Firing Policy

How we end a working relationship at Voys

Why this page exists

Sometimes it just doesn’t work out.

Ending a collaboration is never the goal, but it can happen. When it does, we want to handle it with clarity, fairness, and respect.

More information on how "leaving Voys" works- including roles, decision-making and the steps we follow- can be found on this page. This page does not address the procedure for deciding whether a fixed-term contract will be renewed. For details on that process, see

And remember: this is the final step in a longer journey. For earlier signals and steps, check out:

• 🔁 The Escalation Ladder
• 💬 Giving Feedback
• ⚠️ Warnings & Sanctions

This page is specifically about the process of ending a working relationship- the very last step in the chain.

Because we don’t have managers but work in a self-organizing way, it’s extra important to be clear about who does what, how decisions are made, and how we make sure the process is fair, human, and legally correct.

We want to make sure that:

• the process is respectful and careful,
• the colleague feels heard and treated fairly,
• Dutch law is followed,
• the right roles take responsibility,
• and that we learn from every case.

Roles & responsibilities

• Closer

Process owner. Makes sure the steps are legally correct and neatly followed. Doesn’t take an “influence vote”, but can stop the process if it’s not fair or legally sound.

• Circle Lead

Brings in the content: the facts, strategic context, resource situation. Not a manager, but knows the Circle’s reality best.

• Scrum Master (if there is one)

Brings in perspective on process and team dynamics.

• Circle Lead People

Looks at fairness, consistency, and the bigger picture across the organization.

• Colleague

Has the right to transparency, to be heard, to clear communication, and to a careful process. Always treated as a human being, not as a “problem role”.

• Legal advisor

Brought in by the Closer when needed.

Principles

• Firing is the very last step. We always try feedback, coaching, changing roles or responsibilities first.
• People over roles. Even if things don’t work out, dignity comes first.
• Transparency and fairness. Everyone should understand what’s happening and why.
• Law & reason. We follow Dutch labor law.
• Reflection. Every firing process ends with an evaluation.

The process step by step

1. Signals

Feedback is not only for Circle Leads – every colleague gives feedback. Concerns often build up as an accumulation of signals.

• Circle Lead and/or Scrum Master notice a structural problem (performance, behavior, collaboration).
• These issues are discussed openly with the colleague, early on.
• Alternatives are explored first: coaching, different roles, training, support.

2. Preparation

• Circle Lead gathers facts, examples, and feedback history.
• Closer checks legal options (mutual agreement, UWV, court).
• If needed, legal advice is brought in.

3. Conversation

Circle Lead (and Closer), (and Scrum Master if there is one) sit down with the colleague.

• Situation is explained clearly.
• Colleague has space to share their view.
• Options are discussed transparently.

4. Decision making

Ending a working relationship is never a solo decision.

• Teams with a Scrum Master
• 40% Circle Lead
• 40% Scrum Master
• 20% Circle Lead People*
• Teams without a Scrum Master
• 80% Circle Lead(s)
• 20% Circle Lead People*
• Closer

No “vote”, but does have process veto power. If it’s not legally or procedurally correct, the Closer can stop or send it back.

Once this balance is reached, a decision is made and discussed with the colleague. Ideally via a mutual termination agreement, otherwise through a formal legal route.

*20% – Circle Lead People

The Circle Lead People contributes a 20% vote. This vote is not based on personal judgment, but on a combination of available input from across the organization. This includes:

1. Any formal warnings on file
2. Signals from the Escalation Ladder
3. Conversations and input from other people-roles like:
• Interventionist
• Mediator
• Contract Extender
• Value Advisor
4. Broader patterns seen in the organization that relate to fairness, precedent, and consistency

In other words: Circle Lead People doesn’t act as a decision-maker in isolation, but as a connector of all relevant context from our people systems.

5. Informing direct colleagues

Before there is agreement, information is shared as discreetly as possible– which can be tricky in practice, but is necessary.

After an agreement is reached, communication takes place in mutual consultation: what do we share, when, and how?

6. Closing things off

• If there is agreement: sign a termination agreement.
• If not: follow the formal legal route (UWV or court).
• Closer arranges all the formalities (notice period, last salary, IT access, documents).
• Circle is informed according to the agreed communication plan.

7. Reflection

Afterwards, Circle Lead, Scrum Master (if there is one) and Closer sit together:

• What went well?
• What could be better?
• What lessons do we take forward?

Practical notes

• Documentation & confidentiality

The Closer keeps a confidential file. Only those directly involved have access.

• Rights of the colleague
• To be heard.
• To get clear and timely communication.
• To access the file.
• To get external support if they wish.
• Legal framework

We follow Dutch law: notice periods, severance, and the right dismissal route.

• Aftercare

Where possible we support colleagues in their transition (f.e. network, outplacement).