In a self-managed organization you would expect people to self manage themselves out the door when the time has come. This happens but there are situations when that's not the case. People change and organizations change, so at some point in this working together, they might not match as much as before. That's why we use the re-assessment review to take a good look at the current fit.
What steps to take for the practice
First of all, important to mention, we hire for purpose, so the purpose of the company is aligned with the purpose of our new colleague. At any given moment, anyone within the company can start up the re-assessment review by letting the re-assessment facilitator know.
The re-assessment facilitator informs the person who will be under review. Of course, this can be painful but that would also be a bad driver to not do it. The person under review picks two colleagues to take place in the review-committee, the facilitator also picks two because you always want relevant people at the table. In this review (where the person under review is not present) all four answers the question independently: "knowing what I know now, would I rehire this person, considering our purpose and values".
After all the answers are in, everyone supports their opinion with relevant arguments.
The facilitator tells the person under review what the outcome is: number of yes/no and gives the arguments brought to the table.
With 3 or more Yes: review stops, nothing changes
With 2 or more No's: person under review gets the choice: leave with the stay-or-go bonus (http://prototyping.work/autonomy/pay-to-leave/ )or talk to all four and explain why they should change their answers. After two weeks the review is repeated and the answer then given is final.
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