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you solve? How important/critical of a problem can you
be given? Are you uniquely capable (in the company?
industry?) of solving a certain class of problem, delivering a certain type of art asset, contributing to design,
writing, or music, etc.?
How much shippable (not necessarily shipped to outside
customers), valuable, finished work did you get done?
Working a lot of hours is generally not related to productivity and, after a certain point, indicates inefficiency.
It is more valuable if you are able to maintain a sensible
work/life balance and use your time in the office efficiently, rather than working around the clock. – 30 – Fig. 3-2 V ALVE: H ANDBO O K FO R NEW EMP LO YEE S HOW AM I DOING? 3. Group Contribution
How much do you contribute to studio process, hiring,
integrating people into the team, improving workflow,
amplifying your colleagues, or writing tools used by
others? Generally, being a group contributor means
that you are making a tradeoff versus an individual
contribution. Stepping up and acting in a leadership
role can be good for your group contribution score,
but being a leader does not impart or guarantee a
higher stack rank. It is just a role that people adopt
from time to time. By choosing these categories and basing the stack ranking
on them, the company is explicitly stating, “This is what
is valuable.” We think that these categories offer a broad
range of ways you can contribute value to the company.
Once the intra-group ranking is done, the information
gets pooled to be company-wide. We won’t go into that
methodology here. There is a wiki page about peer feedback
and stack ranking with some more detail on each process. 4. Product Contribution
How much do you contribute at a larger scope than your
core skill? How much of your work matters to the product? How much did you influence correct prioritization
of work or resource trade-offs by others? Are you good
at predicting how customers are going to react to decisions we’re making? Things like being a good playtester
or bug finder during the shipping cycle would fall into
this category. – 32 – – 33 – Fig. 3-3 Method to taking the company trip 1. 2. 3. 4. 4
Own Adventure step 1.
step 4. Find someone to watch your cats
Board our chartered flight
Relax by the pool
Relax by the pool some more VA LV E M E THOD D IA G . 4 V ALVE: H ANDBO O K FO R NEW EMP LO YEE S Your First Six Months
You’ve solved the nuts-and-bolts issues. Now you’re moving
beyond wanting to just be productive day to day—you’re
ready to help shape your future, and Valve’s. Your own
professional development and Valve’s growth are both now
under your control. Here are some thoughts on steering
both toward success. Roles CH O O S E Y O U R O W N ADV E N TU RE who interact with others outside the company call themselves by various titles because doing so makes it easier to
get their jobs done.
Inside the company, thoug...
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This document was uploaded on 03/03/2014.
- Fall '14