Impact review cycles

If you have any questions about the Impact Review process, or need help in general, please Slack #ask-people-team

Impact Reviews explained

We create a high-performance culture at Sourcegraph by providing continuous, actionable, and direct feedback, both informally and formally. While we expect our Managers to provide ongoing feedback with Teammates year-round in 1:1 meetings and informally, we also provide formal feedback via our semi-annual “impact review” process, which takes place annually in February and August.

The purpose of this handbook page is to outline our formal semi-annual feedback review process, known as “impact reviews.” We refer to our semi-annual review process as “impact reviews” because they reveal the impact that you are making here at Sourcegraph.

To read more about how we provide continuous feedback and our performance improvement plan (PIP) process, please see our Teammate Development page.

What is an impact review?

Our impact review process follows the 360-degree feedback model, which is a performance evaluation method where feedback is gathered from multiple sources, including self-review, peers, and supervisors, and direct-reports (if applicable). The benefit of this model is that it provides a more well-rounded and comprehensive view of a teammates’s performance and behavior. It takes into account multiple perspectives and can provide insights into areas for improvement that the teammate may not be aware of. Additionally, it can help to increase self-awareness and provide a more accurate assessment of an teammates’s strengths and weaknesses. By including feedback from different levels and areas of the organization, the 360-degree feedback model can provide a more accurate and objective evaluation of a teammate’s performance and help to foster a culture of continuous improvement and development.

Who is eligible for a review / compensation increase?

To be eligible for a merit increase during the impact review cycle, a Teammate must have worked at least 4-months in that given review period and have received a Skill and Values-based performance rating of at least “2” in both areas.

  • On average, Teammates can expect to have their compensation increased for merit purposes once a year if they are meeting expectations.
  • Teammates can receive compensation increases 2x per year for exceptional performance (9-box score: “Exceeding High Bar” with a 1:1, 1:2 or 2:1 score), but the expectation is that Teammates receive a comp review 1x per year
  • Teammates who recieve a 3 are not eligible for a compensation increase.
  • Teammates can also receive a compensation increase if they have fallen below the 75th percentile of their respective compensation band.

When do impact reviews take place?

Formal performance reviews take place twice a year, aligning with our promotion and compensation review cycles.

  • 1st review period of the year: 1H
    • Launches at the end of January (corresponding promotion and/or pay increase goes into effect March 1st).
    • This review period reviews a teammates performance between August 1st to January 31st.
    • Who is eligible: Must be hired on or before October 1st.
  • 2nd review period of the year: 2H
    • Launches at the end of July (corresponding promotion and/or pay increase goes into effect September 1st).
    • This review period reviews a teammates performance between February 1st and July 31st.
    • Who is eligible: Must be hired on or before April 1st.

Impact Review Schedule - 2H review

2H Review Process Schedule (Review Period: August 1st to January 31st)

  • Reviewer selection: to (5 business days)
    • Confirm selections with managers: and (2 business days, overlaps with review selection period)
  • Review writing for ICs: to (8 business days)
    • and are no meeting days/blocked for review writing
  • Review writing for Managers: to (11 business days)
  • Calibrations: to
    • Live dept calibrations: to (4 business days)
    • Exec team calibration: (1 business day)
    • Finalize Calibration Async: to (2 business days)
  • People team admin time to confirm increases/create letters/update systems: to
  • Review delivery period: to (9 business days)
  • All compensation increases and/or promotions effective Sept 1st (retroactive)

Enablement Schedule

Who provides feedback?

During an Impact Review, you will be asked to give and receive the following reviews.

Reviews a Teammate gives:

  • Self-review: you will write a review of yourself, reflecting on your own contributions and how you’ve made an impact.
  • Upward review: you will write a review of your Manager, reflecting on how they’ve supported your development and what they can do to support you more effectively.

Reviews a Teammate receives:

  • Peer review: you will select and receive reviews from 2 Peers who can speak to your contributions and values alignment.
  • Manager review: your Manager will reflect on your contribution to your team, including how you’ve made an impact and embodied our values.

What we do with impact review feedback

Results from the semi-annual impact review process support the growth and development of our Teammates in the following ways:

  • Helps identify strengths & accomplishments, which guides promotion eligibility and corresponding compensation increases.

  • Compensation philosophy

  • Helps identify development opportunities & a corresponding coaching/action plan.

Impact Review process

How to select reviewers & submit your review

Once the review process begins, Teammates will receive reminders and communication through Lattice via Slack and Email.

Lattice resources:

Questions we ask in the Impact Review

Teammate self-review:

  1. Performance: Looking back over the past performance period, how would you rate your level of success in achieving your commitments or goals as it relates to your role and level? [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide examples in the comment field that support your rating.
  2. Values: Looking back over the past performance period, how would you rate your level of success in showcasing our values? [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations]. Please provide supporting examples in the comment field that best describe how you exhibited Sourcegraph values over the past performance period.
  3. Growth Opportunities: I have showcased the expected domain knowledge, skills, and execution in alignment with my role/level. [Rating Scale: 1 Strongly Agree, 2 Agree, 3 Disagree ] Please provide specific examples in the comment field that support what you should start, stop, or continue doing to amplify performance.
  4. Goal Setting: What goals are you setting for yourself over the next 6 months to be successful?
  5. Additional Feedback (Optional): Please share any additional feedback that may be helpful for your manager to review as a part of your self-review assessment.

Peer review:

  1. Performance: This teammate consistently delivers quality work in line with their role/level. [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide specific examples in the comment field that supports how this teammate contributed to the success of a project, team, or initiative over the past review period.

    (Response is only visible to this teammate’s Manager)

  2. Values: This teammate consistently showcased our values over the past performance period. [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide supporting examples that best describe how this teammate exhibited Sourcegraph values over the past performance period.

    (Response is only visible to teammate’s Manager)

  3. Growth Opportunities: This teammate has showcased the expected domain knowledge, skills, and execution in alignment with their role/level. [Rating Scale: 1 Strongly Agree, 2 Agree, 3 Disagree] Please provide specific examples in the comment field that support what this teammate should start, stop, or continue doing to amplify performance.

    (Response is only visible to this teammate’s Manager)

  4. Goal Setting: How can this teammate better support you over the next 6 months?

    (Response is visible to this teammate)

  5. Additional Feedback (Optional): Please share any additional feedback that may help this teammate grow in the next review period.

    (Response is visible to this teammate)

Direct Report-to-Manager review (skip-level feedback):

  1. Performance: My manager enabled me to do my best work over the past review period. [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide specific examples in the comment field that supports if and how your manager enabled your success over the past review period.

    (Response is only visible to your Manager’s Manager. Your direct Manager will not see your responses.)

  2. Values: My manager consistently showcased our values over the past review period. [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide supporting examples that best describe if and how your manager exhibited Sourcegraph values over the past performance period.

    (Response is only visible to your Manager’s Manager. Your direct Manager will not see your responses.)

  3. Growth Opportunities: My Manager showcased the expected domain knowledge, skills, and execution required to effectively manage me. [Rating Scale: 1 Strongly Agree, 2 Agree, 3 Disagree] Please provide specific examples in the comment field that support what your manager should start, stop, or continue doing to amplify performance. (Response is only visible to your Manager’s Manager. Your direct Manager will not see your responses.)

  4. Goal Setting: What support do you need from your manager to be successful in the next 6-months?

    (Response is visible to your Manager)

  5. Additional Feedback (Optional): Please share any additional feedback that may help your manager grow in the next review period.

    (Response is visible to your Manager)

Manager-to-Direct Report review:

  1. Performance: What is this teammate’s 9-box performance (skill) score? [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide supporting examples regarding accomplishments, role/skill execution, and other feedback reflective of the past review period.

  2. Values: What is this teammate’s 9-box values score? [Rating Scale: 1 Exceeded Expectations, 2 Met Expectations, 3 Below Expectations] Please provide supporting examples that best describe how this teammate exhibited Sourcegraph values over the past performance period.

  3. Growth Opportunities: This Teammate has showcased the expected domain knowledge, skills, and execution in alignment with their role/level. [Rating Scale: 1 Strongly Agree, 2 Agree, 3 Disagree] Please provide specific examples in the comment field that support what this teammate should start, stop, or continue doing to amplify performance.

  4. Goal Setting: What goals do you want this teammate to achieve over the next 6 months?

  5. Promotion Readiness: I am recommending this teammate for promotion. [Yes/No]

    (Response is not visible to teammate and will only be used as part of calibration)

  6. Additional Feedback (Optional): Please share any additional feedback that may help this teammate grow in the next review period.

The Talent Assessment using the 9-box

In addition to asking the above questions during the Impact Review process, we also ask our Managers to submit a Talent Assessment score in alignment with our 9-box guidance.

9-BOX VISUAL

Combined with the Impact Review Feedback, the Talent Assessment framework helps:

  • Support Teammates career progression
  • Calibrate promotion readiness and succession planning
  • Connect Teammates to development opportunities
  • Reduce bias in the calibration process and fosters transparency
  • Recognize top talent cross-functionally

How we evaluate performance using a 9-box

Teammate performance is evaluated through two complementary lenses:

    1. Your performance in your role (skill)
    1. Your embodiment of the Sourcegraph Values

The overall Performance Rating is a combination of Skills and Values-based performance.

Rating definitions

Your skill-based rating is directly tied to outcomes and indicates how well you execute across the spectrum of core competencies in your role/level, over the review period. Your values-based rating indicates how well you exhibited our company values over the review period. Teammates, regardless of level, are expected to be leaders in our values. Those who demonstrate the most impact at Sourcegraph will not only regularly move the company forward through the work they complete, but will also do so in a way that exemplifies our values.

You will receive a Performance Rating and a Values Rating, as well as a written review document from your Manager summarizing your achievements, strengths, and development areas.

We do not stack rank Teammates but, rather, calibrate across the organization to achieve anticipated rating distributions. While we do not force distribution, we anticipate the following Teammate distribution, on average:

Exceeding High Bar” Definitions

Expected distribution: during a review cycle, ~20% of Teammates will fall in the “Exceeding High Bar” (high performance) category.

Score definition: 1:1 (values:skills); ‘Star Performer’

  • TL;DR: teammates who receive a score with a 1 in values and a 1 are our highest performing teammates. This score indicates that a teammate consistently exceeds our high bar both in values and skill.
  • Expected distribution: top 3-5% of the company. Getting this score is a big deal!
  • Examples:
    • Values (1): exceeds in many, exhibits all, deficient in none.
      • This teammate consistently exhibits our values and consistently raises the high bar set for individuals at the level.
      • This teammate is going above and beyond the expected contribution of work in alignment with our values, tied to a specific example and/or a direct result/ impact to the business/ cross-functional partners
      • Their values impact is felt beyond their immediate team and/or department.
      • Consistently takes initiative to identify problems and provide innovative solutions.
      • Builds strong relationships with colleagues and stakeholders and collaborates effectively to achieve team goals.
      • Challenges and debates when needed/appropriate, but in a tactful and helpful manner.
    • Skill (1): contributions consistently raise the high bar set for individuals at their level. Execution, both individually and cross-functionally, is consistently excellent.
      • This teammate consistently executes above expected targets and goals.
      • This teammates is performing at the next level on their respective career framework or delivering on a project above and beyond the expected results.
      • The impact of their work is felt beyond their immediate team and/or department.
      • Being a subject matter expert in their area of work and providing valuable insights to the team.
      • Consistently delivering high-quality work that exceeds expectations.
      • Consistently shows a willingness to take on new challenges and responsibilities.
      • Demonstrates a strong work ethic, attention to detail, and a commitment to continuous learning and improvement.
  • Recommended manager action: support your top performers by providing recognition and feedback, encouraging growth and development, fostering a positive work environment, providing autonomy and flexibility, and offering rewards and incentives. Top performers thrive on feedback and recognition, so it’s important to provide regular and specific feedback on their work and recognize their accomplishments in a meaningful way. Regularly ask them what else they need from you to feel supported and successful.
  • Promotion & merit eligibility:
    • Eligible for merit increase; recommended merit increase: 7.5-10% *
    • Promotion eligibility largely depends on where the teammate is in the career framework (e.g. is there an opening and business need for the next level); at minimum, we expect individuals to exceed and sustain performance at their current level, with spikes into the next level for promotion consideration. Link to Handbook on Promotion Eligibility Guidance.
  • Merit increase frequency: Teammates rated a 1:1 are eligible to receive a compensation increase every impact review cycle, meaning someone consistently rated “Top Tier” could receive an increase every 6 months. This allows us to directly reward top performance every period.

Score definition: 2:1 (values:skills)

  • TL;DR: teammates who receive a score with a 2 in values and a 1 in skills are valued and important members of the team. This score indicates that a teammate consistently meets (and sometimes, but not always, exceeds) our high bar and their contributions are in line with expectations at their current level.
  • Examples:
    • Values (2): exceeds in some, exhibits most.
      • Consistently exhibits our values and exceeds in some, but does not necessarily set an example for the team.
      • Values embodiment is sometimes, but not always, felt beyond their immediate team and/or department.
    • Skill (1): contributions consistently raise the high bar set for individuals at their level. Execution, both individually and cross-functionally, is consistently excellent.
      • This teammate consistently executes above expected targets and goals.
      • This teammates is performing at the next level on their respective career framework or delivering on a project above and beyond the expected results.
      • This teammate’s contributions consistently raise the high bar set for individuals at the level.
      • The impact of their work is felt beyond their immediate team and/or department.
      • Being a subject matter expert in their area of work and providing valuable insights to the team.
      • Consistently delivering high-quality work that exceeds expectations.
      • Consistently shows a willingness to take on new challenges and responsibilities.
      • Demonstrates a strong work ethic, attention to detail, and a commitment to continuous learning and improvement.
  • Recommended manager action: to support an employee who exceeds high bar for skills and meets high bar for values, a manager should provide opportunities for advancement and challenges to keep the employee engaged and motivated. Encouraging continued learning and development can also help the employee stay up-to-date with industry trends and further develop their skills. The manager should also recognize the employee’s adherence to organizational values and express appreciation for their contributions to maintaining a positive work culture. Additionally, the manager should ensure that the employee has the necessary support and resources to continue to excel, such as access to training, tools and technology, and support from colleagues and management. By providing support in these ways, the manager can encourage the employee to continue exceeding expectations for skills while upholding organizational values.
  • Promotion & merit eligibility:
    • Eligible for merit increase; recommended merit increase: 7.5-10% *
    • Promotion eligibility largely depends on where the teammate is in the career framework (e.g. is there an opening and business need for the next level); at minimum, we expect individuals to exceed and sustain performance at their current level, with spikes into the next level for promotion consideration. Link to Handbook on Promotion Eligibility Guidance.
  • Merit increase frequency: Teammates rated a 2:1 are eligible to receive a compensation increase every impact review cycle, meaning someone consistently rated “Top Tier” could receive an increase every 6 months. This allows us to directly reward top performance every period.

Score definition: 1:2 (values:skills)

  • TL;DR: teammates who receive a score with a 1 in values and a 2 in skills are valued and important members of the team. This score indicates that a teammate consistently meets (and sometimes, but not always, exceeds) our high bar and their contributions are in line with expectations at their current level.
  • Examples:
    • Values (1): exceeds in many, exhibits all, deficient in none.
      • This teammate consistently exhibits our values and consistently raises the high bar set for individuals at the level. Deficient in none.
      • Their values impact is felt beyond their immediate team and/or department.
      • Consistently takes initiative to identify problems and provide innovative solutions.
      • Builds strong relationships with colleagues and stakeholders and collaborates effectively to achieve team goals.
      • Challenges and debates when needed/appropriate, but in a tactful and helpful manner.
    • Skills (2): contributions are in line with expectations at current level and sometimes exceed them.
      • Consistently meets deadlines and delivers work that meets our high bar, but doesn’t necessarily go above and beyond or seek out opportunities for growth and development.
      • Meets expectations for assigned tasks, but doesn’t consistently proactively take on additional responsibilities or projects
      • Demonstrates solid technical skills, but may be lacking some soft skills such as communication, teamwork, or leadership
      • Is a reliable and consistent contributor to the team, but not necessarily standing out or taking initiative to innovate or problem-solve
  • Recommended manager action: to support a teammate who exceeds high bar for values and meets high bar for skills, a manager should recognize and appreciate their commitment to organizational values, encourage further development of skills through training or coaching, provide opportunities for growth and advancement, demonstrate trust and autonomy by delegating more responsibility, and offer the necessary support and resources to help the employee continue to excel. By providing support in these ways, a manager can encourage the employee to maintain their strong values while also continuing to develop their skills and contribute to the organization’s success.
  • Promotion & merit eligibility:
    • Eligible for merit increase; recommended merit increase: 5.5-7.5% * (note: the merit increase for getting an “exceeding” in values may be slightly less that getting an “exceeding” score in skill)
    • Promotion eligibility largely depends on where the teammate is in the career framework (e.g. is there an opening and business need for the next level); at minimum, we expect individuals to exceed and sustain performance at their current level, with spikes into the next level for promotion consideration. Link to Handbook on Promotion Eligibility Guidance.
  • Merit increase frequency: Teammates rated a 1:2 are eligible to receive a compensation increase every impact review cycle, meaning someone consistently rated “Top Tier” could receive an increase every 6 months. This allows us to directly reward top performance every period.

“Meeting High Bar” Definitions

Expected distribution: during a review cycle, ~70% of Teammates will fall in the “Meeting High Bar” (strong performance) category.

Score definition: 2:2 (values:skills)

  • TL;DR: teammates who receive a score with a 2 in values and a 2 in values are valued and important members of the team. This score indicates that a teammate consistently meets (and sometimes, but not always, exceeds) our high bar and their contributions are in line with expectations at their current level. We expect the majority of our teammates to be at this level, and we want to be clear: getting a 2:2 is a very good impact review rating and is something teammates should be happy about.
    • Skill (2): from a skill perspective, this teammate’s contributions consistently meet (and sometimes exceed) expectations for their current level.
  • Examples:
    • Values (2):
      • Consistently exhibits our values and exceeds in some, but does not necessarily set an example for the team.
      • Values embodiment is not consistently felt beyond their immediate team and/or department.
    • Skills (2):
      • This teammate’s contributions consistently meet (and sometimes exceed) expectations for their current level.
      • Consistently meets deadlines and delivers work that meets our high bar, but doesn’t necessarily go above and beyond or seek out opportunities for growth and development.
      • Meets expectations for assigned tasks, but doesn’t consistently proactively take on additional responsibilities or projects
      • Demonstrates solid technical skills, but may be lacking some soft skills such as communication, teamwork, or leadership
      • Is a reliable and consistent contributor to the team, but not necessarily standing out or taking initiative to innovate or problem-solve
  • Recommended manager action: to support an teammate who meets a high bar for both skills and values, a manager should provide regular feedback, encourage growth and development through additional training or certifications, offer opportunities for advancement, recognize their adherence to organizational values, encourage collaboration with colleagues and team projects, and provide necessary support and resources such as access to training and technology. By supporting the teammate in these ways, the manager can help them continue to develop and contribute to the organization’s success while feeling valued and supported.
  • Promotion & merit eligibility
    • Eligible for merit increase if no increase in >9 months; recommended merit increase: 3-5% *
    • Promotion eligibility largely depends on where the teammate is in the career framework (e.g. is there an opening and business need for the next level); at minimum, we expect individuals to exceed and sustain performance at their current level, with spikes into the next level for promotion consideration. Link to Handbook on Promotion Eligibility Guidance.
  • Merit increase frequency: Teammates rated “Meeting High bar” will be eligible to receive a compensation increase annually, and this merit increase will be smaller than the “Top Tier” increase.

“Not Meeting High Bar” Definitions

Expected distribution: during a review cycle, ~10% of Teammates will fall in the “Not Meeting High Bar” category.

Score definition: 1:3 (values:skills)

  • TL;DR: teammates who receive a score with a 1 in values but a 3 in skill have concrete growth areas that they need to improve upon. These teammates strongly embody our values and could be a valued member of the team if they improve their skill set and/or consistency.
  • Examples:
    • Values (1):
      • This teammate consistently exhibits our values and consistently raises the high bar set for individuals at the level. Deficient in none.
      • Their values impact is felt beyond their immediate team and/or department.
      • Builds strong relationships with colleagues and stakeholders and collaborates effectively to achieve team goals.
      • Challenges and debates when needed/appropriate, but in a tactful and helpful manner.
    • Skill (3):
      • Despite their strong values alignment, this teammate’s contributions are not consistently meeting a high bar set for individuals at your level.
      • Skills are below expectations and are inhibiting their ability to perform at their current level. They need to work with their manager immediately to improve their skillset.
      • Teammate has high potential, but their performance is inconsistent. In other words, at times they meet our high bar, but at other times their performance is below expectations, leading to unreliable results.
    • Recommended manager action: to support a teammate who exceeds expectations for values but doesn’t consistently meet expectations for skills, a manager should provide training and development opportunities, assign appropriate tasks that match the teammate’s current skill level, encourage collaboration, recognize their adherence to organizational values, and provide support and feedback. By offering training and development, matching tasks to skill level, encouraging collaboration, recognizing values, and providing support and feedback, the manager can help the teammate continue to develop and contribute to the organization’s success.
  • Promotion & merit eligibility:
    • Not eligible for a compensation increase; recommended merit increase: 0% *
    • Not eligible for a promotion
  • Merit increase frequency: Teammates rated a 1:3 are not eligible for a compensation increase, and need to show immediate improvement in their skills and/or consistency.

Score definition: 2:3 (values:skills)

  • TL;DR: teammates who receive a score with a 2 in values but a 3 in skill have concrete growth areas that they need to improve upon**. These teammates steadily embody our values and could be a valued member of the team if they improve their skill set and/or consistency.
  • Examples:
    • Values (2):
      • Consistently exhibits our values and exceeds in some, but does not necessarily set an example for the team.
      • Values embodiment is sometimes, but not always felt beyond their immediate team and/or department.
      • May be helpful to colleagues and customers when approached, but does not go above and beyond to make others feel valued or heard.
      • Does not consistently work in an open
      • Collaborative: An employee who is willing to work with others and contribute to team efforts, but does not actively seek out opportunities to build relationships or engage with colleagues outside of their immediate responsibilities.
      • Innovative: An employee who generates new ideas and solutions, but does not consistently challenge the status quo or push the company to take risks and try new things.
    • Skill (3):
      • This teammate’s contributions are not consistently meeting a high bar set for individuals at your level.
      • This teammate’s skills could be below expectations and are inhibiting their ability to perform at their current level. They need to work with their manager immediately to improve their skillset.
      • Alternatively, this teammate could have strong skills, but their performance is inconsistent. In other words, at times they meet our high bar, but at other times their performance is below expectations, leading to unreliable results.
  • Recommended manager action: to support a teammate who meets expectations for values but doesn’t consistently meet expectations for skills, a manager should provide training and development opportunities, assign appropriate tasks that match the teammate’s current skill level, encourage collaboration, recognize their adherence to organizational values, and provide support and feedback. By offering training and development, matching tasks to skill level, encouraging collaboration, recognizing values, and providing support and feedback, the manager can help the teammate continue to develop and contribute to the organization’s success.
  • Promotion & merit eligibility:
    • Not eligible for a compensation increase; recommended merit increase: 0% *
    • Not eligible for a promotion
  • Merit increase frequency: Teammates rated a 2:3 are not eligible for a compensation increase, and need to show immediate improvement in their skills and/or consistency.

Score definition: 3:2 (values:skills)

  • TL;DR: teammates who receive a score with a 3 in values and a 2 in skill have concrete growth areas that they need to improve upon. Despite the fact that their performance meets expectations, not adhering to our values warrants immediate coaching, and it is expected that they work with their manager to improve their alignment to our values immediately.
  • Examples:
    • Values (3):
      • This teammate’s embodiment of our values is below expectations for their current level and must immediately improve.
      • This teammate, particularly at a senior level, does not consistently give back to their team or contribute to a broader impact. The higher your level, the greater the expected scope of impact is.
      • This teammate exhibits behavior that is inconsistent with the company’s values, such as dishonesty, disrespect, or lack of integrity, despite performing at a high level from a skills perspective.
      • This teammate engages in behavior that creates a hostile work environment, such as bullying, harassment, or discrimination, even if their job performance is otherwise strong. We have zero tolerance for this behavior.
    • Skills (2):
      • This teammate’s contributions consistently meet (and sometimes exceed) expectations for their current level.
      • Consistently meets deadlines and delivers work that meets our high bar, but doesn’t necessarily go above and beyond or seek out opportunities for growth and development.
      • Meets expectations for assigned tasks, but doesn’t consistently proactively take on additional responsibilities or projects
      • Demonstrates solid technical skills, but may be lacking some soft skills such as communication, teamwork, or leadership
      • Is a reliable and consistent contributor to the team, but not necessarily standing out or taking initiative to innovate or problem-solve
  • Recommended manager action: when a teammate fails to meet expectations for values but meets expectations for skills, a manager can support them by setting clear expectations, providing feedback and coaching, offering training and development opportunities, holding them accountable, and recognizing and rewarding positive behavior. The manager should communicate the importance of values to the organization and provide constructive feedback to help the teammate improve their behavior. It’s essential for the manager to make it clear that meeting expectations for values is just as important as meeting expectations for skills, and if values adherence doesn’t turn around immediately following the coaching conversation, a PIP follows.
  • Promotion & merit eligibility:
    • Not eligible for a compensation increase; recommended merit increase: 0% *
    • Not eligible for a promotion
  • Merit increase frequency: Teammates rated a 3:2 are not eligible for a compensation increase and need to show immediate improvement.

Score definition:3:1 (values:skills)

  • TL;DR: teammates who receive a score with a 3 in values and a 1 in skill have concrete growth areas that they need to improve upon. Despite the fact that their performance exceeds expectations, not adhering to our values warrants immediate coaching, and it is expected that they work with their manager to improve their alignment to our values immediately.
  • Examples:
    • Values (3):
      • This teammate’s embodiment of our values is below expectations for their current level and must immediately improve.
      • This teammate, particularly at a senior level, does not consistently give back to their team or contribute to a broader impact. The higher your level, the greater the expected scope of impact is.
      • This teammate exhibits behavior that is inconsistent with the company’s values, such as dishonesty, disrespect, or lack of integrity, despite performing at a high level from a skills perspective.
      • This teammate violates company policies or industry regulations, potentially putting the company at risk of legal or reputational harm.
      • This teammate engages in behavior that creates a hostile work environment, such as bullying, harassment, or discrimination, even if their job performance is otherwise strong.
      • This teammate fails to uphold the company’s standards of diversity, equity, and inclusion, such as by exhibiting bias or exclusionary behavior towards certain groups of people.
    • Skill (1):
      • This teammate’s skills exceed expectations of their current level, but their values misalignment is negatively affecting their team and/or customers, inhibiting their ability to perform at their current level.
      • This teammate’s contributions consistently raise the high bar set for individuals at the level.
      • The impact of their work is felt beyond their immediate team and/or department.
      • Being a subject matter expert in their area of work and providing valuable insights to the team.
      • Consistently delivering high-quality work that exceeds expectations.
      • Consistently shows a willingness to take on new challenges and responsibilities.
      • Demonstrates a strong work ethic, attention to detail, and a commitment to continuous learning and improvement.
  • Recommended manager action: recommended manager actions for these scenarios would involve setting clear expectations, providing feedback and coaching, offering training and development opportunities, and holding the teammate accountable for their behavior. The manager should communicate the importance of values to the organization and provide constructive feedback to help the teammate improve their behavior. It’s essential for the manager to make it clear that meeting expectations for values is just as important as meeting expectations for skills, and if values adherence doesn’t turn around immediately following the coaching conversation, a PIP follows.
  • Promotion & merit eligibility:
    • Not eligible for a compensation increase; recommended merit increase: 0% *
    • Not eligible for a promotion
  • Merit increase frequency: Teammates rated a 3:1 are not eligible for a compensation increase and need to show immediate improvement.

Score definition: 3:3 (values:skills); ‘Low Performer’

  • TL;DR: teammates who receive a score with a 3 in values and a 3 in skill require immediate performance management via formal coaching (if teammate has received coaching in the past with no improvement, we may move immediatwly to a PIP). They must work with their manager to improve their skill and values alignment immediately.
  • Examples:
    • Values (3):
      • This teammate’s embodiment of our values is below expectations for their current level and must immediately improve.
      • This teammate, particularly at a senior level, does not consistently give back to their team or contribute to a broader impact. The higher your level, the greater the expected scope of impact is.
      • This teammate exhibits behavior that is inconsistent with the company’s values, such as dishonesty, disrespect, or lack of integrity, despite performing at a high level from a skills perspective.
      • This teammate engages in behavior that creates a hostile work environment, such as bullying, harassment, or discrimination. We have zero tolerance for this behavior.
    • Skill (3):
      • This teammate’s skills are below expectations and are inhibiting their ability to perform at their current level. They need to work with their manager immediately to improve their skillset. Their values adherence meet or exceed expectations.
      • Skill inconsistency: this teammate has high potential, but their performance is inconsistent. In other words, at times they meet our high bar, but at other times their performance is below expectations, leading to unreliable results.
      • Consistently missing deadlines or failing to deliver work of an acceptable quality.
      • Displaying a lack of accountability for their actions and not taking responsibility for mistakes or errors.
      • Failing to collaborate effectively with colleagues or contributing to a negative team environment.
      • Demonstrating poor communication skills, including not responding to emails or messages in a timely manner or failing to clearly convey important information.
      • Exhibiting a lack of initiative or motivation, and failing to take ownership of their work or seek out new opportunities for growth and development.
  • Recommended manager action: to support a teammate who does not meet expectations for values and skills, a manager should set clear expectations, offer constructive feedback, provide training and development opportunities, hold the teammate accountable, and consider alternatives if the teammate does not improve. It is important for managers to communicate the consequences of not meeting expectations for values and skills to their teammates. Failure to meet expectations can result in decreased productivity, missed deadlines, lower morale, decreased customer satisfaction, damage to the organization’s reputation, and even termination of employment. As a manager, it’s important to hold teammates accountable, communicate the potential consequences, and take appropriate action to motivate them to make necessary changes to their behavior and performance. This teammate is eligible for an immediate PIP.
  • Promotion & merit eligibility:
    • Not eligible for a compensation increase; recommended merit increase: 0% *
    • Not eligible for a promotion
  • Merit increase frequency: Teammates rated a 3:3 are not eligible for a compensation increase and need to show immediate improvement.

Merit Philosophy

DISCLAIMER: The above “recommended merit increase” ranges are just recommendations, not guarantees. There may be instances where a teammate receives an increase that is less than the “recommended merit increase.” This could be due to the following scenarios:

  • The Teammate is already paid at the top end of the band
  • The Teammate received an off cycle increase prior to the impact cycle
  • The Teammate receives a spot bonus instead of a base increase
  • The Teammate got equity in lieu of a cash increase
  • Pay equity reasons

How we approach compensation decisions

We believe in performance-based pay, meaning merit increases (inclusive of cash and equity) will be driven by performance. We believe in hiring all Teammates at an equitable starting point within their respective band and we want to provide opportunities for Teammates to grow within their salary band that is in alignment with their performance.

Impact Reviews are an important component in our compensation decision making process. Our band entry points are market competitive, and we are committed to rewarding strong performance as part of our compensation program.

More information about our commitment to Pay Transparency and our overall compensation philosophy may be found in our how we pay at Sourcegraph Handbook page.

How do we determine merit increases?

Sales increases we maintain OTE to quota ratios for all AE, SDRs, and Sales Leadership which means that all non-promotion-based merit increases will be recognized as spot bonuses. In other words, AEs, SDRs and Sales Leadership are not eligible for a base or OTE compensation increases unless the pay band for the respective role is updated across the board. This ensures pay equity for all quota-carrying teammates. Sales quota-carrying teammates cannot receive both a merit-based promotion increase and a spot bonus in the same review period. Given our Sales team territories are carved at the beginning of the year, promotions will be reflected at the start of each fiscal year instead of during the impact review cycle.

Non sales increases compensation increase recommendations will be calibrated by Leadership and their respective People Partner. The calibration will consider:

  • The Teammate’s performance as calibrated in the Impact Review cycle.
  • The appropriate pay level within the range for the Teammate, considering their performance and the performance of others in the same range.
  • Available pay increase budget.
  • Recommendations by Leadership, as approved by Finance and the Executive Team.

What is the approval process for merit increases?

Merit increases require the recommendation of the Teammate’s immediate Manager and the approval of the VP of People & Talent. Teammates will be notified of their merit increase as soon as possible after all Teammate merit increases for the year have been approved.

Teammate performance is to be formally reviewed at least twice a year. The focus of the review is to discuss their performance for the rating period, review standards for the position, communicate the amount of any merit increase, and set goals for the next rating period.

What is the approval process for merit or promotion increases outside of a performance cycle?

In some cases, it may be necessary to support a merit increase outside of a performance review cycle. These should be rare and be seen as an “exception to the rule.” The Department Leader will need to present a business case for out-of-cycle merit-based salary adjustments, spot, and equity bonuses. All changes require VP People & Talent and CEO approval.

Promotion Philosophy

The purpose of our promotion philosophy is to support the growth & advancement of Teammates, in alignment with our values. Sourcegraph’s success is fueled by our incredible Teammates, which is why we foster a culture of continuous growth and accelerate opportunities to level up.

Promotion decisions are calibrated based on a Teammate’s achievements, execution at a higher job scope, and values alignment. The People Partner and Leadership Team are responsible for calibrating promotion nominations, in alignment with our Impact Review process and bi-annual promotion cadence.

Our Teammates can pursue promotion opportunities in two ways:

  • Through our promotion process to move up their specific Career Framework or Leadership track.
  • By applying and interviewing for open positions that are approved in our headcount plan. This type of promotion may occur outside of a review cycle, but eligibility is determined by prior Impact Assessment.

What criteria determines promotions?

The following criteria support promotions:

  • A Teammate is already performing at the next level or job scope prior to promotion.
  • The business need exists for the role to increase in job scope, or capacity requirements show additional headcount at a higher job scope is required (IC5+ and M4+).
  • The promotion decision is occurring at a justified and fair rate.

What is the promotion process & timeline?

We promote in alignment with our Impact Review process, to ensure Teammate growth opportunities are not delayed by extended cadence parameters. There are four core stages to the promotion process: Planning/Calibration, Recommendation-Approvals, Processing & Announcement.

How is the merit/promotion budget determined?

The merit and promotion budget is held at the Department Leader-level and allocated as part of the financial planning period. Department Leadership may have to work with Finance to make a business case based on potential tradeoffs if divisions/departments are over/under budget during the calibration cycle.

Teammate enablement

Writing effective feedback & self reviews

Self reviews and peer feedback are crucial inputs to our bi-annual 360 Impact Review Cycle. Effective feedback is specific, and actionable. Great examples of accomplishments include a brief outline of the situation, response to the situation, and overall impact of the result.

To create great examples, we recommend using the Situation-Behavior-Impact (SBI) model to write effective reviews. Visit our Handbook page on writing effective reveiws

Your manager is also a great resource if you have any questions about how to write your self review or give feedback to a teammate.

Teammate FAQ

Q. Are Impact Reviews required for all Teammates?

  • Yes. It is important for all eligible Teammates to complete bi-annual performance reviews. Impact Reviews give Teammates the chance to receive written feedback, evaluate needs for training and development, define expectations, highlight progress, and set new goals for the following review period. Impact Reviews promote productivity and effectiveness, as well as personal development. Promotion and Compensation calibrations require completed Impact Review submissions.

Q: How do I know if I’m eligible for an Impact Review

  • All Teammates who have been here 4+ months are eligible for an Impact Review.

Q: How do I know if I’m eligible for a merit increase?

  • All Teammates who receive a 9-box rating of “exceeds high bar” are eligible for a compensation increase. All Teammates who receive a rating of “meets high bar” AND haven’t received a seperate compensation increase in the past 9-months are eligible for a compensation increase.

Q. How are Teammate ratings on Impact Reviews used?

  • Ratings on Impact Reviews are indicators of overall performance and are used as part of the calibration process to determine eligibility for Merit and Promotions. Merit increases will be awarded and differentiated amongst Teammates based on individual performance.

Q. How do I choose my peer reviewers?

Q. Can reviews be submitted outside of the predetermined Impact Review schedule?

  • No. All reviews must be submitted in alignment with the Impact Review schedule. This ensures accountability for all Teammates to submit reviews during the same period. We intentionally provided a significant runway for Peer Selection, Review Writing, and Calibration, so Teammates can prioritize each stage in alignment with their current workload. Managers are responsible for ensuring their teams are not missing submission deadlines. If an extension is needed for any reason, please contact the ask-people-team channel. All Teammates will receive a Calendar Invite in alignment with the review schedule.

Q. What changed from the prior Impact Review process?

  • We made several changes:
    • Cadence: We moved from a rolling cadence, to a bi-annual synchronous review period to reduce the operational burden and improve transparency regarding promotion and merit decisions.
    • Defined our Talent Assessment framework: Our new Skills and Values-based assessment framework is designed to enable transparent conversations between Managers and Teammates, ensuring a consistent, fair calibration process!
    • Embedded Career Frameworks: We updated/are updating ALL Career frameworks for each department. These will be directly in the Lattice via the Grow Feature as well as in the Handbook.
    • Improved Questions: We reduced the number of required questions - giving Teammates the flexibility to take control of how they communicate feedback, while optional questions guide Teammates to best reflect on the attributes that help them progress in their career.

Q. What if a Teammate is on leave during the review period?

  • If over the 6-month review period, there are fewer than 4-months of on-the-job performance to assess, the Teammate will retain the rating from the immediately previous cycle. Please reach out to your People Partner for questions related to Teammates on leave.

Q. What if a Teammate recently transferred in from another team or the Manager is new?

  • Depending on the timing of the transfer or the reporting Manager alignment, it may be appropriate for the prior Manager to conduct the Impact Review. If the Manager recently joined the organization, it is likely that both the new Manager and department head/interim Manager will complete the Impact Review. Please consult your People Partner to confirm the best course of action.

Q. I have a concern about the performance of a Teammate. What should I do?

  • Please discuss the circumstances with your Manager and/or People Partner. There should be no surprises in the Impact Review cycle as performance management is a continuous process.

Q. Is Impact Review training available for Managers and Teammates?

  • We are currently building out enablement content for both Managers and Teammates to support the full life cycle of our Impact Review process. This will be available once the review writing cycle begins. The People Team will also set up Office Hours prior to and during the review cycle!

Q. How should Teammates prepare to participate in an Impact Review?

  • Some basic tips for preparation include:

    • Keep notes on accomplishments, feedback, training, and challenges throughout the review period
    • Review your team career frameworks and solicit feedback from cross-functional partners
    • Prepare discussion points for the Impact Review conversation

  • We recommend using the Situation-Behavior-Impact (SBI) model to write effective reviews. Visit our Handbook page on writing effective reveiws

Q. Will my Impact Review be negatively impacted if I do not answer the optional questions?

  • No. Impact Review responses are evaluated based on quality, not quantity. We intentionally included optional questions to help guide Teammates to key discussion points as part of thoughtful self evaluation. If you choose to only submit the required answers, we recommend that you take a thoughtful approach to the examples you share.

Q. Who should Teammates reach out to with questions about the performance review process?

RESOURCES FOR MANAGERS

Leaders: Responsible for providing review feedback and calibrating Teammate performance within the timeline of the review cycle. Accountable for ensuring their team is on track to meet selection and feedback deadlines.

Helpful links & resources

The Calibration process explained

Following the completion of self, peer and upward reviews, the below steps take place:

  • Step 1: The People Team will schedule calibrations sessions with leaders to review feedback and align on performance, promotion and merit recommendations. These will take place during the last two-weeks of the impact review process.

  • Step 2: The Manager has conversation with Teammate to deliver the results / feedback.

visual of steps

  • Step 3: Promotion or compensation increases go into effect. Promotion announcements are made via #teammate-announce channel.

What to expect in a calibration session

We hold a high and consistent bar for Impact Review calibrations to ensure they are fair across Managers, departments, and job levels. The process is meant to limit bias in the performance review process and ensure Managers agree on the criteria against which their direct reports are assessed on. Our People Team has a macro view of these sessions across the organization, so they will be able to provide valuable context and guidance to leaders to ensure an equitable review process.

What to expect:

The People Partners will facilitate calibration sessions. Learn more about how to prepare for calibration meetings

Delivering the review to Teammates

Each People Partner will coach Managers on how to deliver Teammate reviews.

Nothing should be a surprise: Performance and development topics (and more) should regularly be addressed in weekly 1:1s or other casual check-ins, meaning none of the topics discussed during a Teammate’s review should be a surprise. Teammates should have a good idea of what to expect and know Impact Reviews and calibration conversations improve the fairness of performance scores, so they can approach these conversations calmly and with an open mind.

Teammate development & coaching

At Sourcegraph, we empower high performers. Learn more about Teammate Development at Sourcegraph.

RESOURCES FOR PEOPLE TEAM

People Partners: Responsible for assuring Teammates and Managers have the required resources to guide successful review cycles and complete review milestones in a timely manner. Your People Partner will lead calibration sessions with leadership and provide coaching and guidance as needed to all Teammates.

Helpful links & resources