Procedure for plotting new colleagues in our Value System
Even though we already should have an idea about the position of a ‘new’ colleague in the Baarda matrix, we can only confirm (or adjust) this after we get to know them well, so after around six months. This is, conveniently, usually around the time of the first midterm evaluation.
This means that around the six months mark two important questions need to be answered about the new colleague:
- How is the new colleague performing the work up to now?
- Which position in the Baarda matrix do they have?
For the midterm evaluation and plotting, the procedure looks as follows
- The colleague for whom an midterm evaluation needs to be scheduled appoints three colleagues that have something relevant to say about their work. These can be direct circle members or other colleagues they have closely collaborated with. The Circle Lead must always be invited. These colleagues need to have been working at Voys for at least 5 months to be able to give a good assessment of your work. It is a serious moment where we will gather feedback. This feedback will be documented and relayed back by one or more colleagues. This midterm evaluation provides an opportunity to make timely adjustments if necessary.
- The Contract Extender facilitates the conversation and will ask the following questions at least:
- Does the colleague meet the expectations you had when hiring?
- What skills/qualities has the colleague already demonstrated that have helped the team
- How do you think the colleague can further strengthen/improve their roles?
- If everything continues as it is now, is a permanent contract the logical next step?
During the conversation the contract extender document all feedback so that 1 or 2 colleagues from the group can provide the feedback.
Other questions discussed during the group session without the colleague present by the value advisor:
- Are they exceeding expectations (higher seniority level than expected)? Or are they not meeting expectations?
- How is colleague X picking up the tasks? Not only what work are they doing, but which way are they doing it?
- Are there any clear examples where Colleague X shows the behaviour of position Y?
- Don’t exclusively focus on the pathway assumed during the hiring process, but look at the surrounding pathways/levels too. For example, maybe we expected a medior specialist, but is core allrounder a more realistic assessment?
- If, during this evaluation check (approximately 6 months), it becomes clear that a colleague is structurally operating at a different Voys Value/Baarda pathway or level than initially expected, this does not automatically indicate a problem.
- All feedback gathered during this process should be communicated back to the colleague, by a spokesperson (selected during the session) of the group, at the end of the session.
- The contract extender communicates the result of the inplotting in Slack (f.e. HR-applications)
In rare cases, the actual work and observed behaviour may differ meaningfully from what was initially expected at the time of hiring. When this happens, it can be appropriate to re-examine the colleague’s inplotting, not as a correction of the hiring decision, but as a reflection of how the role has developed in practice. In such cases, the observation is raised as part of the midterm evaluation, and the Value Advisor, who is already involved at this stage, continues with the follow-up. Over the course of the following month (the 7th month of employment), the Value Advisor explores the situation with the colleague (including their wishes and expectations) and, if a different pathway appears to be involved, aligns with the Hiring Visionary to assess organisational fit and need.
A reassessment process may then be initiated, guided by the Value Advisor and following the standard reassessment procedure. In this specific situation, the process is initiated without requiring a formal written motivation from the colleague, as the trigger originates from observed role fit rather than a self-initiated request.
If the outcome confirms a different Voys Value position, the inplotting (and, if applicable, salary) will be adjusted, effective from the 8th month of employment. No changes are applied retroactively. This approach is intentionally exceptional and infrequent, reflecting situations where the organisation’s understanding of the role has evolved significantly in a short period of time. It applies only when the observation is initiated by the group, and not as an alternative route to regular reclassification.
This approach applies only to non-junior roles. Junior positions are excluded, as their inplotting is based on entry-level expectations and is not yet sufficiently interpretable for reassessment.