Ops in a Box

EveryMundo’s Operational Frameworks & Processes

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We believe strongly that our culture and values enable us to perform at the highest level for our airlines. Our company values are a reflection of our actions as members of a team working towards a common goal. Below, we highlight each of our seven values along with actions that demonstrate each one in practice.

Goal setting with 36Y
Values & Actions
Job Banding
The Feedback & Alignment Program
The Mundo Bill of Rights

Goal Setting with the 36Y

Ensuring complete goal alignment and prioritization

A 36Y is a set of goals to be achieved in the next 3 months (the 3), 6 months (the 6), and by year’s end (the Y). There are three goal levels, each one nested below the other:

This structure aligns each of us behind our highest priority activities and ensures that each individual and every department are working toward the company goals. We track results against our Y goals every quarter and monitor progress regularly

Company Goals

We ask and answer 3 questions when writing our Company Y-goals

1.Why is the goal important? Document how an annual goal contributes to our strategic objective(s)

2.What do we want to achieve? Document the results we are aiming towards – all goals should be tangible

3.How do we know it’s been achieved? Define how we will measure success and monitor completion for every goal

Department Goals

Heads of Departments identify their contributions toward achieveing the Company 36Y goals

1. Ther define how their departmetns will help meet the company Y goals by the end of the year.

2. They define how their departments will help meet company 3 and 6 goals each quarter

3. Department goals should never be subjective, we aim to specify what it means to complete a goal without room for interpretation

Individual Goals

We identify individual contributions to our department’s Y goals and 3 goals and ensure they drive our individual goals

1. If there are no direct individual contributions to specific department goals, we define how our job is enabling someone else on our team to pursue a department goal

2. Emplouees may include goals that build on individual skills and interested, but these only belong on the 36Y if they connect to a Department Goal

Example 36Y

See the example below of three 36Y goals. This example represents three company goals, followed by how the Data Analytics Department will support each Company Goal, and how an individual within the Data Analytics Department will contribute to ensure the Department Goal is reached.

Goal 1
Company
Formulate plan to execute go-to-market strategy for hotels - across all customer-facing areas of the company
Department
Finalize First Iteration of Services Portfolio for Hotels
Individual
Create/Update documentation about the “Hospitality Vertical” on Services
Goal 2
Company
All managers participate in at least one managerial development initiative
Department
DataCore managers participate in the managerial development initiative (LinkedIn Learning) defined by the Company
Individual
Complete my training courses in the managerial development initiative defined by the Company
Goal 3
Company
Identify key product features that facilitate engagement services and roadmap items that will enhance the engagement services offering, using Insights project method
Department
Identify opportunities for product usage and automated recommendations that will prompt more self-service or engagement via services packages
Individual
Complete brainstorming session of how DA can promote engagement service packages
All goals live in our task and ticket management platform (JIRA). Teams meet bi-weekly to review progress against their department and individual 36Ys. This ensures visibility of goals and tracks goal progress across the Company and helps us understand progress in real-time so we are able to re-prioritize and make adjustments.

Each Company goal has an owner – an appropriate Department Manager who has three core duties:

  1. Check departmental 36Ys each quarter, offer any feedback and address questions
  2. Track goal progress, course correct, discuss potential re-prioritization
  3. Help the Executive Team craft the Company 3 and 6-goals every quarter

Job Banding

Operational Tier (Bands 1-2)

The Operational Tier comprises jobs that focus on execution and individual results. Roles within these bands are developing their expertise, mastering skills within their functions and require ongoing support from more Senior team members

Ascension within the Operational Tier includes increased:

  • Autonomy in decision-making
  • Subject matter expertise
  • Managerial responsibility

Hybrid Tier (Bands 3-4)

Jobs in these bands are often leading Teams or may be an individual contributor who is highly skilled, or holds a high level of subject matter expertise across their function or our business. These jobs are operating with a higher level of autonomy, discretion and judgment than Bands 1 and 2.

Positions in these bands are contributing to areas outside of their assigned scope as well as leading projects / participating in business key decisions.

Strategic Tier

The company’s most senior roles, whose primary function centers around strategy and long term results. Roles within these bands operate with highest level of autonomy and judgment. They lead the strategic planning activities of the company and focus on external efforts in addition to internals ones

Roles in these bands have complete accountability for the short-term and long-term success of the company including financial performance.

We use job banding as a framework that aligns roles of similar levels of responsibility and impact. The higher the band, the more autonomy, accountability, and/or work across departments.

Defined criteria (pillars) for each band: goals & results, responsibilities, processes, hiring, growth & development.

We make decisions on our team structures and hiring needs based on a shared understanding of the staffing and managerial requirements necessary to deliver on our goals:

  • How many customers do we intend to onboard in this region?
  • Which new product features are we going to build this year? In what ways are those new features a departure from our current products?
  • How will our sales and marketing needs change as a result of our roadmap?

Answering such questions allows us to create an organizational structure that maximizes efficiency and drives goal achievement. Banding is fundamental to EM’s org structure. With it, we can:

  • Group jobs with comparable skills, responsibilities and requirements
  • Level roles across a common framework to provide clarity about scope, impact, complexity and experience needed within each band
  • Codify role-appropriate expectations for employees, while providing a method to gauge individual performance

Job Banding consists of 3 Tiers with 2 Bands per Tier:

  • Tier 1 is the Operational Tier made up of Bands 1 and 2
  • Tier 2 is the Hybrid Tier of Strategic and Operational responsibilities made up of Bands 3 and 4
  • Tier 3 is the Strategic Tier made up of Bands 5 and 6

Having two Bands per Tier enables incremental career growth before a substantial increase in role and responsibility

Pillars: Categories to articulate the criteria for each Band

Beside the Bands are Pillars which are the categories that articulate the criteria for each Band. Pillars are the same across all Bands, but the extent of responsibilities for each Pillar increases as the Bands increase:

  • Goals and Results: Level of achievement and expected outcomes, including toward 36Y
  • Responsibilities and Impact: Level of accountability, autonomy, influence and contribution
  • Processes and Policies: Ownership of processes and policies; contribution to development of processes and policies
  • Resource Planning and Hiring: Level of support and / or responsibility in hiring activities; participation in resource planning activities
  • Growth and Development: Level of responsibility towards learning, growth of skills, and development initiatives for yourself and others in the company

 

A position classification framework that aligns roles of similar levels of responsibility and impact into one of six “job bands”. The higher the band, the more autonomy, accountability, and/or work across departments. Defined criteria (pillars) for each band: goals & results, responsibilities, processes, hiring, growth & development.

Bands are the lens through which view our team structures and hiring needs. We make decisions about that structure based on a shared understanding of the staffing and managerial requirements necessary to deliver on our goals:

  • How many customers do we intend to onboard in this region?
  • Which new product features are we going to build this year? In what ways are those new features a departure from our current products?
  • How will our sales and marketing needs change as a result of our roadmap?

Answering such questions allows us to create an organizational structure that maximizes efficiency and drives goal achievement. Banding is fundamental to EM’s org structure. With it, we can:

  • Group jobs with comparable skills, responsibilities and requirements
  • Level roles across a common framework to provide clarity about scope, impact, complexity and experience needed within each band
  • Codify role-appropriate expectations for employees, while providing a method to gauge individual performance

Job Banding consists of 3 Tiers with 2 Bands per Tier:

  • Tier 1 is the Operational Tier made up of Bands 1 and 2
  • Tier 2 is the Hybrid Tier of Strategic and Operational responsibilities made up of Bands 3 and 4
  • Tier 3 is the Strategic Tier made up of Bands 5 and 6

Having two Bands per Tier enables incremental career growth before a substantial increase in role and responsibility

Pillars: Categories to articulate the criteria for each Band

Beside the Bands are Pillars which are the categories that articulate the criteria for each Band. Pillars are the same across all Bands, but the extent of responsibilities for each Pillar increases as the Bands increase:

  • Goals and Results: Level of achievement and expected outcomes, including toward 36Y
  • Responsibilities and Impact: Level of accountability, autonomy, influence and contribution
  • Processes and Policies: Ownership of processes and policies; contribution to development of processes and policies
  • Resource Planning and Hiring: Level of support and / or responsibility in hiring activities; participation in resource planning activities
  • Growth and Development: Level of responsibility towards learning, growth of skills, and development initiatives for yourself and others in the company

 

Mapping Career Paths via the Band Framework

Bands underscore what Employees must achieve to advance in their careers, this clarity creates potential, alternative career path for everyone in the company. Team members can navigate their career paths vertically or horizontally – moving up a band or transitioning into another department at the same band.


Band 3
Senior Engineer
Band 2
Engineer II
Band 1
Engineer I

Example Job Banding

See the example below of how each Tier and Band contributes to the Pillars:

Bands
Strategic
Band 6
Strategic
Band 5
Hybrid Strategic / Operational
Band 4
Hybrid Strategic / Operational
Band 3
Operational
Band 2
Operational
Band 1
Pillars
Strategic
Goals and Results
Strategic
Goals and Results
Hybrid Strategic / Operational
Goals and Results
Hybrid Strategic / Operational
Goals and Results
Operational
Goals and Results
Operational
Goals and Results
Description
Strategic
Ultimately responsible for overall performance and operations of entire organization, including financial performance, growth, and operation excellence.
Strategic
Responsible for the development of company goals in collaboration with peers and supervisors, and supporting completion of department and team goals; introduce new initiatives for consideration across the company; define KPIs to measure financial performance of departments and teams under her/his supervision and accountable for results.
Hybrid Strategic / Operational
Participate in the development of company-wide goals outside of their direct department, function, or region.
Hybrid Strategic / Operational
Accountable for defining departmental, functional, or regional goals. Responsible for the departmental, regional or functional performance. Work with direct and indirect teams to achieve results.
Operational
Accountable for achieving elements of departmental, functional, and regional goals.
Operational
Achieve results through individual accountability and performance.

The (Mundo) Bill of Rights

What does it mean to be managed?

The Mundo Bill of Rights (BoR) defines how managers stay accountable for their team members. These 8 rights support individual engagement and career advancement. It is is our rule of thumb for all managers – no matter their department.

Two categories of rights:

1. Rights supported by internal processes & frameworks

  • Providing guidance on individual 36Ys, our Goal Setting Framework
  • Offering individual feedback on alignment with our values and bands

2. Rights about our awareness and empathy as leaders

  • Maintaining awareness for the well-being of your team
  • Ensuring team member recognition

The Rights: Defining Accountability vs. Responsibility

While others are often involved in the administration of a certain right, the manager listed on the Bill of Rights is the accountable party:

  • A team might be tasked with contributing to one person’s onboarding, but his/her manager is accountable for ensuring that this process occurs successfully.

The Mundo Manager’s Role Summarized

  • A Manager is accountable for ensuring the execution of a team member’s BoR.
  • A Manager is accountable for communicating the BoR to new team members
  • A Manager is accountable for communicating any changes affecting a team member’s BoR.

The Connection between the BoR and Organizational Structure

Because the BoR defines what it means to manage, we can assess managerial capacity. Questions about reporting structure must always come back to the BoR:

  • Is this manager in position to be accountable to uphold another person’s BoR card?
  • Is this manager stretched to thin and / or not ideally suited to be accountable for certain rights and we should consider alternative solutions?

Rights

Onboarding & Training
A manager will ensure you are properly onboarded and trained for your role.
Internal Processes
A manager will oversee your adherence to team processes and workflows.
Goal Setting
A manager will support the creation of your individual 36Y.
Well-being
A manager will be mindful of your motivation and well-being.
Learning & Development
A manager will ensure you keep improving your skills and subject matter expertise.
Feedback
A manager will provide feedback on your commitment to company values and on your alignment with your role and responsibilities.
Empowerment
A manager will empower you to take risks, make decisions, and gain autonomy.
Recognition
A manager will ensure that you receive recognition for your contributions.

Values and Actions

Our values are not a philosophy – they are defined and demonstrated by our actions when working with each other and our customers.

The Values: 7 words that encapsulate what it means to be a team member

The Actions: Illustrations that reflect our values in terms of behaviors – we control these things at the individual level.

Our actions provide clarity about our values as we grow as a company while working remotely and help us hold ourselves accountable for upholding our values (the F&AP).

Actions:

  1. We maintain empathy when interacting with other Mundos and trust that our teammates are working hard and towards a common goal
  2. We step up when times are tough and when we are needed to help solve an issue; we rally around opportunities for success
  3. We devote time and attention to the opinions and thoughts of others
  4. We regard the Company as one team and consider ways we can support other departments

Feedback and Alignment Program

The F&AP program allows us to provide guidance to employees on their professional development and alignment with their band and our values. All employees self-assess alignment and growth opportunities based on the 3 frameworks  – the Values & Actions, Job Banding, and Bill of Rights. Managers give feedback on development opportunities based on alignment with role (Bands) and behavior (Values & Actions). Employees also give their managers feedback on alignment with the managerial responsibilities outlined in the Bill of Rights. The Result: A short-term development and alignment plan for each employee.

Self Assessment

The Self-Assessment Form is a space to self-reflect on actions & values, individual contributions, and interests. It is completed by everyone as a first step. Direct reports send their forms to their managers.

Manager to Direct Report

Manager to Direct Report Feedback Form encourages feedback on alignment with values and the direct report’s role / band and is completed by all managers, shared with their direct reports.

The Result: A short-term development and alignment action plan for each employee.

Direct Report to Manager

The Direct Report to Manager Feedback Form enables feedback on a manager’s alignment with the Bill of Rights and is completed by all employees and collected by People Ops

The Result: Managerial development, training and support

In an effort to hold ourselves accountable while facilitating individual learning and development, we encourage feedback against these three frameworks.

1.Alignment with our Company values

2.Alignment with with our jobs / bands

3.Alignment with the Bill of Rights (for managers)

  • Aligning behind our values through individual actions (behaviors) promotes growth and development – and it’s good for the Company
  • After we tied values to individual actions, it became clear that we could hold ourselves accountable – they have become the basis for direct report feedback
  • Like aligning to our values through actions, individuals can align with their bands by upholding the pillars within their given band. Example:

According to the Banding Framework, with respect to the growth and development pillar, a Band 2 should be supporting the training of new hires

The manager of this individual can evaluate the extent to which this occurring and provide suggestion for improved alignment.

What’s more, when providing feedback, the manager can refer to the Band 3 description to determine what the direct report can do towards a future promotion 

  • Operations supports managerial development and training by understanding which rights our managers need guidance to administer
  • We are using that feedback to jumpstart managerial development opportunities for all managers

More information available can be found here: Managerial Development at EM

 

1.It ensures and clarifies individual career growth & development

2.It ensures managerial accountability so we move beyond management on paper

3.It ensures capacity management and helps us optimize our reporting structures