s opinion. The loudest voice in the room is no longer the only one who gets heard. - - **Engaged and happy employees:** We believe that when our team members have the space to live fulfilling lives outside of work, they show up more engaged and productive. -- **Benefits for employees** - - **Flexibility:** Employees have the freedom of location and time, allowing them to live their life how they want. - - **Focus:** Defaulting to async communication means employees’ days aren't sliced into meetings. They have space to get into a flow state that produces efficient and satisfying work. - - **No commute:** Without office buildings and in-person meeting requirements, employees no longer face stressful and time consuming commutes. That time can be reallocated to best serve the employee as a person. - - **Autonomy:** We trust our employees to get work done when and where they want. This instills a sense of autonomy that is empowering and motivating for employees to be themselves inside work and live their best lives outside of it. -- **It supports our [values](/values.md) and culture.** - - **Transparency always wins:** Honest and open communication allows us to collaborate across time zones. - - **We value diversity:** We equip our global team members to thrive regardless of location by focusing on asynchronous communication and equitable work practices. - - **We optimize for the long term:** Intentionally building cultural norms, tooling and processes helps set our growing team up for success. - - **We work hard and go home:** With more time to focus during work, employees can fully unplug in their personal time. - - **We are human:** Distributed work supports our employees’ fundamental human-ness. Without strict guidelines on when and where to work, employees experience a quality of life that aligns with their personal interests and values. - -### 🎗️ How does dbt Labs support distributed work? - -- **Workplace strategy** - - A distributed workforce doesn’t just mean working from home. We realize that different people thrive in different settings. As a result, we offer benefits to support people in finding the right work setup for them and ensuring they are equipped for success: - - - **[Office stipend:](/handbook/benefits.md#office-stipend-1)** New employees receive $1,500 USD (or local equivalent) to spend in their first year to set up their home office and purchase equipment to comfortably work their preferred location. Each year after, employees receive $400 USD (or local equivalent) to support their remote work setup. - - **[Workspace rental:](/handbook/benefits.md#workplace-rental-1)** Working from home does not work for everyone. Employees receive a monthly benefit to rent office space and experience an optimal work environment. - - **[Regional offices:](#regional-offices)** In regions with high employee count, dbt Labs has office space to support async-first collaboration and promote our culture and values when teams meet onsite. Designed with intention, these spaces are not used to incentivize local collaboration but instead support community development and foster connection with cross-functional teams during onsites. -- **Global [comp](/handbook/compensation.md#global-compensation-and-benefits-1) & [benefits](/handbook/benefits.md#global-benefits-strategy--stipend-1)** - - We offer a transparent compensation philosophy and intentional benefits to support our global employees. All employees have access to stipends to support health and wellness, phone/internet, professional development and health related travel needs. - -- **Team construction** - - We set up distributed teams to ensure the locations and time zones are conducive to collaboration and connection. Depending on the level of synchronous collaboration needed, some teams are regionalized and others aren’t. We are thoughtful about the time zone spread to ensure enough work day overlap between globally distributed teammates. - -- **Tools and systems** - - Having the proper tools and systems to support remote work is key to effective communication. We rely heavily on Notion, Slack, and Zoom to keep people connected regardless of where they work. [Open meetings](https://www.notion.so/Open-Internal-Meetings-dee0b870900b4f70898f9c40fcf90719) and office hours are available for team members to foster cross-functional collaboration. - -- **[Diversity, Equity and Inclusion](#diversity-equity-and-inclusion)** - - As a globally distributed company, DEI is critical to our success. DEI is not simply enacted in programs and initiatives, it is woven into the culture of our every day work. - -- **Employee engagement** - - We celebrate our unique human-ness and connect beyond business which makes for a welcoming work environment for all. We all get together in-person annually for a company kick-off and we leverage other tools for virtual connection throughout the year. - -### 🚧 How is distributed work actually conducted? - -This is a big and important topic. A remote work guide that answers this question is a focus in the coming quarters! As this comes together, we'll update this section with more robust content and link to resources and training. - -### 🌟 What are the guiding principles for our distributed experience? - -- **Trust and transparency:** We empower individuals and teams with openness and honesty while assuming positive intent. -- **Intentional and explicit:** Our organizational practices and systems are designed with intention to support our distributed workforce. In a remote environment, social cues and cultural norms aren’t obvious. We are explicit with our communication to provide clarity and context for all. -- **Default to asynchronous:** While async communication may not always be the ultimate way to get work done, it should be the default. Starting with async communication first allows for more effective synchronous communication when needed. It also helps your teammates retain their focus and flexibility by reducing interruptions and distractions. -- **Progress > perfection:** Immediate answers aren’t expected. With the proper communication and tools in play, employees are empowered to keep iterating and making progress, backed with trust and support. - -## [Regional Offices](https://www.notion.so/dbtlabs/dbt-Labs-Office-Strategy-adad4eeeb29a406493a1ea23299b5278) -In regions with high employee count, dbt Labs has office space to support async-first collaboration and promote our culture and values when teams meet onsite. As outlined in our [office strategy](#office-strategy-1), these spaces are designed with intention. They are not used to incentivize local collaboration but instead support community development and foster connection with cross-functional teams during offsites. - -Learn more about the offices, building access and offsite information [here](https://www.notion.so/dbtlabs/Workplace-7a798fcfa1eb4fba9e061577b6fbb33b?pvs=4). - -### San Francisco, CA - -dbt Labs -650 California Street -Suite 1501 / 1502 -San Francisco, CA 94108 - - -### Philly Office - -dbt Labs -915 Spring Garden St -STE 500 -Philadelphia, PA 19123 - -## Annual Review Cadence - -🌏 *Note that all dates below are formatted by US dates, so it will be MM/DD* - - -### There are two types of review cycles at dbt Labs. - -1. [Performance Reviews](#performance-reviews) - -2. [Compensation Reviews and Promotion Cycles](#compensation-reviews-and-promotion-cycles) - -### Using Culture Amp for reviews - -We use Culture Amp for our reviews and it can be accessed through Okta or [here](https://www.cultureamp.com/). - -### Cadence - -👉 Each review cycle happens twice per year, meaning we have 4 cycles **total**. - -Because of the relationship between performance, and compensation/ promotions, the review cycles are close together, while being separate. This also means that our operating calendar has space for large events (company kick off and Coalesce, for example) to happen without a review cycle in tandem. -![image](https://user-images.githubusercontent.com/127452841/224829035-3fed8ef2-3de1-4098-8167-b978d98ea295.png) - - -### Schedule + Logistics - -#### **Q1 - Performance** - -- Reviews Q4 and Q1 performance. (11/1 - 4/30 in any year) -- Includes team members that started before 2/1 and are therefore out of their 30/60/90 day plans. - - Managers that started after 2/1 will still be responsible for reviewing any eligible team members. They should consult with the team members’ former manager and, if applicable, may add them as a collaborator on the review. -- Everyone will have two weeks to write and complete their reviews (including peer and upwards feedback, if you choose to opt into this). The following month will be when you have a dedicated conversation with your manager to go over everything that was submitted as part of the performance review. - -##### Timeline - -| Step | Who | When | Time Commitment | -|---------------------------------- |------------------------------ |---------------------------------------------- |------------------------ | -| Request peer reviews | All team members | Last week of April | 5 min | -| Self reflection, peer and upward | All team members | First two weeks of May | 2 hours | -| Manager reviews | Managers | Weeks two and three in May | 30 min per team member | -| Calibrations | Managers and People Partners | Last week of May | 1 hour | -| Meetings | All team members | June | 45 min per team member | | - -**Meetings** - -- **IC reviews**: managers to repurpose a 1:1 meeting in June -- **People manager reviews**: people managers are scheduled with a third person nominated by their manager. Their managers are responsible for finding time that works for everyone, ideally, the third person can be added into a 1:1 meeting in June. - -**Time commitment estimation:** - -- **IC:** 3 hours total: 2 hours of writing; self, peer (optional), upward (optional). 1 hour of meeting time -- **Managers:** 2 hours per team member (including writing, calibration, meeting prep and the meeting) Time commitment should not exceed 20 hours over 2 months (6.25%) - -#### **Q2 - Compensation and Promotion** - -- Eligible team members started in their current role before 5/1 the previous year - -##### Timeline -| Step | Who | When | Time Commitment | -|-------------------------------------------- |-------------------------------------- |------------------------------------ |------------------------ | -| Collect reviews + create promotion packets | Managers + select team members | June | 2 hours | -| Eligibility + budget for merit delivered | People Partners + Finance & Strategy | June 15 | | -| Promotion packets due | Managers | July 1 or closest weekday any year | | -| Merit requests in | Managers | July 1 or closest weekday any year | 1 hour | -| Calibration sessions | Managers + People Business Partners | First 2 weeks of July | 1 hour per team | -| Compensation discussions | Managers and eligible team members | Last 2 weeks of July | 1 hour per team member | -| Changes go into effect | | August 1 | | - -**Meetings** - -- ICs to repurpose a 1:1 meeting at the end of July - - Folks know, based on their start date in their role, whether or not they are eligible and can prepare to have a compensation discussion with their manager. - -**Time commitment estimation:** - -- IC: If asked to participate in a promotion packet; 1 hour -- Managers: - - Promotions: 6 hours per team member (including writing, collecting and meetings) - - Merit: 2 hours for requests and calibrations plus 30 minutes for each eligible team member for the discussion. - -#### **Q3 - Performance** - -- Reviews Q2 and Q3 performance. (5/1 - 10/31 in any year) -- Includes team members that started before 8/1 and are therefore out of their 30/60/90 day plans. - - Managers that started after 8/1 will still be responsible for reviewing any eligible team members. They should consult with the team members’ former manager and, if applicable, may add them as a collaborator on the review. -- Everyone will have two weeks to write and complete their reviews (including peer and upwards feedback, if you choose to opt into this). The following month will be when you have a dedicated conversation with your manager to go over everything that was submitted as part of the performance review. - -##### Timeline - -| Step | Who | When | Time Commitment | -|---------------------------------- |------------------------------ |---------------------------------------------- |------------------------ | -| Request peer reviews | All team members | Last week of October | 5 min | -| Self reflection, peer and upward | All team members | First two weeks of November | 2 hours | -| Manager reviews | Managers | Weeks two and three in November | 30 min per team member | -| Calibrations | Managers and People Partners | Last week of November/First week of December | 1 hour | -| Meetings | All team members | December + into January if needed | 45 min per team member | - -**Meetings** - -- **IC reviews**: managers to repurpose a 1:1 meeting in December -- **People manager reviews**: people managers are scheduled with a third person. Managers are responsible for finding time that works for everyone, ideally, the third person can be added into a 1:1 meeting in December. - -**Time commitment estimation:** - -- IC: 3 hours total: 2 hours of writing; self, peer, upward. 1 hour of meeting time -- Managers: 2 hours per team member (including writing, calibration, meeting prep and the meeting) Time commitment should not exceed 20 hours over 2 months (6.25%) - -#### **Q4 - Compensation and Promotion** - -- Eligible team members started in their current role before 11/1 the previous year - -##### Timeline - -| Step | Who | When | Time Commitment | -|-------------------------------------------- |-------------------------------------- |------------------------------------ |------------------------ | -| Collect reviews + create promotion packets | Managers + select team members | December | 2 hours | -| Eligibility + budget for merit delivered | People Partners + Finance & Strategy | Dec 10 | | -| Promotion packets due | Managers | Dec 23 or closest weekday any year | | -| Merit requests in | Managers | Dec 23 or closest weekday any year | 1 hour | -| Calibration sessions | Managers + People Business Partners | First 2 weeks of January | 1 hour per team | -| Compensation discussions | Managers and eligible team members | Last 2 weeks of January | 1 hour per team member | -| Changes go into effect | | Feb 1 | | - -**Meetings** - -- ICs to repurpose a 1:1 meeting at the end of January - - Folks know, based on their start date in their role, whether or not they are eligible and can prepare to have a compensation discussion with their manager. - -**Time commitment estimation:** - -- IC: If asked to participate in a promotion packet; 1 hour -- Managers: - - Promotions: 6 hours per team member (including writing, collecting and meetings) - - Merit: 2 hours for requests and calibrations plus 30 minutes for each eligible team member for the discussion. - -## [Performance Reviews](https://www.notion.so/Performance-Reviews-at-dbt-Labs-054564274f6042a09e1e8515df579e06) - -### Overview of the performance review process - -#### Cadence - -ℹ️ Performance reviews happen every 6 months and are full “360 reviews”. Performance reviews are done within Culture Amp (which can be accessed via your Okta portal). Culture Amp is our official system of record for performance and engagement. - -The performance review consists of a self reflection, peer feedback (optional), upwards feedback (optional), and manager review. - -- Everyone can nominate who they would like to receive peer feedback from. - - We recommend nominating minimum 2, no more than 5 peers - - Your manager will need to assign peer feedback requests - - It’s highly encouraged for people to submit peer feedback when requested, *but if you do not have the time or feel you do not have sufficient feedback to provide, you are welcome to decline giving feedback in a given cycle.* -- Everyone will be requested to submit upwards feedback about their manager (and this will go to your skip level manager to see; it helps them write their assessment of your manager) however know *this is also completely optional.* Your skip level may share your written feedback with your manager. -- At minimum everyone needs to submit the self-reflection (and if you are a people manager, the manager review for your team members). - -#### Purpose - -ℹ️ We believe in a continuous feedback culture at dbt Labs. The bi-annual performance reviews are meant to be an intentional check-in to ensure everyone is on track with regards to their development and growth path. You should also know very clearly how you are performing in your current role at the end of the review cycle. - -While an overview of how you are doing in your role is an *element* of the review meeting, it’s also an opportunity for us to learn about what aspects of the role you enjoy the most and how you would like to see your career grow. - -It should be a dedicated conversation around topics you normally might not be able to get to or dive in deep during your regular check-ins. - -Ideally, nothing written or discussed in your performance review should be a surprise. Our expectation is immediate and consistent feedback is given throughout the year and not only during review season. So why have reviews if we’re expected to give consistent feedback? For many reasons, these more official checkpoints in the year help us with accountability to summarize that feedback, give us moments to pause and appreciate wins together, and sets aside dedicated spotlight to development conversations. - -#### Schedule & Time Commitment for Performance Reviews - -Learn more about the schedule and logistics for our reviews [here](#schedule--logistics) where you'll find [Q1 Performance Review Schedule](#q1---performance) and [Q3 Performance Review Schedule](#q3---performance). - -### Review Meetings & Conversations - -ℹ️ Managers are responsible for ensuring: - -- reviews are shared with each team member (please share the written reviews 1 day before the scheduled review meeting), and; -- review meetings happens within the designated month - -For ICs: this meeting will just be you and your manager (ideally you’re just expanding an existing 1:1 to talk about reviews). - -For People Managers: the meeting will consist of you, your manager, and your skip-level manager. For those extremely cross-functional or embedded, sometimes this might be a leader that is not your skip level. - - The reason we do this is because we want to ensure your manager development and growth is supported by your management chain. - - If your work is more cross functional (i.e. you’re embedded on another team), the leader from the other function might be the most suitable to join you and your manager in your performance review. - -### Details of the performance review - -#### Questions asked in the review process - -When the review cycle opens, the following questions will be within a Culture Amp form and you will write your answers to each question in Culture Amp. - -If you know you’re going to be out of the office when the review cycle opens (based on the schedule above), you can write your answers ahead of time and submit when you return. - -#### Performance Definitions - -| Evaluation | Definition | Description | -| --- | --- | --- | -| Sets a New Standard | Far exceeds expectations. | This person consistently delivers on and exceeds all the expectations and goals of the role. This person demonstrates an exceptional expertise in their areas of responsibilities. Their quality of work is at the point where others learn that something new/innovation is still possible to be achieved in the context of this role. They influence others to perform and behave better. They consistently exemplify dbt Labs values. | -| Often Exceeds Expectations | Regularly exceeds expectations. | This person consistently delivers on all the core expectations and goals for the role. They either do things at a quality level beyond what was scoped or specified OR the positive impact of the work is larger than what was anticipated. They consistently exemplify dbt Labs values. | -| Consistently Meets Expectations | Consistently meets expectations and sometimes exceeds expectations. | This person delivers on a majority of the core expectations and goals for the role. They consistently exemplify dbt Labs values. This person is doing what they were hired to do. | -| Needs Development | Not consistently delivering on expectations of role. | This person requires additional direction and support in order to get essential parts of the role done. This person isn’t able to show consistent results expected for the role to produce. Receiving a “needs development” means active coaching is needed; the manager will need to be more prescriptive about the areas needing change and will need to outline clear next steps for the person to develop into their current role. | -| Not applicable (absent for a majority of the review period) | Neutral evaluation | This person was gone for 4 or more out of the 6 months we are evaluating for this period. | - -#### Calibration - -ℹ️ Calibration sessions are held with department leaders and their People Business Partner. These sessions should happen after reviews are written and before any meetings or feedback is shared with the team member. - -The objective of calibration sessions is to ensure that different managers apply similar standards in measuring and evaluating the performance of our team. All team members get a fair and objective performance evaluation. - -1. **Increase review accuracy.** Unfortunately, one manager’s idea of a top performer might differ wildly from another’s - a difference that can dramatically hurt one team and help another. This is because come promotion and raise time, one manager’s team will have a significant leg up while the other’s chances will suffer. Calibration ensures reviews are more consistent and accurate. -2. **Properly acknowledge and reward high performance.** Once the bar is set, managers can evaluate employees with more certainty and ensure everyone on their team gets the recognition and reward they deserve. -3. **Reduce bias.** When managers rate their direct reports in a vacuum, they can only compare their direct reports to other teammates or their own idea of what performance should be. Without a calibration discussion, a manager might let unconscious bias influence their decisions and prevent specific reports from receiving a fair review. - -- **The calibration process generally operates this way**: - - All managers submit their performance review feedback and evaluations by the end of the written cycle deadline. - - Leaders in each org meet as a group to calibrate on their ICs — this meeting is facilitated by the People Business Partner. - - The e-team also receives all the evaluations and meets to review and discuss the performance review evaluation distribution across the org and their direct reports. - - **Prior to calibration sessions, senior leaders in each org should understand the feedback for all team members in their org. This may mean reviewing with a frontline manager on your team 1:1 to discuss their team, if they will not be included in the calibration session. Please work with your People Business Partner to determine who will be in the calibration session.** - - We will be using Culture Amp to facilitate the calibration sessions. - -### Performance Review Resources - -Check out our [resources](https://www.notion.so/dbtlabs/Performance-Reviews-at-dbt-Labs-054564274f6042a09e1e8515df579e06?pvs=4#538637004b4040a1b571732dfae5425f) to support the performance review process. - -## [Compensation Reviews and Promotion Cycles](https://www.notion.so/Compensation-Reviews-and-Promotion-Cycles-3cd43b727be1471c991cb6964bae4ccd) - -📌 We offer promotion and compensation cycles twice a year, in Q2 and Q4. Any changes will be effective on 8/1 and 2/1 respectively, aligning with our fiscal halves. Having 2 cycles per year is meant to give ample opportunity to reward team members. - -**Please make sure to review our [compensation principles](/handbook/compensation.md#compensation-principles) in order to understand how we think about compensation at dbt Labs.** - -### **Compensation review** - -As a general rule, every team member will be eligible for **one** merit compensation review per year*. The cycle each team member is included in will be the cycle **closest** to the start date of the role they are currently in. This will either be their start date with the company or the start date in a new role through promotion or internal mobility. See the table below to determine who is included in each cycle. - -**Exceptions will be made very rarely with CFO and Head of People approval.* - -- Start month/cycle breakdown - - | January | Q4 | - | February | Q4 | - | March | Q4 | - | April | Q4 | - | May | Q2 | - | June | Q2 | - | July | Q2 | - | August | Q2 | - | September | Q2 | - | October | Q2 | - | November | Q4 (+1 year) | - | December | Q4 (+1 year) | - -> We encourage team members to understand when their individual compensation review is so that they can prepare to have the conversations with their manager. - -#### Process overview - -Ahead of the cycle, the People Business Partner and Compensation Team will produce a packet of all team members within the eligibility window for merit (minimum of 9 months since starting in their current role **or** 1 year since their last merit increase). The packet will also include merit budget and % recommendations based on performance. - -Managers will propose merit increases for eligible team members. This process will be open for 2 weeks. - -**All merit increases must remain in the bounds of the compensation range for the role the team member is currently in.** - -All proposed increases will be reviewed in calibration meetings with leaders in each org to ensure internal equity and keeping in our budget. *Any increases greater than 10% will need CFO approval.* - -Detailed schedule [here](#schedule--logistics). - -### **Promotion Cycle** - -As a general rule, team members are eligible for a promotion if they meet a 1 year tenure guideline* AND have shown that they are ready for the next step in their career. This is up to the manager discretion. - -**Exceptions will be made very rarely with CFO and Head of People approval.* - -#### Promotion Packets - -In order to request a promotion, the manager is responsible for gathering: - -➡️ We recommend gathering this feedback through 1:1 conversations and compiling the notes to include in your “formal” packet. - -1️⃣ at least 1 current peer review, providing feedback at their current level over, at least, the last 6 months, - -2️⃣ at least 1 review from a peer at the level they would be promoted to focusing on areas where they are already contributing at the next level (**if there is no one at the new level, a member of that team’s leadership team should be included*) to and, - -3️⃣ a minimum of 3 reviews **total** to support the promotion application (**if the person up for promotion manages a team, the third review should be an upward review from a member of their team. Otherwise the 3rd review can be a statement of support from a member of that team’s leadership team*). - -We will create a promotion template in Culture Amp that includes: - -- **Justification, if any, for a promotion into a more senior role:** does the business or team *need* someone in an expanded role right now? Is there higher scope or needs that they are currently filling or doing? This should be especially important at the senior and staff level and above. -- **Impact to the business in the last 12 months:** since folks get promoted no more frequently than once a year, we want to take their entire prior year into account when constructing promo packets. This should include quantitative impact statements, quotes from peers, customers, prior performance review data, etc. -- **Examples of how this person is ready for an expanded role:** here, the manager describes behaviors that an individual has shown consistently that tell us they are already operating at the next level. - -- The following metadata will already exist in Culture Amp and will be pulled by the People Team: - - A summary of ratings from the past 12 months of review cycles to paint a picture of the persons trajectory - - Their tenure at company + time in current role - -Promotions will be reviewed and approved in calibration sessions with each org. - -#### Schedule and Time Commitment for Compensation and Promotion Reviews - -Learn more about the schedule and logistics for our reviews [here](#schedule--logistics) where you'll find [Q2 Compensation and Promotion Review Schedule](#q2---compensation-and-promotion) and [Q4 Compensation and Promotion Review Schedule](#q4---compensation-and-promotion). - -## [Internal Mobility](https://www.notion.so/dbtlabs/Internal-Mobility-d70f84f1c4bf4215aa017960123a2bfc?pvs=4) - -### Overview - -This document applies to those interested in applying to a role outside of your immediate team. Typically, this role will need to be an open requisition with an approved headcount. - -We post open roles on our internal career site, [Greenhouse](https://app5.greenhouse.io/internal_job_board/). It is regularly updated, and post roles based on the quarter they are allocated for. - -### Eligibility - -#### Interdepartmental Transfers - -We recommend employees be in their role for at least 9 months before applying to an open requisition within their own department. *(Example: Analytics Engineer → Technical Instructor)* - -**Why a minimum of 9 months?** The reason we are asking for 9 months for an interdepartmental transfer is because we recognize that there are more transferrable skills and knowledge that exist across roles within a department. - -#### Cross-Department Transfers - -We ask that employees be in their role for **at least** 12 months before applying to an open requisition within another department. *(Example: Customer Support Engineer → Solutions Architect)* - -**Why the minimum of 12 months?** We ask for at least 12 months for a cross-department transfer because it can take about 3 months to onboard onto a new role and another 3 months to become completely ramped into that role (totaling up to 6 months). We would want someone to be working as a ramped member of the team for at **least** 6, ideally 12 months, before moving on. Additionally it could take us longer to backfill your role meaning there are more limitations for the team during the transition period and beyond if you’re switching to a new department. - -**Exceptions:** Changes or movement between teams could happen at any time due to business needs. If your tenure with dbt Labs is less than the 9 or 12 months and you are interested in moving internally, bring this up to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) - the People Team and your current leadership team will need to approve the business exception. - -**Again, please ensure you’re actively talking to your manager about your career goals and development wants/needs.** - -### Internal Transfer and Application Process - -#### Step 1: Explore your interests - -1. Look at the [internal career site](https://app5.greenhouse.io/internal_job_board/) to see which roles you might be interested in. -2. Reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) to confirm eligibility for internal mobility. -3. Reach out to the [Talent Acquisition Partner](https://www.notion.so/Business-Partner-Coverage-Model-0a4ee30503464b3bb101de1d4c3ac5e8) and hiring manager to have an introductory call: - 1. Explain why you are interested in learning more about this role. In your conversation, understand the role expectations and hiring profile. - 2. If you would like to learn more about the role, we recommend shadowing someone who is on the existing team or in the current role to learn more about the day to day. - 3. Feel free to also meet with existing members of the team to understand the landscape of the team and gain advice or general mentorship. -4. At the end of the introductory call, you can also ask the hiring manager if they think you would be a good fit for the role at this time. The hiring manager might be able to help you identify areas you can develop prior to pursuing the role, or recommend other roles to look into if they conclude another team or role would be better suited for you, your interests, and/or skill set. - -#### Step 2: Apply - -1. If after intro conversation you want to formally apply: - 1. First have a conversation with your current manager about your intention to apply. - - While you do not need their permission to apply for the new role, we encourage you to be transparent with them as it's unfair to have them find out through the grapevine (which they inevitably will in our smaller org). - - You can also use this as an opportunity to discuss any feedback and your reasons for pursuing the new opportunity. - - This will also be a great way to open up the discussion for performance feedback and career progression. - 2. Apply to the role in [Greenhouse](https://app5.greenhouse.io/internal_job_board/). - -#### Step 3: Interview - -1. After you have applied to the role in Greenhouse, a Talent Acquisition Partner or the hiring manager will reach out to you to move you through the interview process. - - With the Talent Acquisition Partner, there will be a series of questions to answer: - - How long have you been in your current role? - - Have you chatted with your current manager about your interest? - - Why do you want this specific role? - - Have you reached out to someone to learn about this role? - -The interview process will be a shortened version of the external process, but overall will vary department by department based on role and skills required. Some roles might require a task or skills assessment. If you have questions about this, the recruiting team can share more with you. - -#### Step 4: Application Status - -After you go through the interview process, you will hear back from the hiring manager or Talent Acquisition Partner about your application and if you will be getting the role or not. - -**If you do not get the role**, do not be discouraged! The hiring manager will pass over feedback to your current manager and we hope this will be an opportunity to come up with a development plan for you. You are always welcome to apply again. - -**If you do get the role**, you can expect a confirmation in writing from the hiring manager or People Ops. You will also have a meeting scheduled with your current manager and new manager to go over things like: - -1. Transition plan - knowledge transfer timing and actions - 1. Don’t worry if you do not transfer to your new team immediately, there is a minimum of a 2-week transition period. ***This may be extended to allow time to backfill your role** - - Your transfer date will be established by your current and new manager based on the time it will take to close out current projects and/or hiring a backfill. This will vary team to team. - -2. Your career goals and going over what you may have already worked on with your current manager (progress towards your goals) -3. Your past performance reviews -4. Expectations in the new role (30/60/90 day plan) - -## [Embedded Roles](https://www.notion.so/dbtlabs/Embedded-Roles-at-dbt-Labs-348e63b53dcf41e0a103b1fbf682e3af?pvs=4) - -### Why Organizational Design is Hard - -Here’s a scenario: the marketing team at *Company X* needs access to a data analyst to help with marketing analytics. Company X already has a centralized data team, but that team reports to the CFO and generally focuses on finance, company strategy, and board reporting. It’s hard for marketing leadership to get their requests prioritized in the queue, and as a result they’re getting far less data support than they require. - -There are three things that the marketing team could do: - -1. Hire a data analyst to sit on the marketing team. -2. Encourage the data team to hire a new data analyst so that the team’s overall bandwidth increases and more marketing projects could get prioritized. -3. Encourage the data team to hire a new data analyst and then embed that analyst on the marketing team. - -It might not actually be clear whether there is a right answer, but there is: it’s #3. I feel incredibly confident about this for a couple of reasons: a) I’ve personally witnessed companies who have attempted to do #1 and #2 and there are universally very poor outcomes, and b) this is the model that the entire modern analytics practice is moving towards. Let’s take a second to talk about why #1 and #2 don’t work. - -#### Make a direct hire. - -This is a bad idea for several reasons: - -1. Marketing doesn’t know how to evaluate the skills of a world-class data analyst. Inevitably, marketers are not as strong in their data skills as pure data professionals, so it will be hard to evaluate candidates and there is a risk that they won’t be able to choose the right candidate from a pool. -2. World-class data people want to work with other world-class data people. By defining the role in this way, the team is biasing towards candidates who are not world-class. -3. Marketers are poorly-suited to mentor and develop data professionals. The career paths are not aligned, and there is no ability to provide skills-focused development. - -Here’s what actually happens when a team chooses this path: - -- They hire a less experienced or less skilled data analyst. -- That team member doesn’t build skills at the rate that they want or that the team would need. As such, the marketing team is still under-served relative to their initial need. -- There ends up being a local marketing-data-fiefdom that only this analyst knows how to work on. This leads to a low “bus factor” and leaves the marketing function at risk. -- The data analyst eventually quits due to lack of career progression and the marketing team has a big problem on their hands. - -We’ve seen this occur time and time again. Often in the past we have been brought in as consultants to help extricate companies from these types of situations and it is never pleasant. - -#### Hire on the data team and expand overall bandwidth - -This is also a bad idea. The core problem with it is that it is too idealistic. It assumes that the reason the data team isn’t prioritizing marketing requests is really purely one of bandwidth, and if the bandwidth problem is solved then it will go away. [This is not true](https://en.wikipedia.org/wiki/Induced_demand). - -The problem is actually one of prioritization. The charter of the data team in this scenario is finance / strategy / governance. This is why the CFO started the team and why it continues to report up to them. The CFO likely meets weekly with the data team lead, does their performance reviews, and heavily influences their thinking about what’s important and what isn’t. Plus, if a new analyst were hired, all of their team members have deep knowledge of the existing set of problems but very little knowledge about marketing problems—this will further exert gravity towards having the team continue to focus on the problems it knows how to solve. - -This doesn’t happen because of *malintent*, it is simply an outcome of the fact that the team originally grew up in the finance org. It lacks the connective tissue with marketing to effectively serve this team as a first-class customer. - -#### Hire on the data team and embed in the marketing team - -This solution has a bunch of challenges to *making it work*, but if an organization can solve them, it is by far the highest-functioning option. Here’s how it works: - -- Marketing leadership allocates a data analyst headcount to their hiring plan, working with the data team to make sure that leveling and compensation are appropriate for the work needed. -- Data hires a new analyst. This new hire may be allocated to marketing, or may backfill an existing analyst who would then be allocated to marketing. -- The marketing analyst works with the marketing organization to set a roadmap of priorities, and works with the data team to determine the implementation strategy for these priorities. Outputs are reviewed by the marketing team and code is reviewed by the data team. Both teams make a good-faith effort to consider the others’ needs as the ongoing balance between quality and speed is figured out. -- The embedded marketing analyst goes to team meetings for both the marketing team and the data team. Quarterly reviews for this analyst are conducted by leadership on both the data and marketing teams. - -Here’s why this approach is superior: - -1. It enables world-class data professionals to interview, onboard, collaborate with, and manage other world-class data professionals. This leads to better hiring decisions, better skills mentoring, better career development, and overall happier team members that then stick around for longer. -2. It enables embedded analysts to build expertise in and empathy for the problem domain. -3. It ensures that the marketing team actually gets the bandwidth they originally needed. - -There is a clear cost to this approach: it makes management within a given department more challenging. For example, if the engineering department houses a front-end engineer and an implementation engineer, what teams (platform / experience) do those individuals report to? Also: staying informed about an embedded team member’s performance is harder for their direct manager. - -In the immediate term we don’t believe that these challenges should prevent us from moving forward with the embedded approach, but we do want to be cognizant of them and monitor these potential breaking points as the team scales. - -#### Data is a great example, but this problem isn’t exclusive to data - -Any specific area of expertise tends to work in this way. Marketing and product both need design resources yet there shouldn’t be two design teams. Marketing and engineering both need front-end development resources. Everyone needs data. Sales needs engineering resources (implementation engineers!). Soon we plan on hiring internal “ops” people who work on customizing our business systems like our CRM, support platform, and marketing operations platform. - -All of these roles are similar in that they require specific functional expertise and need to work closely with multiple departments throughout the company. - -#### Why doesn’t everyone do it this way? - -Because it conflicts with how most organizations are run. - -At traditional organizations, leaders are held accountable to metrics and get budget allocated to their departments to move those metrics. The budget a leader has allocated to them determines how likely they are to achieve their goals. And given that continued employment and incentive-based compensation are highly aligned with leaders’ ability to hit their goals, there is tremendous pressure to “not share your legos”. Any dollar I share with you is one less dollar I can spend to hit my own goal, after all. - -In my role running marketing at RJMetrics, this was on clear display. I had a lead goal that I was held accountable to as my sole determinant of success. As such, I deprioritized every aspect of marketing that wasn’t related to generating new leads. I didn’t share my legos. - -At the time, this felt completely natural. The marketing function existed to generate leads and so it was my job to do that as well as I could. Saying no to other priorities was actually part of what was hard about the job, and it was important for me to not allow “mission creep” to set in. - -But when everyone in the organization thought like this, it led to a tremendous amount of local optimization. We had best-in-class functional organizations, but we were completely unable to do anything that didn’t fall neatly into a single functional organization. - -Conventional wisdom is to manage departmental leaders in exactly this way. This goes back to Taylorism / Fordism in the early 20th century, and it’s something that is still widely practiced. This is one of the reasons that large / traditional organizations become fantastically well-oiled machines to do some particular process well (i.e. build an internal combustion engine car) but find it incredibly hard to *change* (i.e., build an electric car): their org structures are hierarchical and lack flexibility. - -#### How we want to do this differently - -This problem has been something that I’ve been hyper-focused on since starting Fishtown Analytics. I saw the negative impacts of this previously and wanted to steer hard in the opposite direction. Connor and Drew and I have focused on building a culture that emphasizes cross-departmental collaboration since the very beginning, and when we’ve hired or promoted people into leadership roles we’ve heavily focused on people who are wired to be collaborative. - -As a result, we’ve had notable successes on this front in our short life as a company: the dbt community and dbt Learn are both programs that live in a highly cross-functional space. It’s a tremendous credit to everyone involved in these programs for operating in a zone of some level of ambiguity. - -But even with this success, it’s naive to assume that just “hiring collaborative people” is an answer to a systems problem. Ultimately, we’re all products of the systems we inhabit, and we have to design those systems well in order to get the outcomes we want. Here are my suggestions to continue to keep Fishtown Analytics focused on cross-departmental collaboration over the long run: - -- **Establish clear cross-departmental budgetary mechanisms.** For example, make a clear mechanism whereby marketing can allocate budget for a data analyst hire that will ultimately live on the data team. Note that this needs to handle the scenario where multiple departments want to contribute a % of an FTE towards a single full-time hire. -- **Minimize executive compensation that is tied to anything but overall equity value.** We don’t have to remove incentive-based compensation that is tied to specific metrics altogether, but it should always be a distant personal priority for every executive when weighed against the success of the overall business. -- **Create a new company value: “We share our legos.”** Culture is one of the biggest tools we have to shape behavior, and our values are the best tool we have for shaping culture. -- **Answer the hard questions about cross-departmental roles up-front.** More on this in Appendix A. -- **Abolish fiefdoms.** Kill the idea that departmental strategy is set and budgets are allocated at the sole discretion of the leader of that department. All leaders can weigh in on the strategic choices and budgets of other departments, and these concerns need to be addressed prior to moving ahead with the proposed plans. Use the OKR-setting process to make sure that goals are aligned across different departments. - -### Appendix A: What questions need to be answered prior to hiring for a cross-functional role? - -1. **Who will be this person’s manager?** A manager will, in the case of an embedded team member, likely not be the person who is setting the day-to-day tasks for this person. Rather, they are responsible for supporting the person’s career development, providing mentorship, etc. There should only be a single answer to this question. -2. **Who will the “embed sponsor” be?** The embed sponsor will be a member of the team “hosting” this person who will be primarily responsible for determining the day-to-day workload of this person. It is recommended that there is only one answer to this question, as balancing across multiple embed workloads can be challenging. -3. **Who will make the final hiring decision?** We recommend that this should be the same as the answer to #1 above, with the understanding that the person in #2 will have a high degree of input. -4. **Who will participate in this person’s reviews?** Likely this should be the people from #1 and 2, above. -5. **How long will this embedded relationship last?** Generally, there is a “sweet spot” that allows the embedded team member to spend adequate time with the functional area to develop expertise and add value, but not so long on the team that they develop a “bus factor” and become a turnover risk. Most often we feel that the appropriate range here is 6-24 months, but realize that your mileage may vary. -6. **What is this person’s career path within the company?** We should make sure that we’re not creating dead-end roles for embedded team members. This can sometimes happen when a person’s role doesn’t have obvious next steps outside of the team that they are embedded with. We should prevent this situation as it will lead to employee turnover. - -## [Making a Referral](https://www.notion.so/dbtlabs/How-to-make-a-referral-3d44f9f6b52e49ba8730a3bb48ed2201?pvs=4) - -Who better to find great people to work here than great people that already work here? We don't currently offer a referral bonus program but that shouldn't stop you from sending any and all referrals our way! - -### Who should you refer? - -Take a look at our open jobs in greenhouse or on our website! - -1. If you know someone that could be a fit, great! -2. If you know someone that's awesome and would be a great addition to dbt Labs but don't see an open role that would fit them - we'd still like to talk to them and get them into our talent network for future openings! -3. If someone reaches out to you cold and you are willing to chat with them, feel free to do so and refer them if they seem like a fit. (You can also send them to a Talent Acquisition Partner or our jobs page if you don't have time to have a full conversation) - -### How to submit a referral - -Follow these instructions [here](https://www.notion.so/dbtlabs/How-to-make-a-referral-3d44f9f6b52e49ba8730a3bb48ed2201?pvs=4#292f0c69c0a543198799036041f389ea). - -## [Global Employment](https://www.notion.so/dbtlabs/Global-Employment-at-dbt-Labs-a0c8faf3a9234d6a83280654caff0424) - -### **Country Hiring Guidelines** - -We have members in countries and regions all over the world and from all walks of life. We value diversity. As we grow, we will continue to explore our hiring capabilities in a variety of geographies. - -All of our roles are remote, however some roles may carry specific location or time zone eligibility requirements. Our [Talent Acquisition team](https://www.notion.so/dbtlabs/Business-Partner-Coverage-Model-0a4ee30503464b3bb101de1d4c3ac5e8) can help answer any questions applicants may have about location after starting the recruiting process. - -In the past, dbt Labs would hire in any country except those we had already determined were not feasible due to certain restrictions. At present we are focusing our hiring in countries where we have entities; exceptions will be made rarely and must have approval by our CFO*. For exceptions, we ask for a 6 month lead time so that we can properly investigate employing someone in that country and take necessary steps to be able to do so legally. - -*To request an exception: - -1. Please contact the Head of People with the following: - 1. The country - 2. The role you would like to hire in that country - 3. Why this country over one where we have an entity. -2. The G&A team (Finance, Accounting, Legal and People) will investigate the benefits and risks of entering there - -**With this process; there are 3 types of employment relationships:** - -1. Direct employment with a dbt Labs entity - 1. We will look into opening in entities in countries where we have a large employee count or if there is a business case where an entity would be beneficial. -2. Non-resident payroll through our dbt Labs entity -3. EOR employment through our current* vendor Remote.com, legally, this relationship is a contractor relationship - 1. *Vendor relationship subject to change to accommodate business and team member needs. - -### dbt Labs Entities - -| Country | Entity | Payroll System | HRIS | Currency | Sponsorship Available | -|---------------- |---------------------------- |------------------ |------ |---------- |----------------------- | -| Australia | dbt Labs Australia Pty Ltd | Overseas Connect | ADP | AUD | No | -| Ireland | dbt Labs Ireland Limited | Overseas Connect | ADP | EUR | No | -| United Kingdom | dbt Labs UK Limited | Overseas Connect | ADP | GBD | Yes | -| United States | dbt Labs, Inc. | ADP | ADP | USD | Yes | -| Germany | dbt Labs GmbH | Overseas Connect | ADP | ERU | No | - -📌 For countries where dbt Labs is able to sponsor a work permit, the People team also needs to do an assessment of your job to see if it falls into a “speciality work visa” category. We would need to determine that you and your role meet all of the sponsorship criteria. **Please reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) if you require sponsorship.** - -### Non-resident payroll relationships - -| Country | Paid Through | Payroll System | HRIS | Currency | -|------------- |---------------------------- |------------------ |------ |---------- | -| New Zealand | dbt Labs Australia Pty Ltd | Overseas Connect | ADP | NZD | -| Sweden | dbt Labs Ireland Limited | Overseas Connect | ADP | SEK | - -### Current EOR Relationships - -| Country | EOR | Future Hires? | -|------------- |------------ |--------------- | -| Austria | Remote.com | Possible | -| Canada | Remote.com | Possible | -| France | Remote.com | Unlikely | -| Spain | Remote.com | Unlikely | -| Switzerland | Remote.com | Possible | -| Philippines | Remote.com | Active | - - -**Reminder - a current relationship with an EOR in country does not guarantee the ability to hire in that country. All hires outside of our entities need prior approval from the CFO. We need at least 6 months lead time to make a decision on any country.* - -### Countries we cannot hire in - -| Country | Reason | -|------------- |---------------- | -| Russia | Current Unrest | -| Iran | US Sanctions | -| North Korea | US Sanctions | -| Cuba | US Sanctions | -| Syria | US Sanctions | -| Crimea | US Sanctions | -| Ukraine | Current unrest | - -📌 **Any country not listed in this doc must be reviewed by people ops and finance prior to opening that country for hiring.** - - -*Note: In some cases, hiring foreign nationals of other countries into positions where they may gain access to proprietary technology or software may require export licenses. This is not a ban on hiring, but it is highly fact-specific, and must be assessed in conjunction with the People team and Legal team, in compliance with applicable anti-discrimination and employment laws.* - -### Global Compensation and Benefits - -Learn more about our [Compensation Principles](/handbook/compensation.md#compensation-principles) and [Global Compensation and Benefits](/handbook/compensation.md#global-compensation-and-benefits). - -### Relocation (Permanent or Semi-permanent) - -📌 All international relocation requests must be approved by the People team, Finance team and the team members management. To initiate a request, please contact your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). - -📌 Relocation requests within country may need approval by the team members management due to time zone or regional requirements. Please communicate with your manager if you plan a move to a different region in your country. - -If a team member chooses to relocate within each country (ex. from London → Manchester or Boston → Chicago), their compensation will not change. However, if the relocation is to a different country, they will be re-aligned to the new country’s compensation bands. This applies both when moving to a lower and higher cost market. - -Compensation bands for each country we have an entity in will be listed in our compensation database. As we grow, new data will be added to capture roles located in each country. - -**What to consider before moving?** - -⏳ Please initiate a move at least 3 months before your target move date. This allows us to process necessary approvals and make sure we’re able to execute the transfer. - - -1. If the team member is moving to a new country, the move must have prior approval by their [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4), the dbt Labs finance team, their manager and their team’s leadership. - 1. Please allow for one month for approvals. -2. All moves should be to a country where we have a dbt Labs entity. - 1. Any international moves outside of countries we have a presence in, must be approved by the CFO and be to a location where there is a business case. We ask for a 6 month lead time to determine if this move is possible -3. Team members must obtain their own work authorization to work in the country they are moving to. For moves initiated by the team member, dbt Labs will not cover expenses for work authorization. -4. If a move is initiated by a team member, we will not cover any relocation or living expenses. -5. We encourage team members to consult with a tax advisor to understand the implications of the move as it relates to tax and equity. - 1. **Please remember that your compensation will be updated to reflect the local market you are moving to.** - -### Short term relocation. - -📅 Generally, team members may live or work outside their permanent residence for an aggregate amount of 183 days (6 months) per year. However, the amount does depend on the particular country (or state) and what it considers to be a "resident" for tax purposes, as well as what it considers the tax year. - - -Any work being done in a country where we do not have a current presence must be approved by security to ensure access to our systems remains secure. Please submit a ticket with IT prior to confirming your working arrangements in that country. - -If a team member is considering spending more than **one month** in a location outside of your home country, please consult with your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) to ensure we are mitigating risks to the team member and the business. - -Team members are expected to communicate with their manager and team to ensure they maintain agreed upon working hours. - -### Equity - -**ISO Options:** If a team member chooses to relocate and holds ISO options, the number of options that are unvested will be converted to NSO options. If the team member has options that vested as ISOs, they will be able to retain the ISO status. When the team member relocates, the Equity team will cancel the existing ISO grant(s) and reissue NSO grant(s) for the unvested portion of the original grant within Carta. The grant will retain all of the other original terms (strike price, vesting period, etc.) - -**NSO options:** If a team member chooses to relocate and holds NSO options, nothing will change. - -🚧 There are different tax consequences for ISO and NSO options. Additionally, tax rules vary across jurisdictions. Employees are strongly encouraged to consult with a tax advisor before making any relocation decision. - -‼️ **If there is a lapse in providing services to the Company, this will qualify as a termination and all unvested options will be canceled. If a team member is rehired and resumes providing services to the Company, any grant associated with employment will need to go through the new hire process for equity. This means that a team member would receive a new strike price, vesting period, etc.** - -## Moonlighting Guidance -What you do in your own time is your business, including additional employment. We understand that many employees are involved in their communities in a variety of ways, paid and unpaid. However, dbt Labs employees are expected to comply with certain guidelines for work and other activities spent outside of your dbt Labs working hours (”[moonlighting](https://dictionary.cambridge.org/us/dictionary/english/moonlighting)”), to ensure such activities do not interfere with, conflict with or put the company at risk. We encourage transparency, and provide these guidelines for you to consider and discuss with your manager. Acceptable moonlighting: - -(1) is not during working hours that you set with dbt Labs (whatever those hours may be - the hours that you agreed upon with your manager); - -(2) isn’t performed on dbt Labs materials/property/hardware/systems; - -(3) is not being provided on behalf of dbt Labs, i.e., the activity is completely unrelated and unaffiliated with dbt Labs, your client is under no assumption that they’re receiving dbt Labs services, you don’t represent yourself as acting or speaking for dbt Labs, etc; - -(4) does not involve using or disclosing any confidential information or otherwise breaching any of your obligations with dbt Labs, including those under your agreements with dbt Labs; and - -(5) does not conflict with the work you’re doing for dbt Labs, including, but not limited to, (i) doing work for a competitor of dbt Labs or (ii) doing work for an entity that one of our customers would take serious issue with (not necessarily a competitor of our client, but maybe an entity causing direct harm to our client. If in doubt, talk to the People team). - -Lastly, moonlighting is not an excusable reason for lesser or poor performance for work at dbt Labs. dbt Labs reserves the right to prohibit (or revoke a prior opinion that the activity was not prohibited) an employee from engaging in any moonlighting it deems may not be in the best interest of the company. - -Thanks to all our employees whose energy and commitment makes dbt Labs and the larger community a better place! - -## [Office Strategy](https://www.notion.so/dbtlabs/dbt-Labs-Office-Strategy-adad4eeeb29a406493a1ea23299b5278?pvs=4) - -### What is the goal of offices at dbt Labs? - -1. **Support Community Development:** Establish an environment that embodies and amplifies dbt culture and values. - 1. Provide a space for teams to use for “on-sites” - 2. Support in-person customer interactions -2. **Drive Productivity:** Provide a space for local employees to work outside the home in lieu of Liquidspace rentals - -### What are offices NOT at dbt Labs? - -1. **A place for local team members to collaborate**: meetings need to be inclusive of all team members. ***In our perfect world, everyone in a meeting is in a Zoom or everyone in the meeting is in a room** (*even if it requires hopping on a plane). -2. **A marketing effort:** Many companies use real estate as a status symbol and to amplify their brand awareness. This is expensive and unrelated to our core workplace values (productivity, inclusivity, and community) -3. **An incentive to work in person vs at home:** We believe the best talent can come from anywhere and support employees in choosing the home and office environment that best serves them. We will not spend money on excessive meal budgets and in-office perks to motivate employees to choose to come in the office vs work at home. - -### How & When We Build Offices at dbt Labs - -**How we choose where offices go:** - -1. **Proximity to team members** - 1. Offices that are near existing concentrations of team members will get the highest utilization - 1. Generally when there are >30 employees within 30 miles of a location we will begin evaluating a permanent space in that region - 2. Offices near existing teams decreases travel spend, as a portion of the team will not need to travel for on-site events -2. **Proximity to partners, customers and other external stakeholders** - -## How we determine office size: - -1. Number of employees in the region and estimated growth - **This number is used to determine the number of desks / call rooms we need in the office.** - -*Example :* - -- Average lease term is 3-5 years, so we need to buy space to support the company for a minimum of the next 2 years of growth. -- Currently we are approaching 30 employees w/in 30 miles of San Francisco who would potentially go into the office. Total company headcount growth is expected to grow at 100%+ for the next 2 years, so we want the office to scale to when the bay area team is ~120 people -- If we assume that no more than 50% of employees are in the office on a given day, we would want an office that supports ~60 desks -2. Scale of the organization as a whole, and the need for additional collaboration spaces - **This number is used to determine number of conference rooms / scale of those spaces** - -*Example :* - -- Total number of team on-sites being hosted in the office per year -- Average size of the team visiting the office -- Number of external / customer meetings being held in the office - -### Target Layout - -1. Conference room strategy: - 1. Large rooms to support team on-sites - 1. Optimize rooms to have Zoom Room with great remote collaboration technology so if an employee is unable to travel they can engage with the discussion on their screen - 2. Smaller call rooms so employees can take meetings in a quiet space as needed - 3. Few to zero offices / small breakout spaces to disincentivize in-person collaboration with partial teams -2. Open floor plan with desks to support employees working outside their home as needed - -### Regional Offices - -Learn more about our regional offices [here](/handbook/about_dbt_labs.md#regional-offices). - -## Diversity, Equity and Inclusion - -We are committed to diversity, equity, and inclusion. DEI impacts high-level company decisions, and is woven into the culture of everyday work. - -We have three DEI committees dedicated to Team Diversity, Culture, and Company Stance and Action. Together, these committees make sure we build a diverse team, equitable company structures, and an environment that gives everyone the support and opportunities they need to thrive. - -Learn more [here](https://www.getdbt.com/dbt-labs/dei/). - -## [Conscientious Objection](https://www.notion.so/dbtlabs/Conscientious-Objection-371207f8f01c4e94bd4e62eb5c85087c?pvs=4) - -### Conscientious objection is the right of an individual to withhold their labor. - -Individual employees have the ability to opt out of working on a project or with a client that violates a deeply-held conviction. - -We each commit to bringing our whole self to work. Conscientious objection makes space for when a major part of our self conflicts with a major part of our work. - -An example from [Tristan’s writing on this](https://docs.google.com/document/d/12nAw4podecG2JWNcslAMlakujmATzXdgkCbfwLPR0sI/view#): - -“We ask an employee, who happens to be vegan, to work closely with Tyson Foods. This employee does the work and does it well, but it’s a major engagement that takes ~a third of their time for many months. After a month, this employee becomes frustrated and starts to look for other jobs. - -The problem we’re trying to solve here is individual misery created by forcing someone to do work that violates a deeply-held conviction.” - -Conscientious objection applies when a high percentage of your time is directed towards a single client or project for a prolonged period (weeks or months). This will mostly apply to the pro-serv team, some SA and SD relationships, and some implementation engineering. - -🗣️ **If your work conflicts with your deeply held beliefs, talk to your manager.** - -If you are assigned to a project or long-term relationship with a client that violates your deeply held beliefs, communicate to your manager that you want to be reassigned to a different project or client. Your manager must work in good faith to accommodate the request. If your work is going to make you miserable and hurt your soul, the whole team will suffer— it’s in everyone’s best interest to make a change. [Again, from Tristan](https://docs.google.com/document/d/12nAw4podecG2JWNcslAMlakujmATzXdgkCbfwLPR0sI/view#): - -“This is not their direct report ‘not being a team player’—rather, it is their direct report optimizing for the long-term. Managers who fail to accommodate such requests risk having high-turnover teams, which will limit their own ability to be successful.” - -If you need additional support working with your manager to figure out an accommodation, you can reach out to your [People Business Partner](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4). - -🛠 **We can help find other solutions when conscientious objection doesn’t solve the problem** - -If work that conflicts with your deeply held beliefs is a regular and predictable part of your role rather than an exception, and your right to conscientious objection is impeding the team’s overall success, the best long-term solution may be to look for a role that’s a better fit. You can work with your manager and your People Business Partner to move towards a different role within the company that is more aligned with your personal values. - -💡 You can see some of the discussion that led to this policy in [Working Document: Conscientious Objection](https://www.notion.so/Working-Document-Conscientious-Objection-31977f6aa61b447fabc4f5ac6a20f02f). - -## [Getting Support](https://www.notion.so/dbtlabs/How-to-Ask-a-People-Question-a17443c3b92346b185ca4b4c266497df?pvs=4) - -We want to make sure team members receive the support they need. The People Team is often the first place employees look to get their questions answered. dbt Labs offers different options depending on your question or situation. - -### How to get support from the People Team - -#### Ticketing System in #people-support - -💡 This is your best option to get the fastest response to questions about benefits, reimbursements, stipends, and payroll. - -The ticketing system is available on the Slack Helpdesk app and in the #people-support Slack channel. - -How to ask a People Ops Question? (submit a ticket): - -- You can submit a question (submit a ticket) 2 ways. This is the same process for submitting IT tickets: - -1️⃣ Use the help desk app in slack. Click create a ticket→ enter your name in the “on behalf of” field→choose People Ops as your category→choose your people ops issue in the field→describe your question→click on submit request. Your question will be routed to the correct People Ops or Accounting representative and they will reach out to you directly to address your questions or concerns. - -2️⃣ Navigate to the #people-support channel and @helpdesk to ask your question. You will receive a slack message to create a ticket, from there follow the steps above. The question will be routed to the appropriate team member and be addressed directly within the Helpdesk app in Slack - -**You can find more information on how to use HappyFox [here](https://www.notion.so/HappyFox-Helpdesk-System-01d0aa47cdf144649066c46d3f4491cf). - -#### Reach out to your People Business Partner (PBP) - -💡 This is the best option when you’re seeking confidentiality and don’t feel comfortable going to your manager. - -[People Business Partners](https://www.notion.so/dbtlabs/Find-your-PBP-f54e1de2eefa413bad7eb251a3a7c19f?pvs=4) are a resource for when you may want to confidentially, or anonymously, report an issue in the workplace. They can help answer and support you with any questions, concerns, or feedback about your time at dbt Labs. - -We always encourage talking with your manager first, however we welcome your questions whenever that doesn’t feel like the best option for you. - -How to ask a PBP Question? - -- Reach out to [your department’s PBP](https://www.notion.so/dbtlabs/Business-Partner-Coverage-Model-0a4ee30503464b3bb101de1d4c3ac5e8?pvs=4) directly via Slack if you have questions. - -### How to get support from outside the People Team - -#### Connect with a Peer Advocate - -💡 This is the best option when you’re seeking an alternative route to voice feedback or ideas about the company at large. - -The [Peer Advocate Program](https://www.notion.so/Peer-Advocate-Program-ef66f66a1b2f40a385b2efb578bfb4c1) was designed to provide an alternate route of communication with leadership and the team at large, for employees seeking to get feedback from peers, test ideas, or offer feedback with anonymity. - -Why would I connect with a Peer Advocate rather than a PBP? - -- As a rule of thumb, Peer Advocates are best situated to voice feedback or ideas that affect a large portion of the company. Feedback specific to you and/or one other person may be best brought to your manager, PBP, or a member of leadership. - -**How to connect with a Peer Advocate?** - -You can reach out to a [Peer Advocate](https://www.notion.so/Peer-Advocate-Program-ef66f66a1b2f40a385b2efb578bfb4c1) directly via Slack. - -#### Anonymous Hotline - -💡 This is your best option to workplace issues or *suspected illegal or unethical conduct* anonymously. - -Learn more about how to use the Anonymous Hotline [here](/handbook/benefits.md#anonymous-hotline). - diff --git a/looker_style_guide.md b/looker_style_guide.md deleted file mode 100644 index 7affeccc..00000000 --- a/looker_style_guide.md +++ /dev/null @@ -1,245 +0,0 @@ -# Looker Style Guide -To understand what goes in dbt vs Looker, please reference Tristan's article: "[How do you decide what to model in dbt vs LookML?](https://blog.getdbt.com/-how-do-you-decide-what-to-model-in-dbt-vs-lookml--/)". We believe that all business logic should live within dbt and we rarely ever use PDTs or extended views. If you find yourself reaching to create a PDT, then perhaps consider whether it should be a dbt model. - -## Structure of our LookML project -When structuring our LookML project, our views' folders should loosely reflect the structure of our dbt project with the name of the views representing our business units. For example, we have our core business units (e.g. customers) and our dbt Cloud business units (e.g. accounts, cloud projects, etc) which are similar to our [marts folder](https://github.com/fishtown-analytics/internal-analytics/tree/main/models/marts). - -Think of views as raw ingredients that are in the vegetable/fruit aisles in a grocery store. They are ingredients that can be combined and packaged into a product that fits our customers' needs. These "packaged items" are explores. More on that below. - -``` -fishtown project -├── core -│ └── customers.view -├── csm -│ └── sprints.view -├── dbt_cloud -│ ├── cloud_accounts.view -│ ├── cloud_ide_sessions.view -│ └── cloud_projects.view -├── dbt_core -│ ├── dbt_doc_viewer_activity.view -│ └── dbt_projects.view -├── finance -│ ├── quickbook_invoices.view -│ └── subscription_transactions.view -└── fishtown.model -``` - -Explores should be optimized for the business stakeholder where we're getting the best represented business unit to run our analyses off of. This means that explores should be organized based on department or category of the business unit. For example, we have several Slack views, but maybe they all join under a singular `Slack Messages` explore, which should fall under the `Community` category. - -Building off of our above analogy, explores are the packaged items that can combine ingredients (views) to suit a customer's needs. We can utilize various views to create different explores. - - -## Views - -#### Structure -* A view's name should represent the business unit (i.e. the level of granularity of the table). For example, if we're taking `fct_intercom_conversations`, then the view name should be: `intercom_conversations`. -* The `sql_table_name` should always have the [user attribute feature](https://blog.getdbt.com/how-to-integrate-dbt-and-looker-with-user-attributes/). One is for the production schema (`{{_user_attributes['prod_dbt_schema']}}` - this is not configurable) and the other is your dev schema (`{{_user_attributes['dbt_schema']}}`). You can set your dbt schema in your [Account settings](https://fishtown.looker.com/account). Reference the below example for how to format these. -* Parameters and their dimensions should be listed first -* Dimensions and measures should be organized by group label - -### Drill fields - * These should be listed under the `Dimensions` section where the name of the drill set should reflect the level of granularity/information that the set offers (e.g. "Account Information" - this contains all information about the account such as: identifier, name, plan, and created date). See the below example as a reference. - -#### Dimensions & Measures -* Dimensions and measures should be ordered as (if fields are applicable): - - name - - label _(optional)_ - - group_label - - description - - primary_key _(optional)_ - - hidden _(optional)_ - - type - - sql - - value_format_name _(optional)_ - - filter _(optional)_ - - drill_field _(optional)_ -* Primary keys for the view should be the first dimension listed (IDs always come first, similar to our [SQL Style Guide](https://github.com/fishtown-analytics/corp/blob/master/dbt_coding_conventions.md)) and most times should be hidden. This allows us to understand the granularity of the view and is required if you want to use joins on the view. -* All dimensions and measures should have a description when the name itself is not intuitive or if the field is complex. This is especially important when we have common dimension/measure names across views (e.g. `created_at`). Descriptions can describe the definition, use case and/or calculation. -* There should be a dimension for every field that exists in the table that the view is built off of. If the dimension is not useful for visualizations (e.g. an `id` field created via the surrogate key) then it should be flagged as hidden. -* We prefer `value_format_name` over `value_format` -* Regarding timestamps, all `type: time` dimension_groups must have `convert_tz = no` in the logic to standardize timestamps and ensure accuracy in reporting. -* Measures should reference the dimension (e.g. `${order_total}` over `${TABLE}.order_total`). This is because if you were to change the definition of `${order_total}` in the dimension, then it wouldn't be reflected in the measure aggregation if you used `${TABLE}.order_total` - -#### Example - -``` -view: intercom_conversations { - sql_table_name: - -- if prod -- analytics.{{_user_attributes['prod_dbt_schema']}}.fct_intercom_conversations - -- if dev -- analytics.{{_user_attributes['dbt_schema']}}.fct_intercom_conversations ;; - - -# =============================================== PARAMETERS - - parameter: date_granularity { - type: string - allowed_value: { value: "Day" } - allowed_value: { value: "Month" } - allowed_value: { value: "Quarter" } - allowed_value: { value: "Year" } - } - - dimension: date { - label_from_parameter: date_granularity - sql: - CASE - WHEN {% parameter date_granularity %} = 'Day' THEN ${day_in_funnel_date} - WHEN {% parameter date_granularity %} = 'Month' THEN ${day_in_funnel_month} - WHEN {% parameter date_granularity %} = 'Quarter' THEN ${day_in_funnel_quarter} - WHEN {% parameter date_granularity %} = 'Year' THEN ${day_in_funnel_year} - ELSE NULL - END ;; - } - -# =========================================== DIMENSIONS - -# ---------------------------- IDs - dimension: conversation_id { - group_label: "Identifiers" - description: "Primary key for the table. Links to the intercom conversation thread." - primary_key: yes - hidden: yes - type: string - sql: ${TABLE}."CONVERSATION_ID" ;; - link: { - label: "Intercom Link" - url: "https://app.intercom.com/a/apps/c15gqki8/inbox/inbox/all/conversations/{{ value }}" - } - } - dimension: customer_id { - group_label: "Identifiers" - description: "The identifier for the customer." - type: string - sql: ${TABLE}."CUSTOMER_ID" ;; - } - -# ---------------------------- Conversations - dimension: responses { - group_label: "Conversation response metrics" - description: "Sum of admin and user responses" - type: number - sql: ${TABLE}."TOTAL_RESPONSES" ;; - } - -# ---------------------------- Timestamps - dimension_group: updated { - group_label: "Timestamps" - description: "Timestamp of last alterations EST" - hidden: yes - type: time - timeframes: [ - raw, - time, - date, - week, - month, - quarter, - year - ] - sql: ${TABLE}."UPDATED_AT" ;; - convert_tz: no - } - - -# =========================================== DRILL FIELDS - - set: account_information { - fields: [ - account_id, - account_name, - plan, - created_date - ] - } - -# =========================================== MEASURES - -# ---------------------------- SLA performance - measure: total_responses { - group_label: "SLA Performance" - description: "The total responses within an Intercom conversation (both admin and user)" - type: sum - sql: ${responses} ;; - value_format_name: percent_1 - } - - measure: total_responses_enterprise { - label: "Total Responses by Enterprise Customers" - group_label: "SLA Performance" - description: Total responses within an Intercom conversation for Enterprise accounts" - type: sum - sql: ${responses} ;; - filters: [plan: "Enterprise"] - drill_fields: [account_information*] - } -``` - -## Models -* Explores should be organized by group label and group labels should be organized alphabetically -* Every explore should be listed under a `group_label` (see how we categorize explores in the "Structure of our LookML project" section) -* Every explore should also have a description which should describe the explore's functionality and any nuances. -* Explores should have only a few joins at max. If you're finding yourself joining several views to a single explore, it might mean you'll need to: 1. Model this in dbt 2. Rethink which table should be the base of the explore you're creating -* There are occasions, particularly for views with many dimensions, where you want to limit the dimensions of the joining view or if the joining view has repeated dimensions that the right table already has where you'd want to exclude dimensions (see below for examples). - -``` -connection: "snowflake" - -include: "/core/*.view" -include: "/dbt_cloud/*.view" -include: "/dbt_core/*.view" -include: "/intercom/*.view" -include: "/csm/*.view" -include: "/finance/*.view" -include: "/metrics/*.view" -include: "/salesforce/*.view" -include: "/slack/*.view" -include: "/snowplow/*.view" -include: "/feedback/*.view" - -.... - -#=============================================== DBT CLOUD - -explore: cloud_accounts { - join: customers { - view_label: "Cloud Customers" - fields: [ - customer_name, - is_current, - ltv, - first_payment_date, - start_month, - end_month - ] - sql_on: ${cloud_accounts.account_id} = ${customers.account_id} ;; - type: left_outer - relationship: one_to_one - } -} - -explore: cloud_ide_sessions { - label: "IDE Sessions" - group_label: "dbt Cloud" - join: cloud_users { - view_label: "Cloud Users" - sql_on: ${cloud_ide_sessions.user_id} = ${cloud_users.user_id} ;; - type: left_outer - relationship: many_to_one - } - join: customers { - view_label: "Cloud Customers" - fields: [ - ALL_FIELDS*, - -customers.account_id, - -customers.account_name, - -customers.account_created - ] - sql_on: ${cloud_ide_sessions.account_id} = ${customers.account_id} ;; - type: left_outer - relationship: one_to_one - } -} - - -``` diff --git a/mission.md b/mission.md deleted file mode 100644 index 9e0af2bb..00000000 --- a/mission.md +++ /dev/null @@ -1,3 +0,0 @@ -# dbt Labs Mission Statement - -To empower data practitioners to create and disseminate organizational knowledge. diff --git a/website/README.md b/website/README.md new file mode 100644 index 00000000..6477a55a --- /dev/null +++ b/website/README.md @@ -0,0 +1,198 @@ +This website was created with [Docusaurus](https://docusaurus.io/). + +# What's In This Document + +- [Get Started in 5 Minutes](#get-started-in-5-minutes) +- [Directory Structure](#directory-structure) +- [Editing Content](#editing-content) +- [Adding Content](#adding-content) +- [Full Documentation](#full-documentation) + +# Get Started in 5 Minutes + +1. Make sure all the dependencies for the website are installed: + +```sh +# Install dependencies +$ yarn +``` + +2. Run your dev server: + +```sh +# Start the site +$ yarn start +``` + +## Directory Structure + +Your project file structure should look something like this + +``` +my-docusaurus/ + docs/ + doc-1.md + doc-2.md + doc-3.md + website/ + blog/ + 2016-3-11-oldest-post.md + 2017-10-24-newest-post.md + core/ + node_modules/ + pages/ + static/ + css/ + img/ + package.json + sidebars.json + siteConfig.js +``` + +# Editing Content + +## Editing an existing docs page + +Edit docs by navigating to `docs/` and editing the corresponding document: + +`docs/doc-to-be-edited.md` + +```markdown +--- +id: page-needs-edit +title: This Doc Needs To Be Edited +--- + +Edit me... +``` + +For more information about docs, click [here](https://docusaurus.io/docs/en/navigation) + +## Editing an existing blog post + +Edit blog posts by navigating to `website/blog` and editing the corresponding post: + +`website/blog/post-to-be-edited.md` + +```markdown +--- +id: post-needs-edit +title: This Blog Post Needs To Be Edited +--- + +Edit me... +``` + +For more information about blog posts, click [here](https://docusaurus.io/docs/en/adding-blog) + +# Adding Content + +## Adding a new docs page to an existing sidebar + +1. Create the doc as a new markdown file in `/docs`, example `docs/newly-created-doc.md`: + +```md +--- +id: newly-created-doc +title: This Doc Needs To Be Edited +--- + +My new content here.. +``` + +1. Refer to that doc's ID in an existing sidebar in `website/sidebars.json`: + +```javascript +// Add newly-created-doc to the Getting Started category of docs +{ + "docs": { + "Getting Started": [ + "quick-start", + "newly-created-doc" // new doc here + ], + ... + }, + ... +} +``` + +For more information about adding new docs, click [here](https://docusaurus.io/docs/en/navigation) + +## Adding a new blog post + +1. Make sure there is a header link to your blog in `website/siteConfig.js`: + +`website/siteConfig.js` + +```javascript +headerLinks: [ + ... + { blog: true, label: 'Blog' }, + ... +] +``` + +2. Create the blog post with the format `YYYY-MM-DD-My-Blog-Post-Title.md` in `website/blog`: + +`website/blog/2018-05-21-New-Blog-Post.md` + +```markdown +--- +author: Frank Li +authorURL: https://twitter.com/foobarbaz +authorFBID: 503283835 +title: New Blog Post +--- + +Lorem Ipsum... +``` + +For more information about blog posts, click [here](https://docusaurus.io/docs/en/adding-blog) + +## Adding items to your site's top navigation bar + +1. Add links to docs, custom pages or external links by editing the headerLinks field of `website/siteConfig.js`: + +`website/siteConfig.js` + +```javascript +{ + headerLinks: [ + ... + /* you can add docs */ + { doc: 'my-examples', label: 'Examples' }, + /* you can add custom pages */ + { page: 'help', label: 'Help' }, + /* you can add external links */ + { href: 'https://github.com/facebook/docusaurus', label: 'GitHub' }, + ... + ], + ... +} +``` + +For more information about the navigation bar, click [here](https://docusaurus.io/docs/en/navigation) + +## Adding custom pages + +1. Docusaurus uses React components to build pages. The components are saved as .js files in `website/pages/en`: +1. If you want your page to show up in your navigation header, you will need to update `website/siteConfig.js` to add to the `headerLinks` element: + +`website/siteConfig.js` + +```javascript +{ + headerLinks: [ + ... + { page: 'my-new-custom-page', label: 'My New Custom Page' }, + ... + ], + ... +} +``` + +For more information about custom pages, click [here](https://docusaurus.io/docs/en/custom-pages). + +# Full Documentation + +Full documentation can be found on the [website](https://docusaurus.io/). diff --git a/website/core/Footer.js b/website/core/Footer.js new file mode 100644 index 00000000..086fd87d --- /dev/null +++ b/website/core/Footer.js @@ -0,0 +1,39 @@ +/** + * Copyright (c) Facebook, Inc. and its affiliates. + * + * This source code is licensed under the MIT license found in the + * LICENSE file in the root directory of this source tree. + */ + +const React = require('react'); + +class Footer extends React.Component { + docUrl(doc) { + const baseUrl = 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"fd-slicer": "~1.1.0" + } + } + } +} diff --git a/website/package.json b/website/package.json new file mode 100644 index 00000000..28c38e75 --- /dev/null +++ b/website/package.json @@ -0,0 +1,14 @@ +{ + "scripts": { + "examples": "docusaurus-examples", + "start": "docusaurus-start", + "build": "docusaurus-build", + "publish-gh-pages": "docusaurus-publish", + "write-translations": "docusaurus-write-translations", + "version": "docusaurus-version", + "rename-version": "docusaurus-rename-version" + }, + "devDependencies": { + "docusaurus": "^1.14.7" + } +} diff --git a/website/pages/en/help.js b/website/pages/en/help.js new file mode 100644 index 00000000..ba4df9c0 --- /dev/null +++ b/website/pages/en/help.js @@ -0,0 +1,54 @@ +/** + * Copyright (c) Facebook, Inc. and its affiliates. + * + * This source code is licensed under the MIT license found in the + * LICENSE file in the root directory of this source tree. + */ + +const React = require('react'); + +const CompLibrary = require('../../core/CompLibrary.js'); + +const Container = CompLibrary.Container; +const GridBlock = CompLibrary.GridBlock; + +function Help(props) { + const {config: siteConfig, language = ''} = props; + const {baseUrl, docsUrl} = siteConfig; + const docsPart = `${docsUrl ? `${docsUrl}/` : ''}`; + const langPart = `${language ? `${language}/` : ''}`; + const docUrl = (doc) => `${baseUrl}${docsPart}${langPart}${doc}`; + + const supportLinks = [ + { + content: `Learn more using the [documentation on this site.](${docUrl( + 'doc1.html', + )})`, + title: 'Browse Docs', + }, + { + content: 'Ask questions about the documentation and project', + title: 'Join the community', + }, + { + content: "Find out what's new with this project", + title: 'Stay up to date', + }, + ]; + + return ( +
    + +
    +
    +

    Need help?

    +
    +

    This project is maintained by a dedicated group of people.

    + +
    +     +
    + ); +} + +module.exports = Help; diff --git a/website/pages/en/users.js b/website/pages/en/users.js new file mode 100644 index 00000000..5a0136d4 --- /dev/null +++ b/website/pages/en/users.js @@ -0,0 +1,53 @@ +/** + * Copyright (c) Facebook, Inc. and its affiliates. + * + * This source code is licensed under the MIT license found in the + * LICENSE file in the root directory of this source tree. + */ + +const React = require('react'); + +const CompLibrary = require('../../core/CompLibrary.js'); + +const Container = CompLibrary.Container; + +class Users extends React.Component { + render() { + const {config: siteConfig} = this.props; + if ((siteConfig.users || []).length === 0) { + return null; + } + + const showcase = siteConfig.users.map((user) => ( + + {user.caption} + + )); + + return ( +
    + +
    +
    +

    Who is Using This?

    +

    This project is used by many folks

    +
    +
    {showcase}
    + {siteConfig.repoUrl && ( + +

    Are you using this project?

    + + Add your company + +     + )} +
    +     +
    + ); + } +} + +module.exports = Users; diff --git a/website/sidebars.json b/website/sidebars.json new file mode 100644 index 00000000..50a0e68c --- /dev/null +++ b/website/sidebars.json @@ -0,0 +1,17 @@ +{ + "docs": { + "Handbook": [ + "about_dbt_labs", + "mission", + "values", + "hiring", + "working_here", + "talent_development", + "compensation", + "benefits", + "time_off", + "policies", + "getting_support" + ] + } +} diff --git a/website/siteConfig.js b/website/siteConfig.js new file mode 100644 index 00000000..9de9eb17 --- /dev/null +++ b/website/siteConfig.js @@ -0,0 +1,105 @@ +/** + * Copyright (c) Facebook, Inc. and its affiliates. + * + * This source code is licensed under the MIT license found in the + * LICENSE file in the root directory of this source tree. + */ + +// See https://docusaurus.io/docs/site-config for all the possible +// site configuration options. + +// List of projects/orgs using your project for the users page. +// const users = [ +// { +// caption: 'User1', +// // You will need to prepend the image path with your baseUrl +// // if it is not '/', like: '/test-site/img/image.jpg'. +// image: '/img/undraw_open_source.svg', +// infoLink: 'https://www.facebook.com', +// pinned: true, +// }, +// ]; + +const siteConfig = { + title: 'Handbook', // Title for your website. + tagline: '', + url: 'https://handbook.getdbt.com', // Your website URL + baseUrl: '/', // Base URL for your project */ + // For github.io type URLs, you would set the url and baseUrl like: + // url: 'https://facebook.github.io', + // baseUrl: '/test-site/', + + // Used for publishing and more + projectName: 'handbook', + organizationName: 'dbt Labs', + // For top-level user or org sites, the organization is still the same. + // e.g., for the https://JoelMarcey.github.io site, it would be set like... + // organizationName: 'JoelMarcey' + + // For no header links in the top nav bar -> headerLinks: [], + headerLinks: [], + + // If you have users set above, you add it here: + // users + + /* path to images for header/footer */ + headerIcon: 'img/dbt-labs-light.svg', + footerIcon: 'img/dbt-logo-light.svg', + favicon: 'img/dbt-logo.svg', + + /* Colors for website */ + colors: { + primaryColor: '#047378', + secondaryColor: '#047378', + }, + + /* Custom fonts for website */ + /* + fonts: { + myFont: [ + "Times New Roman", + "Serif" + ], + myOtherFont: [ + "-apple-system", + "system-ui" + ] + }, + */ + + // This copyright info is used in /core/Footer.js and blog RSS/Atom feeds. + copyright: `Copyright © ${new Date().getFullYear()} dbt Labs`, + + highlight: { + // Highlight.js theme to use for syntax highlighting in code blocks. + theme: 'default', + }, + + // Add custom scripts here that would be placed in + Your Site Title Here + + + If you are not redirected automatically, follow this + link. + + \ No newline at end of file