Update SUMMARY.md

src/Playbooks/2023-Lead-Evaluation-Guide.md

@@ -0,0 +1,48 @@
+## ✨ Lead Evaluation Guide
+
+_This document is intended to be a supporting document to help Core Contributors complete the 2023 Lightweight Evaluation Process._
+
+This guide has been created to assist you in providing constructive and meaningful feedback to Core Contributors regarding their impact on Status. The  evaluation will be structured in two parts. The first section will have specific questions about the Core Contributor’s contribution, collaboration and autonomy. Following that, there will be a short answer section that will give you an opportunity to provide more detailed feedback about the Core Contributors in the team you lead. 
+
+**Writing Meaningful Feedback**
+
+There are two questions in the evaluation process designed to be more freeform qualitative questions to give you the opportunity to provide specific feedback to the core contributors in your team - these are: 
+
+1. What is (at least) one thing the contributor does well?
+2. What is (at least) the one thing the contributor could improve on?
+
+With these questions, we suggest. 
+
+1. Provide clear and specific examples to support your feedback.
+2. Focus on addressing behaviors, not personality traits, for objective and action-oriented feedback
+3. Maintain a respectful and empathetic tone to ensure your contributors feel supported
+
+There are a variety of frameworks and guides that are useful in helping write and deliver feedback. For more on giving feedback, please see [here](https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/12/02/how-to-give-feedback-to-freelancers-contractors-and-remote-workers/?sh=d753b074d5b4).
+
+Additionally, here are examples of effective and ineffective feedback for the Core Contributors in your team:
+
+> 😃 _Effective:_
+“Over the past year, the contributor has shown exceptional collaboration skills within our team. One particular instance to highlight was their collaboration skills during our recent project with Team X and Team Y. In this project, the contributor took the initiative to organize and lead discussions among the teams and consistently encouraged participation from others. The contributor helped to facilitate open conversations and create safe spaces for such collaboration which made a really positive impact on the project’s success. We were able to make better and more informed decisions as a result of this (for example, as a result, we decided to prioritise feature z) - the contributor played a significant role in making this happen.”
+
+> 😔 _Ineffective:_
+“Excellent collaboration skills”. 
+
+**Quantitative Assessment**
+
+It’s important to approach the quantitative section of this process with fairness and objectivity. The expectation is that not all of your Core Contributors in your team will receive an “Outstanding” rating. Instead, the aim is to offer honest and well-balanced feedback that reflects each Core Contributor’s actual performance. Keep in mind that most Core Contributors will likely receive a “Meets Expectations” rating. This will ensure that our evaluations are realistic and meaningful.
+
+**Rating Guide**
+
+The evaluation process requires you to provide a rating of the Core Contributors in your team - please use the guidance below:
+
+* **Does Not Meet Expectations:** Core Contributor consistently fails to meet role expectations. 
+* **Partially Meets Expectations:** Core Contributor sometimes meets role expectations but has room for improvement
+* **Meets Expectations:** Core Contributor consistently meets expectations for their role - likely the majority of Core Contributors will fall into this category (it’s a good rating that demonstrates they are meeting our high expectations). 
+* **Exceeds Expectations:** Core Contributor consistently goes above and beyond what is expected in their role
+* **Outstanding:** Core Contributor consistently has exceptional performance and contributions. Would expect this to be awarded to only a very small group of Core Contributors. 
+
+**Distribution of ratings** 
+
+Whilst there’s no forced distribution of ratings, it’s natural to expect (with 200+ core contributors) we’ll use the full scale of ratings. It is likely that most CCs will fall into the “meets expectations” category, but that we will also have some (a smaller amount) that are distributed in the higher, and lower, categories. 
+
+Please reach out to your People Ops Partner if you have any questions.

src/Playbooks/2023-Self-Evaluation-Guide.md

@@ -0,0 +1,57 @@
+## 💥 Self Evaluation Guide
+
+_This document is intended to be a supporting document to help you complete the 2023 lightweight Self Evaluation Process._
+
+
+### Writing a self-evaluation
+
+Think of a self-evaluation as an opportunity to reflect and deep dive into your contributions and impact on Status’ projects.  It’s your moment to share **_WHAT_** you do and **_HOW_** you do it. 
+
+The **_WHAT_** = contribution/impact 
+
+The **_HOW_** = behaviours 
+
+Try to be honest about your contributions and impact on Status’ projects, especially in relation to how your contributions align with Status’ values and mission. It is also important to acknowledge areas where you may need further development or support, and that’s okay. 
+
+Aim to provide a balanced evaluation of yourself based on the following attributes and questions.  
+
+
+### Question Specific Guidance
+
+**<span style="text-decoration:underline;">Contribution</span>**
+
+* Think about specific projects, tasks or initiatives you have worked on, highlighting your contributions, accomplishments, and the outcomes of your efforts. 
+* Be specific and provide measurable results whenever possible, such as deadlines met, efficiency improvements, and projects delivered. 
+
+**<span style="text-decoration:underline;">Collaboration</span>**
+
+* Assess your ability to work collaboratively with Core Contributor both within your team and other projects. 
+* Describe instances where you effectively collaborated or supported others in achieving common goals. 
+* Acknowledge any areas where you faced challenges in collaboration and how you dealt with it. 
+
+**<span style="text-decoration:underline;">Autonomy</span>**
+
+* Discuss your level of autonomy as a Core Contributor and how you've taken initiative. 
+* Share examples of times when you proactively identified opportunities for improvement or took on additional responsibilities. 
+* Highlight your ability to work independently and make decisions when needed.
+
+**<span style="text-decoration:underline;">What is (at least) one thing you do well?</span>**
+
+* Be specific, highlighting your impact on your team/project. 
+* Identify your strengths, skills or qualities that you excel at in your role.
+* Discuss a time when / if you exceeded expectations or made a significant positive impact on your team or project.
+* Highlight any skills or areas where you’ve shown improvement and growth over time.
+* ​​Take time to look back on your 1:1’s and retros to help you identify past accomplishments
+
+**<span style="text-decoration:underline;">What is (at least) one thing you could improve upon?</span>**
+
+* Be self-aware. Acknowledge areas where you may have room for improvement.
+* Focus on something specific and prioritise a meaningful commitment to improvements. 
+* Offer context for the areas you want to improve. Explain why these aspects are important and how they impact your role.
+
+**Next steps:**
+
+Please log into Lattice, and complete your self-evaluation. 
+
+Reach out to your People Ops Partner if you have any questions. 
+

src/SUMMARY.md

@@ -25,11 +25,12 @@
      - [Referrals](./contributing-to-status/referrals.md)
      - [Headspace](./contributing-to-status/headspace.md)
 - [Fundamentals](./fundamentals/index.md)
-     - [Security guidelines](./fundamentals/security-guidelines.md)
      - [Recommended reading](./fundamentals/essential-reading.md)
+     - [Security guidelines](./fundamentals/security-guidelines.md)
+     - [In case of a dispute](./fundamentals/In-case-of-a-dispute.md)
+     - [In case of emergency](./fundamentals/emergencies.md)
      - [Code of Conduct](./fundamentals/code-of-conduct.md)
      - [Contributor Privacy Policy](./fundamentals/contributor-privacy-policy.md)
-     - [In case of emergency](./fundamentals/emergencies.md)
 - [Finance](./finance/index.md)
      - [Getting paid](./finance/getting-paid.md)
      - [Third-party invoices format](./finance/third-party-invoices-format.md)
@@ -37,6 +38,7 @@
 - [Offboarding](./offboarding/index.md)
      - [Device Logistics](./offboarding/device-logistics.md)
 - [Playbooks](./Playbooks/index.md)
+     - [2023 Self-evaluation guide](./Playbooks/2023-self-evaluation-guide.md)
      - [How to request goods and services](./Playbooks/How-to-request-goods-or-services.md)
      - [Spiffworkflow](./Playbooks/Spiffworkflow.md)
      - [Superset](./Playbooks/Superset.md)

src/fundamentals/In-case-of-a-dispute.md

@@ -1,4 +1,4 @@
-# In case of a disputes
+# In case of a dispute
 
 ## Background
 

src/our-principles.md

@@ -21,7 +21,7 @@ We strive for complete openness and symmetry of information within the organisat
 ### VI. Openness
 The software we create is a public good. It is made available via a free and open source licence, for anyone to share, modify and benefit from. We believe in permission-less participation.
 
-### VII. decentralisation
+### VII. Decentralization
 We minimise centralization across both the software and the organisation itself. In other words, we maximise the number of physical computers composing the network, and maximise the number of individuals who have control over the system(s) we are building.
 
 ### VIII. Inclusivity

src/settling-in/afk-faqs.md

@@ -20,11 +20,55 @@ Your People Partner won't tell other core contributors the specifics of your sit
 
 ### 🐣 Are you or your partner / spouse expecting a new baby?
 
-First of all, congratulations! 🎊 We're happy about the new addition(s) to your family!
+#### Introduction
+
+First of all, congratulations! 🎊 We're happy about the new addition(s) to your family! At Status, we understand the importance of family during this exciting time in your lives. We believe all parents should have the necessary time to care for their newborn or newly adopted child. As such, this may result in a period of time when you will be unavailable to provide your services to Status. In this regard, Status has developed the following arrangement:   
+
+#### Eligibility
+
+All core contributors who have passed their trial period at Status and are performing well are eligible to participate in this arrangement. If a core contributor is still in their trial period, they will **not** be eligible to participate in this arrangement. 
+
+Furthermore, the core contributor’s service agreement must still be in effect prior to and for the duration of their unavailability. 
+
+#### Duration
+
+Core contributors who become new parents, either through birth or adoption, are able to make use of the following periods of unavailability and this arrangement:   
+
+* Primary caregiver - A period of up to sixteen (16) weeks
+* Secondary caregiver - A period of up to three (3) weeks 
+
+The primary caregiver is typically the person who takes on the main responsibility for looking after a child. This role is often most commonly associated with the mother.  The primary caregiver is typically the one who spends the most time with the child, providing daily care, nurturing, and meeting their needs. They will have given up work to carry out their duties. 
+
+The secondary caregiver is the person who takes on a supporting role in caregiving responsibilities. The secondary caregiver provides assistance and support to the primary caregiver, sharing the responsibilities of caring for the child.
+
+#### Standby compensation
+
+While traditional parental leave policies are not available to independent contractors, Status nonetheless wishes to ensure that core contributors are able to immediately resume the provision of their services for Status following this period of unavailability at full capacity and without delay. 
+
+Status recognises however that the core contributor will incur certain costs and expenses during their unavailability to maintain a certain level of readiness and wishes to compensate them to remain on standby. In this regard, Status will pay the core contributor a monthly ‘standby’ payment for the period of eligible unavailability.
+
+Status will make such payments in accordance with section 8 of this Status Contributor Guide.  As indicated above, Status’ payment of standby compensation is subject to the core contributor’s services agreement being in effect during their unavailability. If such agreement terminates during their unavailability, Status is not obliged to make any standby compensation payments to the core contributor. 
+
+#### Flexible work arrangements
+
+We understand that a core contributor resuming their services to Status after this period of unavailability given their parental duties can be challenging. Therefore, we also have flexible arrangements available to new parents who intend to resume providing their services. 
+
+This may include a reduced schedule or a staggered return. In addition, the core contributor may further extend their period of unavailability as follows: 
+
+* Primary caregiver - a period of up to eight (8) weeks 
+* Secondary caregiver - up to three (3) weeks 
+
+For this extended period of unavailability, Status will not provide any additional standby compensation. 
+
+#### How do I make use of this arrangement?
 
 As soon as you're comfortable sharing the news, please ping your People Partner to chat about your plans. It'd be great if you could give as much notice as you can.
 
-We'll do our best to accommodate you and we'll discuss with you each request on a case by case basis, involving your project lead, taking into account your needs, your planned unavailability and deliverables.
+We’ll further discuss the above arrangement with you, your period of unavailability and also share with you some additional paperwork to formalise this arrangement. 
+
+#### Conclusion
+
+At Status, we are committed to supporting our core contributors who become new parents. We believe that creating this arrangement  is essential to promoting work-life balance and creating a supportive environment for contributors to thrive as well as the confidence that they can resume the provision of their services to Status with the necessary readiness and capacity.
 
 ### 📒 What happens to any SNT distributions? 
 

src/settling-in/people-operations.md

@@ -17,7 +17,7 @@ We’ll keep asking you how we can improve, and we welcome your feedback at any
 ## Who we are...
 
 - Head of People Operations: Jonathan Barker (aka JB)
-- People Partners: Terry Tobin & Riccardo Caselli
+- People Partners: Terry Tobin & Melanie Davis
 - Talent Partners: Pepper Lea, Maya Krumova, Catia Sousa & Angel Gutierrez
 
 ### People Partners