Hiring & Team Changes

Objective hiring process with culture- and job fit

We enjoy attracting 'new' Guidionners as well as giving colleagues the opportunity to develop and grow in a new role. We recruit and select based on culture- and job fit, based on objective hiring. Being objective means that we don't hire based on our gut feeling and we don't search for people who look like ourselves. It means that we go through a well-defined process and use assessments as crucial part of our selection process. The assessments are used for identifying personal motivators (culture fit) and to get insights into competences (job fit).

Culture fit
We look at culture fit by objectively assessing what motivates a person, and make sure that those motivators are in line with our core values 'Can-do-is-you', 'Let's Grow', 'Happy to help' and 'Share the fun'. To us, this is thé best indicator of whether someone can be their #NaturalBest at Guidion. Because that's the environment we create. So in our case culture fit doesn't correspond with hiring 'people we like' which equals with poor diversity. We are a diverse group of colleagues and have an inclusive work environment. But our values do bring us together, as well as leave us with enough room to be different and complement eachother.

Job fit
In preparation for finding a new colleague, especially to objectively assess a job fit, it's necessary to really dig deep into the right job description, with emphasis on competences and skills needed for the job. This way, it's possible to objectively assess the candidate(s) and not let bias take over so we make sure we hire people who are a good fit for Guidion and/or the job. Hiring decisions are often based on wrongfully made assumptions that arise when evaluating someone based on their CV. To make better hiring decisions we focus on talent instead of what's written in the resumé.

When the personal motivators match our core values, and personal competences match what's needed to be successful in a certain job, then you have the best indicator of personal and professional success. It's a solid foundation from which someone can thrive, develop and grow at Guidion and together can achieve our goals.

When you have an opening in your team or want to discuss the options, contact your People person. Together we use our 'hiring document', which will guide us all the way. Note: we are making a new overview of the steps in our recruitment process. We'll add this, as soon as it's ready.

Team alternation scenario's

Being agile at scale is an important part of how we shape our internal organization. Because reality is constantly changing. You can't simply set up an organization, look back and say: "That's it, that's done". Even before you have finished implementing it, the context is already renewed. Below we outline a number of common scenarios when continuously shaping our organization. Make sure to check in with People and other relevant colleagues in an early stage when you want to alter your team setup.

>>> You want to fill a position due to a team member leaving

• Contact your People support to kick-off the hiring process.

>>> You want to expand your team formation with a new role

• Make sure you discuss this with the right people, amongst others with someone from the LT. Because when you expand your formation it is most likely a strategic discussion. And it probably has a budget impact, which means alignment is required.

• During the next step of the process, together with People, you work out the details of the role including the legitimacy of the role, the required knowledge, experience, competencies and the right job colour etcetera. After it's agreed upon, you can initiate the hiring process (for internal as well as external search depending on the situation). We value an equal playing field so when a formation is expanding, we will always post the position on Sonar. Anyone who is interested can apply. Whether we simultaneously do a search externally depends on the profile and situation.

>>> You want to alter your team formation c.q. make role changes without expanding

When your formation isn't expanding, but you want to introduce a new role and eliminate a current role or make serious changes to an existing role, there is a different approach. We then need to look into it together in order to complete the right steps.

• We assess the alterations and with the information you give us (People) we objectively assess the role (new or changed) and in what job colour it fits.

• Together we check if there are preferred candidates. This includes all colleagues within Guidion whose current role overlaps for >70% with the new role.

• Together we assess the job fit of the candidate(s) who are interested in the new role. After the right colleague is selected, the transfer can be made. This means that the team member starts a new or significantly adjusted role within Guidion.

• The salary colour associated with the new job is adopted and together we discuss the new salary, by default within the relevant colour and in accordance with salary strategy (see below for explanation). People monitors and frequently calibrates the remuneration policy; therefore, a salary proposal is only made after alignment.

>>> You don't see a role change, but there is a discussion about salary ("2% rule")

First, make sure to ask yourself: "Has my team member made a strong growth step that needs to be embodied?". If it's a growth step, then decide if you want to alter your team formation and make a role change within the team (see instruction above). If there is a discussion about salary, but it doesn't have anything to do with a role change, it's important to figure out what the exact issue is. If, in your opinion, there needs to be a re-evaluation make sure to contact People to discuss the situation. We can help you with additional insights and calibrate salaries beyond your team. You can either come to the conclusion that the salary is correct or you decide that action is required.

For the latter we have a process in place, which we call ‘the 2% rule’, introduced to deal with the exceptions. Because we want to prevent talent loss when a salary mistake is made. So if you think the salary of one of your team members is genuinely insufficient compared with other colleagues with similar job/responsibilities, experience, skills etc, you (or your Teamlead if you're not in Nieuwsuur) can introduce the case during Nieuwsuur. People will talk you through this beforehand. The other Nieuwsuur members will ask questions and if needed, more calibration takes place in order to assess whether it makes sense. In the end, if Nieuwsuur has no valid objections to the proposal, the salary can be changed.

Determining job colour and salary

Our salary model is based on ten colours. These salary colours were developed based on the benchmark conducted by an external advisor and Guidion's compensation strategy. Each colour has a starting point: the minimum salary within the salary colour, and the ending point: the maximum salary within the salary colour. And then there is Relative Salary Position (RSP) percentage, with a 100% reference point. This refers to the individual's professional maturity in the role. The determination of the start, end and 100% RSP is a derivative of our pay strategy taking into account both room to grow and learn as well as introducing maturity and specialism.

How we detemine the salary colour: each role within Guidion is matched to a salary colour. When a new role is created, the People team specifies the colour that the role is in based on the input of the hiring manager about among others tasks, responsibiliaties and experience.

How we determine the salary: the hiring manager and Marijn will determine the salary for a new colleague. We take different things into account; our pay strategy, developments in the labour market for specific roles and the RSP (%) of the individual based on the level of maturity in the role. In terms of developed competences and experience. And People always does a thourough internal calibration so that it keeps making sense amongst colleagues.

Do note that you never do a salary offer to a (new) colleague without consulting People. We take that very serious. Because correct internal calibration and correct reflection on the labour market is key in order to safeguard equal treatment among all colleagues.