By the end of the year, Internet companies are essential to reporting. It is a review and summary of the work of the past year (half a year, quarter), and a plan and goal alignment for the new quarter.

I have worked for 5 years and experienced large and small companies. Due to the different development stages of the company, the team size is different and the form is not quite the same. But in general, my personal reporting has two basic perspectives: inward and outward

Inward: mainly from their own point of view, reflecting on personal growth, is a long-term review of personal career, belongs to a leak to fill gaps, self-growth, recognize the important means of self-positioning;

One benchmark for looking inward is to see what significant weaknesses you have exposed over time (a technology stack, development quality (bug rate), communication skills), and where you have built up an advantage (project management, technical research skills).

External: I mainly measure my own output and contribution to the team from the perspective of top management, which is also the focus of short-term OKR and performance appraisal;

Externally, one benchmark is that one’s role positioning and contribution within the team/project team (technical lead R, implementer, collaborator) should be aligned with OKR achievement within the team/project team.

FIG. 1 Reporting perspective

The following mainly from the debriefing material form, content organization structure and debriefing core principles of this aspect, talk about my understanding of debriefing.

The material form

No matter the size of the team, it is generally required to write a presentation document (no matter how small or non-standard team, you are also recommended to write a presentation document at the end of the year, even if it is in other informal form (year-end work summary), is a summary and precipitation of your own). Generally, large factories have a complete documentation system, such as wiki and cloud documents. It is convenient and popular to add comments, reference other materials and insert links. Others, such as Amazon, may prefer word in its pure form. Also some companies like PPT, feel more expressive. Even different ranks of the same company may not use the same material form, such as higher ranks are more inclined to PPT, this kind of rank is more empty, the performance of the form of PPT may be better.

Although not rigid and formal, but in my experience, grass-roots or R & D staff, the more pragmatic the document form, the better, I suggest wiki, cloud documents, Word. Because the foundation work involves a lot of time details, data metrics. Such documents are clearer in the logical presentation of complex content.

Content organization

In terms of the specific content organization structure, I personally tend to divide it into the following modules.

  1. Overview of the overall work situation;
  2. Review of online problems and quality problems; (R&D sequence)
  3. Achievement of past work priorities and objectives;
  4. Planning for the next quarter;
  5. Personal growth and reflection;
  6. Team make a proposal

In general, the previous work focus and goal achievement, as well as the plan of the next quarter are linked with the current team OKR, so it is also related to the evaluation of personal performance. Therefore, it is suggested to invest more energy in the summary and presentation of this part.

Back to the above is the focus of the personal growth and reflection “to” visual Angle, is more this time an opportunity for self career review, can write frank, also can “greenwashing”, of course it depends on the harmonious degree of the team, ideally you can see through this part of the current status of friends in the team.

In the part of team suggestions, more from the perspective of team managers, some suggestions should be put forward to help team members grow up, cooperate more smoothly with other teams horizontally or strive for more resources upwards. These suggestions can be combined with some daily observations.

Core principles

From the perspective of “external”, team OKR is taken as the benchmark. What we need to do is to make logic and data systematic, focus on process and focus on core indicators. As shown in the figure, we should clearly mark what we have done on the corresponding OKR and understand the OKR plan of the team as a whole. It is better to carry out relevant work and personal planning around the relevant direction. Otherwise, we may feel very tired for a whole year, but the output is low for the team, and the performance will not be good. Of course, the premise is that the team OKR is reasonable, especially the technical team. If the OKR is not reasonable, it is basically fatal. The human cost of the technical team is very high and can not afford to waste. The formulation of OKR that is another topic that will not be discussed here. The important thing is that your work process and results can be mapped to the DISMANTLING of OKR.

Figure 2 shows the logic of job combing

The “inward” perspective is that being part of a team provides an opportunity for others to look at you and help you grow. The same is true for the rest of the team. Try to be frank and tell the truth without being afraid of making a fool of yourself.