Model Baarda is applicable to any organisation. Small or large, with or without collective agreement, profit or non-profit, national or international, it makes no difference.
Model Baarda describes eight roles. Universal roles that have the same meaning in any organisation. Each role has their own specific added value.
Implementing the Baarda Model in an organization, implicatates a change in the remuneration srategy: from rewarding jobs to rewarding the individual and his/her results. This benefits the agility of the organization and its contemporary vision on people & organization.
Rewarding added value
The roles of the Baarda model describe the added value of employees. We define added value (AV) as the problem-solving capacity (PSC) to apply knowledge (K) successfully in work specific situations. In formula: AV = K x PSC.
Model Baarda describes eight levels – which we call roles – of added value. In order of added value. In order of added value, those roles are: Assistant, the Skilled Worker, the All-Rounder, the Specialist, the Professional, the Generalist, the Leader and the Strategist.
Each role can be identified by very typical behaviour, so you can quickly recognise in which role suits an employee and makes him happy so that he can be the captain of his own ship. As well whether the type of work matches the added value that someone is capable of delivering, in other words, someones ‘talent’.
Together with the project team, we’ll assign the jobs in the organisation to the eight roles of the model, so that the organisation can be agilely organized. The result is what we call the ‘job matrix’.
After that, we classify all the employees to the positions of the learning pathways, by looking at their behaviour; the combination of knowledge and problem-solving capacity. The result of this proces is what we call the ‘people matrix’.
Then we connect each role to a market-based salary scale, creating an organisation-specific remuneration system.
Job & People Matrix, Salary structure
For every company we design a custom-made remuneration system. This consists of the job & people matrix and also a market-based salary structure. So no ‘one size fits all’, but tailored to the needs of the organisation.
Benefits of that approach are:
- User-friendly, low-threshold and transparent.
- Insight into career and salary prospects.
- Clarity about mutual expectations.