Update management.md #10668
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Update management.md #10668
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…nager's responsibilities
raquelmsmith
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timgl,
fraserhopper,
jamesefhawkins and
charlescook-ph
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charlescook-ph
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Feb 13, 2025
zlwaterfield
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Feb 14, 2025
| @@ -9,6 +9,7 @@ A manager at PostHog has a short list of responsibilities: | |||
| 2. Making sure your direct reports are happy and productive | |||
| 3. Acting as the [hiring manager](/handbook/people/hiring-process#the-role-of-the-hiring-manager) for new roles in your team | |||
| 4. Creating good plans for new person [onboarding](https://github.com/PostHog/company-internal/issues/1517#issuecomment-2411532110) and [small team offsites](/handbook/company/offsites#small-team-offsites) | |||
| 5. Escalating performance issues to execs if you've been unable to resolve them with a teammate | |||
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To be more consistent with language above:
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| 5. Escalating performance issues to execs if you've been unable to resolve them with a teammate | |
| 5. Escalating performance issues to execs if you've been unable to resolve them with a direct report |
| - Around the 60 day mark, if things are going well, the manager might want to give an indication of this as it can ease any fears the team member may have. A member of the Ops team will also check in with the manager to see if things are on track. | ||
| - The 60 day mark is likely the _latest_ point a manager should be flagging any issues in performance with a new starter. If there are concerns, it's best to raise these with the Exec team as soon as possible to come up with a plan on how to move forward. | ||
| - Feedback is a really important part of the onboarding process and as a manager it's a good idea to ensure the new team member receives feedback from their peers - either from you collecting it or them receiving it directly from their peers. It won't always be possible or necessary to do a 360 feedback session within the first 3 months, so it's up to you as a manager how best to approach that. As a manager you can also have blind spots on performance, so checking in with their peers can be helpful and can be done during your normal 1-1s. | ||
| A manager's [responsibilities](/handbook/company/management) for a new hire are the same as for the rest of their team though with a little extra scrutiny. During the [first 3 months probationary period](/handbook/people/compensation#notice-period) there is an even greater importance on 1) providing feedback to the new team member, and 2) communicating with execs about unresolved performance issues, so that there is enough time for action. Managers are, again, not responsible for hiring or firing, nor communicating these possibilities directly to teammates - this is handled by the exec team, and is frankly a very rare situation - the vast majority of people we hire do pass their probationary period! |
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The wording of this is a little weird to me:
Suggested change
| A manager's [responsibilities](/handbook/company/management) for a new hire are the same as for the rest of their team though with a little extra scrutiny. During the [first 3 months probationary period](/handbook/people/compensation#notice-period) there is an even greater importance on 1) providing feedback to the new team member, and 2) communicating with execs about unresolved performance issues, so that there is enough time for action. Managers are, again, not responsible for hiring or firing, nor communicating these possibilities directly to teammates - this is handled by the exec team, and is frankly a very rare situation - the vast majority of people we hire do pass their probationary period! | |
| Managers are responsible for helping their new members navigate the [first 3 months probationary period](/handbook/people/compensation#notice-period). There is a strong importance on 1) providing feedback to the new team member, and 2) communicating with execs about unresolved performance issues, so that there is enough time for action. Managers are, again, not responsible for hiring or firing, nor communicating these possibilities directly to teammates - this is handled by the exec team, and is frankly a very rare situation - the vast majority of people we hire do pass their probationary period! |
TBH I don't think A manager's [responsibilities](/handbook/company/management) for a new hire are the same as for the rest of their team though with a little extra scrutiny. is needed.
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Changes
A couple managers have mentioned to me that they weren't quite sure what their responsibilities were for new hires.
We're also switching to a 45-day ops checkin to give the team mate and others more time to adjust & handle any issues.