All the companies mentioned indicate that the employees know at least in which profile they fit. The exact salary is not an issue at all for them. Joris Leker of Valsplat, for example, says: “When we had done the very first classification, we personally gave everyone an envelope with their classification and therefore rewards during a large meeting. The notes were already quite open on the table and some were still swinging around later. ”
The learnings of these organizations
The introduction of a completely new remuneration model did not go without a blow to any organization. First of all, it is an enormous amount of work. And it takes time.
It is also difficult work. Honoring differences is ultimately central to all organizations. They all want to do that transparently. And that is why you also have to have serious personal conversations.
For example, they discovered at Valsplat that as a role performer who deals with scaling, you have quite a lot of unrest if you do all the conversations at the same time. Because the conversations can be tough, they now distribute them more over the year. The conversations can be tough because people sometimes feel uncomfortable with the meaning of a certain profile.
You don’t often hear the question “what do you earn?” In the Netherlands at a street party or at the checkout. And you certainly don’t hear the answer often. It is actually just not interesting at all. The question “what drives you?” Or “what is your impact?” Is much bigger. In each of these organizations it is also said: you must ensure that money is not a topic for discussion. Then you can simply talk about the content.