Merge pull request clef#21 from clef/initial-docs

Rephrased sabbatical goals

Benefits and Perks/Sabbatical.md

@@ -6,7 +6,7 @@ During this sabbatical, they should work on passion projects -- something outsid
 
 The sabbatical should be a time of self-improvement and exploration with a central activity or theme. At the end of the sabbatical, the employee should put together a presentation about their sabbatical and present it to the team when they get back to the office.  
 
-The sabbatical is meant to  help employees avoid burnout from working on one thing for too long, and also to help further our core value of improvement by letting the employee explore and learn about another area of interest.
+The sabbatical is meant to help further our core value of improvement by letting the employee explore and learn about another area of interest. It may also help some employees avoid burnout from working on one thing for too long.
 
 To make sure that sabbatical is not overly disruptive to their team, employees should have taken fewer than twelve weeks of paid time off in the year before a sabbatical. They should also notify the team that they will be taking the sabbatical at least 4 weeks in advance.
 

Operations Documents/Budgeting.md

@@ -1,4 +1,4 @@
-#Budgeting
+# Budgeting
 
 Budgeting (all spending except salaries, which, for the first 10 employees will not be included in these budgets) is done by the founders immediately after the company OKRs are set so that the budgets can reflect the company's goals for the quarter. The budgets will be quarterly and will initially be broken down into:
 

Operations Documents/Hack Weeks.md

@@ -1,4 +1,4 @@
-#Hack Weeks
+# Hack Weeks
 
 The second week of every quarter at Clef is a hack week. We stop working on our normal projects and create small teams to work on little projects that we are excited about and can finish in a week. Anyone can propose a project, and there are no rules about what is allowed to be worked on except that it should be related to Clef. Every employee decides what they want to work on, so projects that require more than one person also need to convince other employees to work with them. Anyone can work on a project solo, but teams are encouraged and can be up to 4 people working on the same project. As much as possible, teams should be cross-organizational to give people a chance to work with folks who they don’t work with on a daily basis.
 

Operations Documents/Interview Process.md

@@ -1,26 +1,25 @@
-Interview Process
+# Interview Process
 
-Every candidate should go through three interviews that help us find the right person for the job. 
+Every candidate should go through three interviews that help us find the right person for the job.
 
 Before they are interviewed, the candidate should show some relevant work that will help give us an initial screen and something to talk about in the first coffee interview. They should also get a blurb about Clef, the position, and our values so that they can self-screen if our culture doesn’t match the kind of company they want to work for. **Values in particular should be emphasized here so that they understand how important they are to the Clef team and make sure they align.**
 
 # Informal/Coffee — 30 Minutes
 
-A resume or online profile can tell us a lot about what a candidate has done, but the first thing we need to find out is what they want they want to do next, and whether that matches what we’re looking for at Clef. This interview can happen over the phone, Skype, in the office, or out at a coffee shop. 
+A resume or online profile can tell us a lot about what a candidate has done, but the first thing we need to find out is what they want they want to do next, and whether that matches what we’re looking for at Clef. This interview can happen over the phone, Skype, in the office, or out at a coffee shop.
 
-The idea is to spend 30 minutes getting to know the candidate and letting them ask questions about Clef and the position. This has screened about 80% of candidates so far, which seems about right. It should be pretty transparent if the candidate’s experience or interests are misaligned for the job. 
+The idea is to spend 30 minutes getting to know the candidate and letting them ask questions about Clef and the position. This has screened about 80% of candidates so far, which seems about right. It should be pretty transparent if the candidate’s experience or interests are misaligned for the job.
 
 This interview should also focus on selling Clef and recruiting promising candidates, as this is their first real contact with Clef and their desire to work here will be formed in this meeting.
 
 # Technical Interview — 2 Hour
 
-The technical interview is a chance to dive into the candidate’s ability at the job they’re interviewing for. The lead on this hire should prepare two exercises which will each take 45 minutes, one which goes into high level thinking for the position and the other which focuses on more low level implementation. 
+The technical interview is a chance to dive into the candidate’s ability at the job they’re interviewing for. The lead on this hire should prepare two exercises which will each take 45 minutes, one which goes into high level thinking for the position and the other which focuses on more low level implementation.
 
 The last 30 minutes should be used for questions and answers from both sides. This interview should filter out 50-70% of candidates (of the remaining 20%), and by the end of it, the lead interviewer should have an opinion on whether or not the candidate is the right person for the job.
 
 # Team Fit — Full Day
 
-Finally, the candidate should come in for a whole day of talking to and working with the team. In the morning, they should talk to the founders about their experience and interests, and then drill into a much more challenging problem than they had to deal with in their technical interview. We want to get a sense for how candidates handle something out of their comfort zone, how they ask for help, etc. It’s also important that candidates feel like they’ve earned their offer by the time they get it, so this part of the process should be hard! 
+Finally, the candidate should come in for a whole day of talking to and working with the team. In the morning, they should talk to the founders about their experience and interests, and then drill into a much more challenging problem than they had to deal with in their technical interview. We want to get a sense for how candidates handle something out of their comfort zone, how they ask for help, etc. It’s also important that candidates feel like they’ve earned their offer by the time they get it, so this part of the process should be hard!
 
 After the morning exercises, candidates go out to lunch with the team before coming back to the office for one on ones with everyone. As we get a little bigger, this might need to be one on twos to fit conversations into a reasonable amount of time.
-

Operations Documents/Onboarding.md

@@ -1,12 +1,12 @@
-Onboarding
+# Onboarding
 
-This document is about the general priorities and policies for how we as a company bring new employees onto the team. As a new person on the team, if you have questions about starting at Clef, check out [Your First Day at Clef](https://docs.google.com/document/d/1vvJfWH7lP808mAlKPr8JwUx0HvkiidzS_bkwB8wqA7M). 
+This document is about the general priorities and policies for how we as a company bring new employees onto the team. As a new person on the team, if you have questions about starting at Clef, check out [Your First Day at Clef](https://docs.google.com/document/d/1vvJfWH7lP808mAlKPr8JwUx0HvkiidzS_bkwB8wqA7M).
 
-We may also create specific onboarding recommendations for different roles in the future. 
+We may also create specific onboarding recommendations for different roles in the future.
 
 # Before Arrival
 
-After a candidate accepts an offer to join Clef, there are a few things that we can get out of the way before they show up. 
+After a candidate accepts an offer to join Clef, there are a few things that we can get out of the way before they show up.
 
 1. Employment paperwork (these should end up in their Personnel folder, which should be shared with them in Google Drive)
 
@@ -26,7 +26,7 @@ After a candidate accepts an offer to join Clef, there are a few things that we
 
         4. Two-factor auth should be set up with them
 
-    4. Slack 
+    4. Slack
 
     5. Trello
 
@@ -40,7 +40,7 @@ After a candidate accepts an offer to join Clef, there are a few things that we
 
 4. Payroll, benefits, etc. set up -- introduce to Patricia, who will manage this process
 
-5. Put 3 events on whole team’s calendar -- NAME’s First Day, Team Lunch to welcome NAME, and Team Celebration of NAME’s First Day. 
+5. Put 3 events on whole team’s calendar -- NAME’s First Day, Team Lunch to welcome NAME, and Team Celebration of NAME’s First Day.
 
 # The First Day
 
@@ -50,23 +50,22 @@ Some guidelines for the first day:
 
 * The day should start at 10:00 — this lowers the commute stress and gives us time to set up their desk and get the team ready for them.
 
-* The new employee should arrive to a desk with their new computer, monitor, keyboard, mouse, etc. set up and ready for them. So far, we have opened the computer, updated software and installed tools, then reboxed it (because the unboxing process of a new computer is nice, but this helps save them annoying time on the first day). There should also be a nice note signed by the team, a copy of Daring Greatly, and anything else that feels welcoming or personal to them. 
+* The new employee should arrive to a desk with their new computer, monitor, keyboard, mouse, etc. set up and ready for them. So far, we have opened the computer, updated software and installed tools, then reboxed it (because the unboxing process of a new computer is nice, but this helps save them annoying time on the first day). There should also be a nice note signed by the team, a copy of Daring Greatly, and anything else that feels welcoming or personal to them.
 
-* Everyone in the office should know that they are starting, their name, and what they’re doing. There is one person in charge of the onboarding process, but it is everyone’s responsibility individually to make the new employee feel welcome. 
+* Everyone in the office should know that they are starting, their name, and what they’re doing. There is one person in charge of the onboarding process, but it is everyone’s responsibility individually to make the new employee feel welcome.
 
-* The person in charge of onboarding should block out the whole day and plan to spend it with the new employee helping them get set up. In practice, they won’t need the attention for the entire day, but should never be stranded when they do need it. 
+* The person in charge of onboarding should block out the whole day and plan to spend it with the new employee helping them get set up. In practice, they won’t need the attention for the entire day, but should never be stranded when they do need it.
 
-* The employee should push something public live during their first day. That might be a code commit, a design change, or a blog post depending on their position, but publishing something is important. This ensures that they’re getting set up to contribute and that they don’t feel restricted while they get up to speed. 
+* The employee should push something public live during their first day. That might be a code commit, a design change, or a blog post depending on their position, but publishing something is important. This ensures that they’re getting set up to contribute and that they don’t feel restricted while they get up to speed.
 
-* The whole team should eat lunch out together, and this should be put on calendars as far in advance as possible so people don’t schedule other meetings. 
+* The whole team should eat lunch out together, and this should be put on calendars as far in advance as possible so people don’t schedule other meetings.
 
-* The day should end at 5, and at the end of the day, the new employee has the option of how to celebrate (a team high five, a drink out, or dinner). They should pick one before the day starts so the team can plan, but they can also change their answer at the end of the day. 
+* The day should end at 5, and at the end of the day, the new employee has the option of how to celebrate (a team high five, a drink out, or dinner). They should pick one before the day starts so the team can plan, but they can also change their answer at the end of the day.
 
 # The First Week, Month, Beyond
 
-The first week of working at Clef should be focused on learning -- learning the company norms, learning how to work with everyone, learning the tools we use, etc. New employees should be contributing a little bit all week, but the expectation is that they ask questions and get set up, not that they immediately assume leadership. 
+The first week of working at Clef should be focused on learning -- learning the company norms, learning how to work with everyone, learning the tools we use, etc. New employees should be contributing a little bit all week, but the expectation is that they ask questions and get set up, not that they immediately assume leadership.
 
-After a week, the new employee should have their first one-on-one meeting. This meeting should go over all of the normal things that we cover in [One on Ones](https://docs.google.com/open?authuser=b%40getclef.com&id=1yVp1XzfjmHkwf_vQf-COInCHj2xd3b7ne_77YSleRgc), but should also probe about any gaps in their knowledge. Importantly, it should also cover [OKRs](https://docs.google.com/open?authuser=b%40getclef.com&id=1ZpDWejQiU5gDWz2mFPvOhdf1g2Xc6vu1kdrlCp3SimU), and go over the company’s objectives. After this meeting, the new employee should write their OKRs for the rest of the quarter (this fractional quarter should be viewed as a sort of practice run). Another meeting to talk about the OKRs should be scheduled for the next day or two. 
-
-From there, the process should merge towards the normal process. It’s important to set reasonable expectations and be very supportive for as long as it takes for the employee to feel comfortable at Clef (this might be a week for some and a month for others). 
+After a week, the new employee should have their first one-on-one meeting. This meeting should go over all of the normal things that we cover in [One on Ones](https://docs.google.com/open?authuser=b%40getclef.com&id=1yVp1XzfjmHkwf_vQf-COInCHj2xd3b7ne_77YSleRgc), but should also probe about any gaps in their knowledge. Importantly, it should also cover [OKRs](https://docs.google.com/open?authuser=b%40getclef.com&id=1ZpDWejQiU5gDWz2mFPvOhdf1g2Xc6vu1kdrlCp3SimU), and go over the company’s objectives. After this meeting, the new employee should write their OKRs for the rest of the quarter (this fractional quarter should be viewed as a sort of practice run). Another meeting to talk about the OKRs should be scheduled for the next day or two.
 
+From there, the process should merge towards the normal process. It’s important to set reasonable expectations and be very supportive for as long as it takes for the employee to feel comfortable at Clef (this might be a week for some and a month for others).

Operations Documents/Sharing Files.md

@@ -1,12 +1,12 @@
-Sharing Files at Clef
+# Sharing Files at Clef
 
 ## Base Directories
 
 At the base of every member of the Clef team’s directory, there should be 6 directories:
 
 1. **[Clef Handbook](https://drive.google.com/open?id=0Bwj0rVaUQUXPNWI3SmlwMXRkTDQ&authuser=0)** -- a collection of documents about how we do things at Clef, which anyone can comment on
 
-2. **Active Projects** -- All project folders will be shared globally in this folder 
+2. **Active Projects** -- All project folders will be shared globally in this folder
 
 3. **Inactive Projects** -- projects which aren’t currently under development