Level change procedure
- Submitting the request: A motivated, written request to be recognized in a different level than the one you currently have is made to the Value Advisors and will be shared with the colleagues you appoint in step 3.
- Intake: The Value Advisor discusses where you currently are and where you want to go. They will walk you through the questions that are to be answered by your peers in step 4 of the procedure.
- Colleague selection: You select five relevant colleagues that you feel can make a useful contribution to your assessment. These five colleagues need to have been working at Voys for at least six months to be able to give a good assessment of your work. Add the motivation for why you selected these colleagues to your request. The Circle Lead Links of the one or two core circle(s) in which you energize role(s) will also be invited since it is ultimately their accountability to assure a good fit for the role(s). The Value Advisor will check with this group whether they are missing someone, wherein the requester needs to suggest a better fitting group.
- Session scheduling: The Value Advisor invites all the relevant colleagues (that you have appointed) to a meeting about your level in the model. Your motivation for the new position will be shared with the invitees. Before and during the session, the Value Advisors will also collect the answers to the questions in Appendix I.
- Session: The appointed colleagues discuss your requested position in the model. You, as the requester, are not present during this discussion. The Value Advisor is present to answer questions about the model and acts as a facilitator for the process.
- The colleagues go through the questionnaire for the level that you have requested. For each question, the following steps are taken:
- The Value Advisor allows for clarifying questions about the content of the question.
- The Value Advisor allows for questions about the person requesting the new position in the model.
- The Value Advisor asks every participant to answer the question “Yes” or “No” with an explanation. For this part, cards with Yes/No are used, and everyone shows their answer simultaneously to minimize bias based on other people’s answers.
- The Value Advisor asks if anyone wants to change their initial answer.
- If the question is answered with a unanimous “Yes”, the answer is given. If not unanimous, the question will be answered with “No”.
- When the test is finished, the score can be used to propose a position. As a rule-of-thumb and soft threshold, a minimum of 70 percent indicates a fit with the profile.
- The Value Advisors ask: Did the session result in an outcome that reflects your personal opinion? (input of colleagues, engagement, fairness)
- The proposal is followed by an objection round.
- Result: You will be invited to hear the session’s outcome with the Value Advisors and a spokesperson (selected during the session, but you can request a specific person) of the group.
- If you end up with a new level, this will be communicated to the roles that do the salary administration.
Appendix I: Additional questions
The approx. 20 questions in People Point are a great foundation for assessing a change request. However, they do not paint a complete picture of the skills and behaviour we deem valuable in our organization and want to reward. To paint that complete picture, we include some additional questions for discussion before or during the session:
Checks by the Value Advisor (with relevant roles):
- Are there any (formal) agreements or formal warnings that are blocking a promotion?
To avoid peer pressure, the individuals of the group need to dm the Value Advisor their answers to these questions:
- Have you read the requester's motivation?
- Do you have enough knowledge about our compensation model to assess this request?
- Do you feel you are the right person to assess this request?
- Is this the right group, or is someone missing that you would have expected?
- Did the requester significantly change their roles in the last few weeks/months?
- Does the requester's current position (level and profile) still make sense?
- Does the requester act in the best interest of the company, and do they support its core values and principles?
- Do they operate in line with Holacracy and the constitution?
- Would you hire the requester again?
All the above questions must be answered with a ‘yes’ or ‘no’.