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Text of the page (random words):
ombine both karl wilhelm friedrich schlegel every methodology is a combination of bureaucracy and adhocracy if we turn too much towards bureaucracy we lose the ability to adapt to new environments and we become slower and heavier if we turn too much towards adhocracy the difficulty of coordinating our work increases as we constantly switch around processes and methods which we adapt to our idiosyncrasies duration most projects we take last from a few weeks up to a few months you are free to choose to work on long term projects if you enjoy working on a single challenge for a long time watching it grow and having the chance to refactor code as the visibility of the problem improves if on the other hand you prefer to start new projects often rotate through different topics and teams and solve new issues you can opt for shorter projects or continuously switch between the two here you can see a full list of the duration scope and definitions of all our ongoing projects programming languages we re not married to any particular language as we try to make sure the tools we re using are the right ones for the job at hand even though we do have stretches where we use the same language we re always open to new things we are even making our own language project genome wanting to understand what kinds of projects we liked to engage in and direct our commercial efforts to get better fits for that we conducted a survey to evaluate which are the preferred characteristics we see in a project project genome is the name of that initiative and it led to this visualization which allows us to see how close each new project we are inspecting is to the ideal of what we like to do synergy after all we are what we do to change what we are eduardo galeano lightning talks we would love for you to present a talk on any topic that interests you we call them lightning talks because the idea is that they last between 5 and 10 minutes they usually take place on wednesdays among beer and snacks the purpose of these talks is to share knowledge with the rest of the team and incidentally to exercise our presentation skills here you can see what the past sessions were about and here you can join the conversation on upcoming talks reviews every 3 months we take a day to look back upon the work we ve been doing and reflect upon the direction we re taking as an organization the format contents and overall structure of these reviews varies from one to the next but they are always rewarding refreshing and a space for what we may call organizational soul searching restrospectives after each project comes to an end be it final or temporary we sit down to reflect on what went right or wrong which things we enjoyed or suffered throughout the process and what we would like to improve upon for next time feel free to ask your team for a retrospective when the project is over or after any key event where it might be useful to observe the process from a distance all for one even though most people are assigned to a particular project you can pick the brains do not take this literally please of anyone in the entire team for whatever you need it makes no sense to go it alone with so many talented people around when you get stuck are in doubt or would like a second opinion don t hesitate to ask whoever you think will be able to help you if they can t they will surely be able to recommend someone who will we developed our own tech radar to optimize this process faqs we want everyone in manas to feel heard and we want equal access to information so we keep a frequently asked questions document where we log questions and of course answers that anyone in manas can benefit from feel free to add your own if there s anything unclear but make sure it isn t already answered in this handbook or in the faqs document wait i get a budget the simplest definition of a budget is telling your money where to go tsh oxenreider everyone at manas has access to an expense budget to cover the costs of things they need to improve the quality of their lives be it work related or else for a while we had a few separate internal budgets that we used for different purposes such as personal activities training and conferences events and hardware however in 2016 we started exploring a more streamlined and unified system that could be used to approve any expense required the basic idea is simple anybody can propose an expense to a group of people in the organization we do it via a slack channel and get almost immediate approval on it how it works every four months we revise our finances and determine the budget available for the next period that is the total budget for all variable expenses every person in manas has control over the allocation of a fraction of that budget the fraction each one can allocate is proportional to the total months they have been part of the organization this ensures a progressive alignment with the culture and mutual trust to be developed before significant expenses can be approved individually there is no limit on the expense amount that anybody can propose but the more significant the expense the more people are typically needed to get it approved all expense proposals are visible internally interested people can support the proposal once enough support to fund the proposal is obtained the proponent can approve the proposal budget is deducted proportionally from the people that supported an expense proposal the expensing system is connected to our accounting software pulls actual expenses and matches them against their proposals showing the details of how the money was spent the system also displays all variable expenses that don t match against any proposal and displays those as deductions to the available budget whenever an expense is charged but the person who made it forgot to make a proposal or a contingency occurs this ensures accountability while people can still spend money without going through the process that is transparently communicated and accounted for training give me six hours to chop down a tree and i will spend the first four sharpening the axe abraham lincoln a wise man said continuity is decay we hope you can learn and grow continuously and for that manas sets aside a budget for every period you can use this budget on any sort of activity that ll help you grow in your role inside of manas language lessons software conferences books and seminars are all valid examples the only limits to these expenses are common sense and the whole of the budget put together do great work have great fun a person s maturity consists in having found again the seriousness one had as a child at play friedrich nietzsche we are all for multifaceted people and we think that everything we do is subject to a different perspective given by our pastimes do you feel like doing yoga swimming origami or taking japanese lessons manas will take care of the cost of whichever activity you want to take up acceptable ideas are sports languages courses etc anything illegal or immoral is excluded ideally you could share a little of the wisdom and experiences you ve collected with the rest of the team we also spend time doing things that while still pertaining to our work are not billable we use keywords to track that time with the purpose of understanding where our focus goes compensation we tend to see ourselves primarily in the light of our intentions which are invisible to others while we see others mainly in the light of their actions which are visible to us john godolphin bennett we want you to be rewarded for your work as fairly as possible and in an organization like ours we could not leave such an important decision to a single person in manas your salary is not decided by your boss there are no bosses or calculated as a function of a 182 question survey where your teammates rank you from 1 to 5 salaries at manas are calculated as the sum of 4 components the basic salary component it accompanies the cost of living in the capital of the country where you live and is calculated as a function of rent services food and transportation the competencies component this component accounts for professional capacities according to our competencies rubric which describes said individual capacities across different areas techniques organization interpersonal skills etc and the associated expected behaviors on a scale of mastery for each domain this scale of mastery is reflected on a scale of salary multipliers when incorporating people to the team we are usually a bit more conservative with the milestones we assign since these cannot go back anyone can ask for a reevaluation of their competencies at any point in time the accountability component a k a role responsibilities it depends on the role you are playing it can fluctuate as we allow people to decide that they want to spend time as an individual contributor start or stop coordinating teams etc the peer review component this is meant to decentralize the decisions around salary and to account for things that are not easily measurable like your attitude performance sense of humor and how other people in manas feel about working with you the mechanism is simple everyone at manas is given a percentage of the total amount of money available for raises and they decide how to distribute that amount among every other member of the organization this is done over 3 or 4 rounds and whatever amount they allocate to you is incorporated into your salary from that point on the peer review component is not maintained from one period to another though it is reset back to 0 that means that if all the other components remain the same and the peer review you receive is lower than in the previous period your salary remains the same than before in no situation do we lower salaries unless you decide to change roles or work fewer hours the sum of these 4 components determines your full time salary in us dollars and assuming a full time legal employment relationship if you decide to work less than 40 hours per week that amount is adjusted correspondingly for people under contract this may vary check with nico clari or lu to evacuate any doubts benefits there are a number of benefits to this system it allows for a better understanding of the remuneration each person in manas perceives it acknowledges and compensates human qualities and automatically keeps up with inflation it is also a function of how we see our culture we need a way to allocate resources without resorting to a hierarchical structure and we want to maintain our systems and mechanisms as transparent and fair as possible last but not least it allows us to easily transition into hiring people all over the world in a transparent and streamlined way vacations all work and no play makes jack a dull boy proverb nothing beats a good vacation to recharge come back with fresh ideas and enthusiasm to share there is no limit to the amount of vacation days you can take but be sure to use this freedom responsibly choose carefully which are the best dates duration and distribution of your holidays two things are required before you can take your vacations check that no one in the teams you re working with sees any issues with the date and duration of your vacations avoid overlapping with your teammates as much as possible and if you re working on your own find someone to cover for you in case something urgent should arise let everyone know in advance the notification should come with as much anticipation as the length of your vacations for instance if you re taking friday off you should notify it on wednesday if you re taking a week off from monday 11th to friday 15th you should notify on friday the 1st if you re taking march off you should notify on the last day of january it s only necessary to make any arrangements about your vacation plans if you re going to stop working in that case make sure to cancel any appointments you have on your calendar for those dates and set up the vacation responder for your email on an administrative note since we legally need to divide vacations from time off we keep track of available vacation time if what you want is a change of scenery but you re going to keep on working feel free to do that anytime as long as meetings don t require you to be physically present or connectivity is an issue you can choose your location freely bon voyage hiring interviewing once you re all settled and you understand how everything works you might start feeling an urge to share manas with others when that happens you can start to help with bringing people as great as you to the team by getting involved in the interview process as you can probably imagine our hiring process is not exactly traditional we get candidates as usual an email arrives at jobs manas tech or we find them through online searches but after that it s pretty different we don t usually send out postings with semi senior programmers wanted with minimum three year experience in java uml basics appreciated we re always looking for the next perfect person to hire the catch is that we do not exactly know how to find them by a list of skills or experience that s where you come in if you feel you would enjoy working with someone it s a good first sign that they might fit right in with us the interview process is simple if a candidate reaches out to us or is recommended by someone we begin with an initial interview which hopes to rule out serial killers minors and abap programmers not necessarily in that order if that goes well we perform a simple asynchronous evaluation of technical skills to gauge what their technical level is this technical interview is key in the evaluation of the candidate s salary across every component except for the peer review even though we share a core set of ideals and methods the interviews themselves don t have a specific format and everyone is free to find their own style the goals are on one hand to find out if the interviewee shares manas values is smart and fits in with the kind of work we do and on the other hand to assign milestones in order to formulate a competitive salary offer once the interview process is over everyone involved has to decide between yes hire or no hire we know sometimes you will not be entirely sure or you might prefer to defer the decision to somebody else that counts as a no hire we don t want to take any chances if the candidate wasn t great then it s better to keep looking ultimately the team will suffer much more from hiring a wrong candidate than from losing a good one should everyone agree to hire them an email with an offer will be sent to the candidate should they accept the offer congratulations are in order you ve closed the loop the next steps are onboarding and project assignment to make it easier and more fun every new employee is assigned a buddy who will be the leading point of contact for evacuating doubts and inquiries alice laughed there s no use trying s...