This document is designed to provide a clear and detailed explanation of the expectations for full-time writers on the Dealer Spike and ARI Content Teams. Changes to these expectations will be discussed as a group, approved by a manager, and announced officially before being implemented.

All outlined expectations are in addition to expectations outlined in the LeadVenture Employee Handbook. Any concern not addressed in either location can be discussed with management or HR. Any expectation discussed in this document that contradicts any expectation outlined in the handbook should be brought to the attention of the Content Team Lead.

Monthly Content Completion

All full-time LeadVenture writers are expected to provide content for all their assigned clients by the end of the month. For Dealer Spike writers, this should not come out to more than 105 pieces per month or 25 pieces per week. For ARI writers, this should not come out to more than 132 pieces per month or 30 pieces per week.

It is the writer’s responsibility to make accommodations for missed days in order to avoid falling behind. If a writer needs assistance with accommodations, it is their responsibility to reach out to the Team Lead to communicate their situation.

Completion is measured using a percentage formula above each writer’s list of assigned clients. To assist with workload management, benchmark percentages are indicated in each tracker, highlighted in pink. While there are no consequences for not hitting 33% and 66% deadlines, writers may receive communications from management if they look to be falling behind.

Failure to reach 100% by the indicated 100% day may result in additional coaching.

Client Assignments

Every LeadVenture writer receives a list of assigned clients they’re responsible for month after month. These assignments are listed in the far right columns on each individual tracker.

The majority of the assignments should carry from month to month, but adjustments will be made to account for customers who start and stop content, as well as to ensure fair distribution. These clients should be clearly listed near the top of the list.

As writers fill content for each client, they are expected to check off the box that corresponds to that client in their tracker. This will adjust the percentage complete at the top of the spreadsheet. Writers are expected to keep accurate and up-to-date records of their progress to allow management to monitor each writer’s progress.

If a client is assigned to a writer and does not end up receiving content for the month, the writer is obliged to remove the corresponding checkbox for that client and include a note explaining why that client did not receive content that month.

If another writer filled a request for a client, the assigned writer should still check off their corresponding box and leave a note indicating which writer filled that request.

Content Quality

All content must adhere to the LeadVenture Style Guide standards and meet quality expectations as set by the team. Sparse typos and other mistakes are expected, but the number of required edits should not impede the QA team’s ability to complete their work on time. Any writer who struggles with adhering to quality standards may receive additional coaching.

Additional Work

Writers are responsible for more than just typing and these additional tasks take additional time. The very first priority will always be meeting monthly expectations. If any additional assignments or interruptions prevent a writer from meeting their goals, they should speak with the Content Team Lead as soon as possible to communicate their concerns and to form a plan to improve efficiency.

Research, Meetings, and Daily Administrative Tasks

Things like research for content, meetings, and miscellaneous administrative tasks are a known and expected part of the process. They are factored into the daily, weekly, and monthly goals. Writers should always make note of additional distractions, but they should not impact a writer’s ability to reach their goals.

Project Work

Writers may also participate in individual or team projects in an effort to improve the team’s process. This project work must never supersede the priority of daily work without prior approval. 

If a writer is asked to participate in a project that they believe will hinder their ability to hit their goals, they are within their right to refuse the request. 

If a writer is actively participating in a project that is becoming too time consuming, alert the Content Team Lead immediately so appropriate adjustments can be made.

Attendance

Attendance may affect a writer’s ability to reach their goals. Writers must take their attendance, including planned and unplanned absences, into account when working to reach monthly goals. All planned absences must be communicated to the Team Lead at least two weeks in advance.

If a writer exhibits an attendance problem, regardless of how well they can make up for lost time, it may result in a conversation with management. Refer to the employee handbook for official rules on attendance.

Sick Days/Unplanned PTO

If any writer needs to ask for time off for an illness, an urgent matter, or any other unplanned absence, they must contact the Content Team Lead as soon as possible. If a writer is unable to access work communication platforms outside of work, they should request the Team Lead’s personal phone number, if the Team Lead has not already given it to them. It is appropriate to contact them via text or phone call to call out.

Planned PTO and Team Attendance

Every active team has a limited number of absences that can be granted on a scheduled work day. This prevents each team from having too few writers available to fill content. This only applies to planned absences. Writers are still able to request days off due to illness and other unplanned emergencies, regardless of how many planned absences there are.

Dealer Spike Writers (Western Hemisphere) - Only 2 writers can be scheduled to be out at any given time.

Dealer Spike Writers (India) - Only 1 writer can be scheduled to be out at any given time.

ARI Writers - Only 1 writer can be scheduled to be out at any given time.

Requests that violate these expectations will be rejected unless otherwise discussed with the team lead.

In the event that one team does not have enough writers to cover requests for a scheduled work day, writers from other teams may be asked to cover another team’s work temporarily.

To know if a day is eligible for a writer to request off, refer to the shared DigMS Creative Teams calendar in Outlook. Contact the Content Team Lead to gain access to this calendar.

Senior Writer Expectations

All content writers promoted to a Senior Writer position may also have the following responsibilities:

VIP Clients

All VIP clients are assigned to Senior Writers. This may include clients with large accounts, clients who have worked with LeadVenture for an extended period of time, and clients with unique inventory.

All day-to-day expectations are the same with VIP clients as they are with all other clients, though writers may need to be more involved in planning content for these clients and work more closely with the assigned SEO rep.

Subject Matter Expert Reference

Senior Writers are expected to use their knowledge of the process and the work to answer questions from the team, either when presented in team chats or in private messages. Any questions that cannot be answered by the Senior Writers should be forwarded to the Team Lead.

Acting Team Lead

On work days when the Team Lead is out of office, the Senior Writers are expected to act as the Team Lead, answering questions when appropriate and making executive decisions on behalf of the Team Lead if necessary.

Senior Writers should also be prepared to reach out to the Team Lead in the event of an emergency and brief the Team Lead when they return on any major, pertinent developments. 

Enthusiastic Participation

Senior Writers are expected to set a good example for the rest of the team. They should partake in content discussions, offer new ideas, perform independent research, and provide a welcoming environment for all other writers. They may also be asked to participate in beta projects, help with new employee training, and any other unique tasks not normally required of the other writers.

Failure to Meet Expectations

If a writer is unable to meet their final goals, the resulting consequences will depend on the severity and consistency of the problem.

Note that any writer who is aware they won’t reach their goals should be in contact with their team lead before the end of the month to discuss possible solutions. 

First Time Offense

If a writer falls short for the first time, the Content Team Lead will reach out to the writer for a one-on-one to discuss the situation, what obstacles prevented them from achieving expectations, and how things can improve. Assuming the situation improves, no further action is needed.

Repeated Offenses

If the issue continues with no sign of improvement it may result in more serious discussions with team leads and management. A performance improvement plan may be formed to make it possible for the writer to meet expectations.

Continued concerns may lead to disciplinary action, including formal warnings and even termination.