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Plotting new colleagues

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 contract extension talks.

This means that around the six-month mark, two important decisions have to be made about the new colleague:

  1. Is their contract extended?
  2. Which position in the Baarda matrix do they have?

The process for making these decisions should be followed simultaneously since the outcome of one decision depends on the other and vice versa.

The procedure:

  • The colleague whose contract is up for extension appoints five colleagues that have something relevant to say about their work (direct circle members, circle leads(s), and other colleagues that they work together with). These five colleagues need to have been working at Voys for at least 5 months to be able to give a good assessment of your work.
  • The Contract Extender collects feedback from these colleagues and the buddy and focuses on the question: Are there any reasons why the contract should not be extended? The focus point here is cultural fit: is the colleague a good addition to the team? In which way(s) do they contribute to the purpose of Voys? How do they deal with feedback? Overall pleasant person, to work with? The
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    Principles: our core values unpacked
     really help here.
  • If there are no reasons why the contract should not be extended, we will dive deeper into the feedback and schedule a group session in which the five colleagues discuss which position in the Baarda model (combination of pathway & level) best fits the colleague. There should have been an idea of a profile already when the colleague was hired, so the main question is whether this idea is confirmed. If it turns out the colleague has the expected profile, great! > No objections to a contract extension (although this would be a good moment to discuss career development etc.)

Other questions discussed during the group session without the colleague present:

  • 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 the colleague has another Baarda position than initially thought, this does not have to be a problem, but it is a reason to discuss with the relevant Circle Lead(s) if the actual position still fits within the CNPP (is their actual work for the actual position?) and if role-fit is still ok. If yes, there’s probably no objection against extending the contract.
  • 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 colleague communicates the result of the session in Slack (f.e. HR-applications)