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8/[0.05]" href="/playbooks/performance-management/the-framework" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">03</span><span class="min-w-0">The Framework</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/the-process" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">04</span><span class="min-w-0">The Process</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/career-trajectories" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">05</span><span class="min-w-0">Career Trajectories</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/performance-bonuses" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">06</span><span class="min-w-0">Performance Bonuses</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/compensation-review-process" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">07</span><span class="min-w-0">Compensation & Review Process</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/revolut-people" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">08</span><span class="min-w-0">SPOTLIGHT | Revolut People</span></span></span></a></div></div></div></div><div><div class="nav-row-branch group/row group relative w-full flex gap-1 rounded items-center min-h-8 transition-colors duration-150 text-sm font-medium leading-[21.7px] tracking-[0.48px] hover:bg-muted"><a class="min-w-0 flex items-start gap-2 py-1 pl-2 hover:no-underline text-foreground hover:text-foreground" href="/playbooks/hiring" data-discover="true"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-0">Hiring Top Talent</span></span></a><button type="button" class="appearance-none border-0 bg-transparent cursor-pointer py-1 px-2 rounded text-foreground flex flex-1 items-center justify-end gap-2" aria-expanded="false" aria-label="toggle Hiring Top Talent"><svg class="h-4 w-4 mt-0.5 shrink-0 text-muted-foreground transition-transform duration-150 rotate-180" viewBox="0 0 24 24" fill="none" aria-hidden="true"><path d="M14.5 7 9.5 12l5 5" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg></button></div><div class="grid transition-[grid-template-rows] duration-[250ms] ease-[cubic-bezier(.2,.7,.3,1)] motion-reduce:transition-none grid-rows-[0fr]"><div inert="" class="min-h-0 overflow-hidden mt-px grid gap-px pl-4"><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground
8/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/scale-up-ready-profiles" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">01</span><span class="min-w-0">Scale-up Ready Profiles</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/three-interviews-for-success" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">02</span><span class="min-w-0">Three Interviews for Success</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/setting-a-talent-framework" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">03</span><span class="min-w-0">Setting a Talent Framework</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/standardised-hiring-process" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">04</span><span class="min-w-0">Standardised Hiring Process</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/recruitment-team" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">05</span><span class="min-w-0">Recruitment Team</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/playbook-example-engineers" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">06</span><span class="min-w-0">Playbook Example | Data Engineers</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/spotlight-revolut-people" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">07</span><span class="min-w-0">
8SPOTLIGHT | Revolut People</span></span></span></a></div></div></div></div></div></div></div></div></div></div></div><div class="split-pane docs-pane transition-[grid-template-columns] duration-[260ms] ease-in-out" style="--pane-w:300px"><aside data-theme="dark" class="pane-side relative overflow-y-auto border-r border-border bg-background text-foreground max-lg:hidden lg:overflow-hidden"><div class="h-full w-full lg:absolute lg:inset-y-0 lg:left-0 lg:w-[var(--pane-w)]"><div class="grid h-full grid-rows-[auto_minmax(0,1fr)]"><div class="py-[var(--panel-header-pad-y)]"><div class="grid h-8 items-center"><div class="flex items-center gap-2 pr-4 pl-3"><div class="relative min-w-0 flex-1"><svg xmlns="http://www.w3.org/2000/svg" width="24" height="24" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round" class="lucide lucide-search pointer-events-none absolute top-1/2 left-3 size-3.5 -translate-y-1/2 text-muted-foreground" aria-hidden="true"><path d="m21 21-4.34-4.34"></path><circle cx="11" cy="11" r="8"></circle></svg><input type="search" placeholder="Filter playbooksâ¦" aria-label="Filter playbooks by title" class="w-full border border-border py-1.5 pr-3 pl-8 text-foreground outline-none placeholder:text-muted-foreground focus:ring-ring h-8 rounded-full bg-transparent text-sm transition-colors hover:border-foreground
8/25 focus:border-foreground/35 focus:ring-0" value=""/></div><button type="button" aria-label="Hide explorer" aria-expanded="true" class="h-6 w-6 flex-none appearance-none place-items-center rounded-md border-0 bg-transparent p-0 text-muted-foreground transition-colors duration-150 hover:bg-muted hover:text-foreground hidden lg:grid"><svg class="h-4 w-4 transition-transform duration-200 ease-in-out" viewBox="0 0 24 24" fill="none" aria-hidden="true"><path d="M14.5 7 9.5 12l5 5" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg></button></div></div></div><div class="flex min-h-0 flex-col overflow-y-auto overscroll-none pb-6 scrollbar-none"><div class="grid content-start gap-4 px-3 pt-[7.5px]"><div class="grid gap-1"><div><div class="grid gap-[2px]"><div><div class="nav-row-branch group/row group relative w-full flex gap-1 rounded items-center min-h-8 transition-colors duration-150 text-sm font-medium leading-[21.7px] tracking-[0.48px] nav-section-glow"><a aria-current="page" class="min-w-0 flex items-start gap-2 py-1 pl-2 hover:no-underline text-foreground hover:text-foreground" href="/playbooks/performance-management" data-discover="true"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-0">Driving High Performance</span></span></a><button type="button" class="appearance-none border-0 bg-transparent cursor-pointer py-1 px-2 rounded text-foreground flex flex-1 items-center justify-end gap-2" aria-expanded="true" aria-label="toggle Driving High Performance"><svg class="h-4 w-4 mt-0.5 shrink-0 text-muted-foreground transition-transform duration-150 -rotate-90" viewBox="0 0 24 24" fill="none" aria-hidden="true"><path d="M14.5 7 9.5 12l5 5" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg></button><span aria-hidden="true" class="nav-section-bar pointer-events-none absolute right-0 top-1/2 h-[18px] w-1 -translate-y-1/2 rounded-[2px] bg-foreground"></span></div><div class="grid transition-[grid-template-rows] duration-[250ms] ease-[cubic-bezier(.2,.7,.3,1)] motion-reduce:transition-none grid-rows-[1fr]"><div class="min-h-0 overflow-hidden mt-px grid gap-px pl-4"><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/talent-philosophy" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">01</span><span class="min-w-0">Talent Philosophy</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/performance-team" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">02</span><span class="min-w-0">Performance Team</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/the-framework" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">03</span><span class="min-w-0">The Framework</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground
8/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/the-process" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">04</span><span class="min-w-0">The Process</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/career-trajectories" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">05</span><span class="min-w-0">Career Trajectories</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/performance-bonuses" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">06</span><span class="min-w-0">Performance Bonuses</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/compensation-review-process" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">07</span><span class="min-w-0">Compensation & Review Process</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/performance-management/revolut-people" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">08</span><span class="min-w-0">SPOTLIGHT | Revolut People</span></span></span></a></div></div></div></div><div><div class="nav-row-branch group/row group relative w-full flex gap-1 rounded items-center min-h-8 transition-colors duration-150 text-sm font-medium leading-[21.7px] tracking-[0.48px] hover:bg-muted"><a class="min-w-0 flex items-start gap-2 py-1 pl-2 hover:no-underline text-foreground hover:text-foreground" href="/playbooks/hiring" data-discover="true"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-0">Hiring Top Talent</span></span></a><button type="button" class="appearance-none border-0 bg-transparent cursor-pointer py-1 px-2 rounded text-foreground flex flex-1 items-center justify-end gap-2" aria-expanded="false" aria-label="toggle Hiring Top Talent"><svg class="h-4 w-4 mt-0.5 shrink-0 text-muted-foreground transition-transform duration-150 rotate-180" viewBox="0 0 24 24" fill="none" aria-hidden="true"><path d="M14.5 7 9.5 12l5 5" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg></button></div><div class="grid transition-[grid-template-rows] duration-[250ms] ease-[cubic-bezier(.2,.7,.3,1)] motion-reduce:transition-none grid-rows-[0fr]"><div inert="" class="min-h-0 overflow-hidden mt-px grid gap-px pl-4"><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground
8/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/scale-up-ready-profiles" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">01</span><span class="min-w-0">Scale-up Ready Profiles</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/three-interviews-for-success" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">02</span><span class="min-w-0">Three Interviews for Success</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/setting-a-talent-framework" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">03</span><span class="min-w-0">Setting a Talent Framework</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/standardised-hiring-process" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">04</span><span class="min-w-0">Standardised Hiring Process</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/recruitment-team" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">05</span><span class="min-w-0">Recruitment Team</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/playbook-example-engineers" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">06</span><span class="min-w-0">Playbook Example | Data Engineers</span></span></span></a></div><div><a class="group/row flex gap-2 py-1 px-2 rounded hover:no-underline items-center min-h-8 transition-colors duration-150 text-xs leading-[18.6px] tracking-[0.48px] text-foreground/50 hover:text-foreground hover:bg-gradient-to-r hover:from-transparent hover:to-foreground/[0.05]" href="/playbooks/hiring/spotlight-revolut-people" data-discover="true"><span class="min-w-0 flex-1 flex items-start gap-2"><span class="flex min-w-0 flex-1 items-baseline gap-2"><span class="min-w-[18px] flex-none font-mono text-[11px] opacity-60">07</span><span class="min-w-0">
8SPOTLIGHT | Revolut People</span></span></span></a></div></div></div></div></div></div></div></div></div></div></div></aside><div role="separator" aria-orientation="vertical" aria-label="Resize explorer" aria-valuenow="300" tabindex="0" class="group/edge inset-y-0 z-[34] w-3.5 -translate-x-1/2 cursor-col-resize touch-none select-none justify-center focus-visible:outline-2 focus-visible:outline-ring absolute hidden lg:flex" style="left:300px"><span aria-hidden="true" class="h-full w-px bg-transparent transition-[width,background-color,box-shadow] duration-150 group-hover/edge:w-[2px] group-hover/edge:bg-white group-hover/edge:shadow-[0_0_5px_1px_rgba(255,255,255,0.35)]"></span></div><div class="pane-main min-w-0"><div class="grid grid-rows-[auto_minmax(0,1fr)] h-full"><div class="py-[var(--panel-header-pad-y)] max-lg:hidden"><div class="grid h-8 items-center"><div class="crumb-bar flex min-w-0 items-center gap-4 pr-8 pl-8" data-crumbs="short"><nav aria-label="breadcrumb" data-slot="breadcrumb" class="min-w-0 flex-1"><ol data-slot="breadcrumb-list" class="flex items-center gap-1.5 text-sm text-muted-foreground sm:gap-2.5 flex-nowrap overflow-hidden"><li data-slot="breadcrumb-item" class="inline-flex items-center gap-1.5 shrink-0"><a href="/" class="transition-colors hover:text-foreground" aria-label="Home" title="Home" data-slot="breadcrumb-link"><svg xmlns="http://www.w3.org/2000/svg" width="24" height="24" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round" class="lucide lucide-house size-3.5 shrink-0" aria-hidden="true"><path d="M15 21v-8a1 1 0 0 0-1-1h-4a1 1 0 0 0-1 1v8"></path><path d="M3 10a2 2 0 0 1 .709-1.528l7-6a2 2 0 0 1 2.582 0l7 6A2 2 0 0 1 21 10v9a2 2 0 0 1-2 2H5a2 2 0 0 1-2-2z"></path></svg></a></li><li data-slot="breadcrumb-separator" role="presentation" aria-hidden="true" class="[&>svg]:size-3.5 crumb-more shrink-0"><svg xmlns="http://www.w3.org/2000/svg" width="24" height="24" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round" class="lucide lucide-chevron-right" aria-hidden="true"><path d="m9 18 6-6-6-6"></path></svg></li><li data-slot="breadcrumb-item" class="inline-flex items-center gap-1.5 crumb-more shrink-0" aria-hidden="true">â¦</li><li data-slot="breadcrumb-separator" role="presentation" aria-hidden="true" class="[&>svg]:size-3.5 crumb-parent shrink-0"><svg xmlns="http://www.w3.org/2000/svg" width="24" height="24" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round" class="lucide lucide-chevron-right" aria-hidden="true"><path d="m9 18 6-6-6-6"></path></svg></li><li data-slot="breadcrumb-item" class="inline-flex items-center gap-1.5 crumb-parent min-w-[4rem] shrink-[10000]"><a title="Playbooks" data-slot="breadcrumb-link" class="transition-colors hover:text-foreground block min-w-0 truncate" href="/playbooks" data-discover="true">Playbooks</a></li><li data-slot="breadcrumb-separator" role="presentation" aria-hidden="true" class="[&>svg]:size-3.5 crumb-page shrink-0"><svg xmlns="http://www.w3.org/2000/svg" width="24" height="24" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round" class="lucide lucide-chevron-right" aria-hidden="true"><path d="m9 18 6-6-6-6"></path></svg></li><li data-slot="breadcrumb-item" class="inline-flex items-center gap-1.5 crumb-page min-w-0 shrink"><span data-slot="breadcrumb-page" role="link" aria-disabled="true" aria-current="page" class="font-normal text-foreground block min-w-0 truncate" title="Driving High Performance">Driving High Performance</span></li></ol></nav><button class="cursor-pointer items-center justify-between gap-2 rounded-full border border-border text-muted-foreground transition-colors duration-150 hover:text-foreground h-8 bg-transparent px-3 text-sm hover:border-foreground
8/25 hidden w-56 shrink-0 sm:inline-flex">Search <kbd class="rounded border border-border px-1 text-xs">âK</kbd></button></div></div></div><div class="flex min-h-0 flex-col overflow-y-auto overscroll-none pb-6 max-lg:overflow-visible"><article class="reader-article @container/reader mx-auto flex w-full max-w-[70ch] flex-1 flex-col gap-4 px-[var(--page-pad-x)] pt-24 pb-8 max-lg:pt-4 max-lg:pb-0 lg:max-w-[1000px]"><h1 class="reader-title">Driving High Performance</h1><div class="prose dark:prose-invert max-w-none"><section class="playbook-contents not-prose"><div class="pc-head"><div class="pc-head-protocols">Protocols for Driving High Performance</div><div class="pc-head-sections">Relevant Playbook Section</div></div><div class="pc-grid"><div class="pc-group-title" style="grid-column:1;grid-row:1/span 2">Set Foundations</div><div class="pc-rule-body" style="grid-column:2;grid-row:1"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Treat performance as a priority and focus on A-players</strong> - Make performance a top CEO priority, with a standardised approach to identify high performers</div></div><a class="pc-section" style="grid-column:3;grid-row:1" href="/playbooks/talent-philosophy" rel="noopener"><span class="pc-section-num">01</span><span class="pc-section-title">Talent Philosophy</span></a><div class="pc-rule-body" style="grid-column:2;grid-row:2"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Set up a performance team</strong> - Hire 1-2 top operators to build and manage your performance processes</div></div><a class="pc-section" style="grid-column:3;grid-row:2" href="/playbooks/performance-team" rel="noopener"><span class="pc-section-num">02</span><span class="pc-section-title">Performance Team</span></a><div class="pc-group-title" style="grid-column:1;grid-row:3/span 2">Build Processes</div><div class="pc-rule-body" style="grid-column:2;grid-row:3"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Define a talent framework</strong> - Create a scientific and fair framework that accurately distinguishes great and poor performance</div></div><a class="pc-section" style="grid-column:3;grid-row:3" href="/playbooks/the-framework" rel="noopener"><span class="pc-section-num">03</span><span class="pc-section-title">The Framework</span></a><div class="pc-rule-body" style="grid-column:2;grid-row:4"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Standardise assessments</strong> - Turn reviews into a simple and quick quarterly process that saves managers' time</div></div><a class="pc-section" style="grid-column:3;grid-row:4" href="/playbooks/the-process" rel="noopener"><span class="pc-section-num">04</span><span class="pc-section-title">The Process</span></a><div class="pc-group-title" style="grid-column:1;grid-row:5/span 3">Act on Results</div><div class="pc-rule-body" style="grid-column:2;grid-row:5"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Standardise promotions and automatically exit underperformers</strong> - Identify poor performance early and keep a high bar via automatic triggers</div></div><a class="pc-section" style="grid-column:3;grid-row:5" href="/playbooks/career-trajectories" rel="noopener"><span class="pc-section-num">05</span><span class="pc-section-title">Career Trajectories</span></a><div class="pc-rule-body" style="grid-column:2;grid-row:6"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Incentivise A-players with performance-based equity bonuses</strong> - Give exponentially increasing bonuses based on individual, team or company performance</div></div><a class="pc-section" style="grid-column:3;grid-row:6" href="/playbooks/performance-bonuses" rel="noopener"><span class="pc-section-num">06</span><span class="pc-section-title">Performance Bonuses</span></a><div class="pc-rule-body" style="grid-column:2;grid-row:7"><span class="pc-check" aria-hidden="true"><span class="pc-check-box">â</span></span><div class="pc-rule-text"><strong>Pay above-average salaries for above-average talent</strong> - Ensure you're always offering competitive salaries by maintaining benchmarks</div></div><a class="pc-section" style="grid-column:3;grid-row:7" href="/playbooks/compensation-review-process" rel="noopener"><span class="pc-section-num">07</span><span class="pc-section-title">Compensation & Review Process</span></a></div></section><div class="md-part"><p>QuantumLight offers a <strong>library of actionable playbooks</strong>, distilling the best practices that made Revolut one of the most successful start-ups in Europe. These playbooks <strong>cover a range of topics</strong> including scaling recruitment, building a top-performing sales team, building a CEO office team and more, and are <strong>available to portfolio companies</strong>, helping them in their scaling journey.</p> 9</div></div><nav aria-label="Playbook pages" class="mt-auto pt-8"><div class="flex items-center gap-3"><a data-slot="button" data-variant="default" data-size="lg" class="inline-flex shrink-0 cursor-pointer items-center justify-center gap-2 text-sm font-medium whitespace-nowrap transition-all outline-none focus-visible:border-ring focus-visible:ring-[3px] focus-visible:ring-ring/50 disabled:pointer-events-none disabled:opacity-50 aria-invalid:border-destructive aria-invalid:ring-destructive/20 dark:aria-invalid:ring-destructive/40 [&_svg]:pointer-events-none [&_svg]:shrink-0 [&_svg:not([class*='
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9<script>self.__next_f.push([1,"18:I[843968,[\"/_next/static/chunks/0a77obgrwnimb.js\",\"/_next/static/chunks/1_q7i4cmhi_fe.js\",\"/_next/static/chunks/05aclc_3x-1q_.js\",\"/_next/static/chunks/3xu9vvutl9fdh.js\",\"/_next/static/chunks/1yoqmhnwj3f1-.js\"],\"ReaderPage\"]\n2c:I[27201,[\"/_next/static/chunks/0a77obgrwnimb.js\"],\"IconMark\"]\n19:T158d,:::(glance)\nsections:\n - |\n **Attitude and problem-solving ability matters more than experience** so you should always opt for strong problem-solvers with a \"can-do\" attitude over tenured \"corporate\" profiles\n - |\n Your objective should be to **hire top executives before they become top executives;** look for people early in their career with fast upwards trajectory\n - |\n Three characteristics distinguish candidates who can thrive in a scale-up:\n\n - strong **problem-solving mindset**, with the ability to tackle problems they've never faced before\n - **track record of achievement** and drive\n - ability **to raise the company's talent bar** and **build a team of A-players**\n:::\n\n## Potential over experience\n\n:::(trajectory)\ntitle: Scale-up ready profiles are on an exponential career trajectory\nyLabel: Level of Achievements\nxLabel: Experience\nprofilesLabel: Candidate profiles - example\nticks:\n - at: 10\n label: 10 years\n - at: 20\n label: 20 years\nprofiles:\n - label: Scale-up ready\n fit: true\n trajectory: exponential\n at: 10\n description: ambitious problem-solver with a track record of achievements\n example: 2-3y as an ind. contributor or 7-8y managing a small team in a fast-growing start-up\n - label: Established\n fit: false\n trajectory: exponential\n at: 17\n description: âexpensiveâ accomplished executive with limited ambition to grow further\n example: 20+ years of experience, managed a large department in big tech\n - label: Traditional\n fit: false\n trajectory: linear\n at: 20\n description: âcorporateâ profile, used to simply reiterating established processes\n example: 10+ years of experience in the same role, minimal progression\n:::\n\nAt first thought, hiring seasoned executives might seem like the safest choice for a company that wants to scale. It is often the path that VC investors recommend. But **experience doesnât always translate into impact** - especially in a company where problems are new and ambiguity is the default.\n\nAt Revolut, we saw this first hand: instead of focusing on people with the longest resumes, we found success with high-potential individuals -those with **ambition, adaptability, and raw problem-solving ability**- who were on track to become successful executives long before they were hired.\n\nThe takeaway? **Solve for potential rather than experience**. Find people on an upward curve rather than those who have already peaked.\n\n:::(fold)\ntitle: Why traditional hiring assumptions fail\nbody: |\n :::(table)\n columns:\n - Common Assumption\n - Why itâs flawed\n - How to mitigate the risk\n stacked: paragraphs\n rows:\n - - Junior hires lack the experience to make strategic decisions\n - High-growth companies donât need corporate-style managers; they need builders who can navigate ambiguity\n - Evaluate how they break down complex problems and make decisions with incomplete information\n - - Experienced hires bring valuable industry knowledge\n - Industry knowledge is useful but can lead to rigid thinking; scale-ups require people who challenge assumptions and can build from scratch\n - Assess how they approached a challenge outside their domain in the past and what they learned\n - - Less experienced hires wonât be able to scale with the company\n - The riskiest hires arenât the least experienced - theyâre the ones who plateau early; many of todayâs most successful leaders had no prior executive experience when they started\n - 'Focus on trajectory: fast promotions, cross-functional experience, and success in competitive fields'\n :::\n:::\n\n## Three traits of a scale-up ready hire\n\n:::(steps)\ntitle: The three must-have characteristics\nroot:\n label: Scale-up ready profile\n icon: person\nsteps:\n - title: Problem-solving mindset\n description: in a rapidly growing scale up, problems are often novel and require an innovative approach\n - title: Track record of achievements\n description: fast promotions and major accomplishments at work or beyond are a strong predictor of future success and a sign of drive and ambition\n - title: Talent magnet (for managers)\n description: strong ability to attract, assess, and develop A-players, ensuring a culture of top performance as the company scales\n:::\n\nIn your quest for scale-up-ready profiles, you should look for:\n\n1. **problem-solving mindset**: in a rapidly growing scale-up, problems are often novel with no obvious solutions; candidates from large organisations often struggle, since most of their experience relates to reiterating, or marginally improving existing processes\n2. **a track record of achievement**: a track record of fast promotions and impressive accomplishments at work or other fields is a good predictor of future success; it shows determination and drive, which will help more junior profiles grow into their roles and contribute to the companyâs long-term success\n\nWhen hiring for managerial positions, you should also look for:\n\n1. **a talent magnet**: building and managing a team of A-players is a skill on its own, but not everyone possesses it; as your company grows, hiring decisions will move beyond the founding team - so you need leaders who can attract top talent and raise the bar for those around them\n\nExperience alone wonât tell you whether someone can thrive in a scale-up environment. In the next section you can find out more about the interviews that can help you identify these characteristics.\n1a:T14b4,:::(glance)\nsections:\n - |\n A high-performance organization is **A-player centric** (top 15%-25%), focusing **resources to retain and promote** top talent while **exiting underperformers** as fast as possible\n - |\n Establishing a **high-performance organization relies** on\n\n - Defining and following a **standardised approach** to performance management that removes manager bias\n - Ensuring performance is **a top CEO priority**, with a dedicated team of smart operators reporting on it\n - Strengthening the link between performance, **compensation and career trajectory**\n:::\n\n## The essence of high-performance\n\n:::(talent-scale)\ntitle: Talent in a scale-up is a mix of A-players, underperformers, and above bar employees\nrows:\n - tone: a-player\n label: A-players\n percent: 15 â 25%\n description: Push the company forward and generate the most value\n action: Promote \u0026 compensate exponentially (large equity, raises)\n - tone: above-bar\n label: Above bar\n percent: 65 â 85%\n description: Contribute steadily but have room to grow\n action: Push to become A-players\n - tone: underperformer\n label: Underperformers\n percent: 0 â 10%\n description: Fail to meet expected standards\n action: Exit / performance improvement plan\n:::\n\nIn our experience, talent in a scale-up will fall into three buckets: A-players, underperformers, and above bar employees (average performers).\n\n1. **A-players**, are those that truly push an organisation forward, delivering outsized results, above and beyond standard expectations for their role\n2. **Above bar** (average performers) make up the bulk of the company, achieving whatâs expected but not going much beyond that; churn among them is generally non-regrettable but some can be pushed to become A-players\n3. **Underperformers** that struggle to meet expectations, and might be better suited for a different role; normally represent 5-10% of your workforce, but you should strive for zero-digit by transitioning them out of their current roles\n\nThe high-performance approach we promote is **A-player centric**. A small group of talented and hardworking individuals is what can drive a scale-up to the next level, as they generate exponentially more value than the average employee.\n\n**Identifying and retaining this talent is key** - donât be afraid to go above and beyond, even if this takes diverting resources away from average players. This also means holding a high talent bar and **identifying underperformers as soon as possible.**\n\n## Making it happen\n\nWe think the secret sauce to establishing a high-performance organization is made of three ingredients.\n\n:::(science-not-art)\nstep: '01'\ntitle: Science, not art\ninputs:\n - Skills\n - Delivery\n - Culture\nscorecard:\n title: Scorecard\n points:\n - Yes / No statements\n - Observable behaviours\n - Standardised scoring\ntalentBar:\n title: Talent bar\n barLabel: Talent Bar\n aPlayerLabel: A-player\n aboveBarLabel: Above bar\n underperformerLabel: Underperformer\n:::\n\nTreat performance like **science, not art.** We broke down performance into its component pieces and introduced standardised scorecards. Managers' judgement has much less room for subjectivity. Performance assessments become the result of easily explainable calculations that the CEO can double-click into.\n\n:::(ceo-mandate)\nstep: '02'\ntitle: Direct CEO mandate\nroot: Founder\nhint: Click a team to see what it owns\nbranches:\n - label: Recruitment\n notes:\n - \"**Full-cycle recruiters** run like an outbound sales team\"\n - \"Build **an internal, quota-driven hiring engine**\"\n - \"**Constantly track** pipeline metrics - conversion, drop-off, candidate latency - using CRM-like tooling\"\n - label: HR\n notes:\n - \"**People generalists** or ex-HRBPs\"\n - \"Build **policies and compliance infrastru
9cture**\"\n - \"**Constantly handle** employee relations, onboarding, and culture - kept separate from hiring and performance so neither gets diluted\"\n - label: Performance\n notes:\n - \"**Smart operators** or ex-consultants\"\n - \"Build **state-of-the-art performance processes**\"\n - \"**Constantly fine-tune** evaluations and incentives\"\nseparator: Separate\n:::\n\nWe firmly believe performance is a **direct CEO mandate**. Talent is a force multiplier for the whole company. It shouldnât sit under HR, but it should be a core priority of the office of the CEO. We recommend setting up a small performance team reporting to the CEO, staffed with capable operators.\n\n:::(performance-matters)\nstep: '03'\ntitle: Make performance matter\nroot: Performance grade\nrows:\n - tone: a-player\n grade: A-player\n outcomes:\n - Promotions\n - Salary increases\n - Enhanced equity bonus\n - tone: above-bar\n grade: Above bar\n outcomes:\n - Base equity bonus\n - tone: underperformer\n grade: Underperformer\n outcomes:\n - Exit / performance improvement plan\n:::\n\nLastly, itâs important that you **make performance matter, a lot.** A high-performance culture relies heavily on incentives. Performance should majorly affect in a direct and transparent way most aspects of employee life: compensation, promotions, exits. In particular, we think itâs key to offer performance-based equity bonuses.\n1b:T1b3e,:::(glance)\nsections:\n - |\n To deliver a high-performance organization, build a team of **generalist problem solvers** that report **directly to the CEO** and can **approach performance holistically**\n - |\n Find people who are strong in **building processes and analysing data** as they will be tasked with\n\n - Building \u0026 running the **performance \"mechanism\"**\n - Developing **incentives** that matter\n - Assessing the **quality of KPIs**\n - |\n **Shape and size of the performance team will shift as the organization evolves;** from a single manager up to dedicated teams, building and handling the various parts of a scale-proof infrastru
9cture\n:::\n\n## The case for a performance team\n\n:::(ceo-mandate)\ntitle: Performance should be a direct CEO mandate, with a team to manage it holistically\nseparator: Separate\nroot: Founder\nselected: Performance\nhint: Click a team to see what it owns\nbranches:\n - label: Recruitment\n notes:\n - \"**Full-cycle recruiters** run like an outbound sales team\"\n - \"Build **an internal, quota-driven hiring engine**\"\n - \"**Constantly track** pipeline metrics - conversion, drop-off, candidate latency - using CRM-like tooling\"\n - label: HR\n notes:\n - \"**People generalists** or ex-HRBPs\"\n - \"Build **policies and compliance infrastructure**\"\n - \"**Constantly handle** employee relations, onboarding, and culture - kept separate from hiring and performance so neither gets diluted\"\n - label: Performance\n notes:\n - \"**Smart operators** or ex-consultants\"\n - \"Build **state-of-the-art performance processes**\"\n - \"**Constantly fine-tune** evaluations and incentives\"\n:::\n\n**Talent is a force multiple for a company** - it shouldnât sit under HR, but it should be a core priority of the CEOâs office.\n\nEarly on, we found that a strong team of generalist problem solvers was best positioned to think about performance holistically (KPIs, incentives, talent framework) and build elegant, structured processes around it, instead of assigning different aspects of it to teams within HR.\n\nWe recommend setting up a performance team (can be even just one person at the beginning) **reporting directly to the CEO** and looking at all aspects of performance separately from HR/recruitment.\n\n## Responsibilities\n\n:::(team-duties)\ntitle: Performance team's holistic approach to performance\nduties:\n - title: Build and run the performance system\n tasks:\n - Maintain \u0026 update talent framework\n - Define processes \u0026 build infrastructure\n - Run review cycles\n - title: Develop incentives that make performance matter\n tasks:\n - Calculate \u0026 issue equity bonuses\n - Maintain salary benchmarks\n - Define policies for promotions, raises \u0026 terminations\n - title: Be the quality assurance for KPIs in the company\n tasks:\n - Ensure teams set KPIs\n - Quality check KPIs\n - Monitor KPI attainment\n:::\n\nThe team needs to be responsible for all matters that are related to performance, including:\n\n1. the **performance system**; building and running all processes, infrastructure, and tools necessary for performance evaluation. You will need someone to initiate reviews, chase managers, gather feedback, analyse data and present reports.\n2. the **incentives**; this team will determine what compensation for A-players will look like and how resources will be distributed to ensure fair salaries.\n3. the **quality assurance of KPIs**; when performance is treated like science someone needs to ensure that the metrics used are robust. The performance team should not set KPIs by which employees are evaluated but act as a âquality assuranceâ function on how these are used in the company overall.\n\n## Team structure\n\n:::(team-evolution)\ntitle: Evolve the team as the company grows\nstages:\n - band: \u003c100 FTEs\n upTo: 100\n members:\n - label: Strategy / Ops Managers\n fte: 1x FTE\n - band: 100â500 FTEs\n upTo: 500\n head: \"Head of\\nPerformance\"\n members:\n - label: Strategy / Ops Managers\n fte: 1â2x FTE\n - band: 500+ FTEs\n head: \"Head of\\nPerformance\"\n members:\n - label: Performance Team\n fte: 3â5x FTE\n - label: Compensation Team\n fte: 3â5x FTE\n:::\n\nWhen you have **less than 100 employees**, you can get away with a single person - a relatively junior ops manager or a founder associate to set up the performance mechanism and ensure that it is running smoothly.\n\nAs you grow **beyond 100 employees**, youâll need a fuller team to manage existing processes, and to build scale-proof performance infrastru
9cture that will survive as you 10x your workforce. You should consider appointing a proper Head of Performance, who will become a key point of reference for your managers and execs.\n\n**Beyond 500 employees** your performance team will need to grow and specialise in two verticals:\n\n1. **Performance** will keep focusing on KPIs, performance reviews, and other aspects of performance. Good operators will remain the core roles in this team.\n2. **Compensation** will focus on administering equity grants, maintaining salary benchmarks and handling the process around raises. The types of resources working in this team can be traditional HR/back-office profiles, but you will need at least one expert on equity grants to manage your growing pool of employee stock incentives.\n\n**As the company grows even further,** the HR department should have a dedicated team for compensation, handling day-to-day operations. The Performance team remains responsible for all core decisions and frameworks around compensation.\n\n## Team profiles\n\n:::(team-roles)\ntitle: A team of strong operators\nroles:\n - role: Head of Performance\n type: An experienced problem solver who can still get their hands dirty\n profile:\n - 6â10 years of experience in ops in a scale-up (or in a top consulting company)\n - Able to manage a team\n - Hands on - doesn't delegate all to their juniors\n - role: Strategy / Ops Manager\n type: A relatively junior operator with strong analytical skills\n profile:\n - ~2 years of experience in ops in a start-up/scale-up or consulting\n - Proficient with data analysis (SQL and/or advanced spreadsheets)\n - Good at process building\n - role: Equity Manager\n type: An expert on equity grants to manage growing pool of stock incentives\n profile:\n - 6+ years of experience in rewards advisory in a Big Four firm, or equivalent experience as equity manager in a tech company\n - role: Compensation Manager\n type: A manager with experience in traditional HR / back-office roles\n profile:\n - Standard HR admin / people operations profile\n:::\n\nNo matter the structure, you will need a **group of smart, hardworking people who will tackle performance holistically**. The team should be staffed with strong operators (or ex-consultants), skilled at building processes and analysing data.\n1c:T25d3,:::(glance)\nsections:\n - |\n No matter the role or function youâre hiring for, **conduct three high-signal interviews:** problem-solving assessment, bar-raiser and people management \u0026 hiring (for people managers)\n - |\n Run a **problem-solving assessment** based on a real business case with a multi-layer problem to assess first-principles thinking and identify strong candidates\n - |\n Use the **bar-raiser** to assess the candidateâs track record of achievement and cultural values and select the people who would raise the average talent bar of the team\n - |\n Test people managers on their ability to diagnose performance issues and hire top talent consistently with the **people management \u0026 hiring assessment**\n:::\n\nHiring exceptional talent at scale requires more than just functional assessments - the **best talent isnât just about skills**. It takes a system that reliably identifies potential, ambition and structured thinking.\n\nThe three interviews below were designed to do just that. They work together to extract the kind of signal that most hiring processes miss, and should be run for (nearly) every role.\n\nEach interview is designed to assess a distinct trait of the candidates:\n\n1. **problem-solving assessment:** can they crack through the toughest problems and get to the bottom of the issue?\n2. **bar-raiser (or values \u0026 achievements) assessment:** are they on an upwards trajectory, and will they raise the talent bar of the team?\n3. **people management and hiring** **assessment** (for people managers)**:** can they identify, attract and nurture the next top performers in the organisation?\n\nThese interviews are **in addition to any role-specific skill assessments** (e.g., technical co
9ding tests for engineers). While those evaluate functional knowledge, the three interviews below ensure that only people who can **thrive in a fast-paced, high-growth environment** make it through.\n\n## Who runs the interviews?\n\nIn the early stages, the **founder should stay closely involved**, especially in the bar raiser interview, where values, ambition, and trajectory are assessed. These early hires shape the culture and set the standard. As the company grows, **more interviews can and should be delegated** - but only to trained, certified interviewers who apply the bar consistently. This ensures hiring remains structured and scalable, without compromising quality.\n\n## The problem-solving assessment\n\n:::(assessment)\ntitle: Use a real business case to test problem solving skills\nduration: \"45'\"\nprompt:\n label: Problem statement\n quote: You have been asked to fix the customer onboarding process\ngroups:\n - label: Great candidates\n positive: true\n items:\n - organise the problem into components (e.g. process duration and conversion)\n - proactively request data points to quantify the problem\n - explore layers deep into the problem (e.g. quality of hiring as the source)\n - consider practicality and trade-offs in solutions\n - label: Average candidates\n positive: false\n items:\n - jump into suggestions without exploring the problem\n - focus on surface-level solutions (e.g. adding more resources)\n:::\n\nIn a growing company, facing problems that have never been solved before is the norm. This is why **problem-solving skills are crucial** for almost all roles at scale-ups, even those normally seen as purely technical, from lawyers to data analysts.\n\nThis is the highest-signal interview in the process, and when done right, **separates average candidates from the brightest problem solvers**.\n\n### How the interview works\n\nThe interview is based on a real business problem that the candidate is expected to solve as independently as possible. The problem should include a **2-3-layer issue with multiple root causes.** For example: âConversion during onboarding has dropped.â A strong candidate will ask clarifying questions and uncover different drivers, like product issues (e.g. poor UX), operational bottlenecks (e.g. slow ID verification), and process gaps (e.g. no follow-up with drop-offs). They should structure the problem, prioritise root causes, and explain trade-offs clearly.\n\nGreat candidates will use quantitative reasoning to get to the bottom of the issue and will be able to identify the most impactful solutions. Average candidates will typically stay at the surface or jump to solutions without clarifying the goal or logic.\n\n:::(principles)\ntitle: What to look for\ncards:\n - title: Problem breakdown\n icon: layers\n items:\n - kind: do\n text: asks critical questions to understand context\n - kind: do\n text: creates a structured framework\n - kind: do\n text: collects and uses data\n - kind: do\n text: breaks down the problem into its simplest form\n - title: Independence\n icon: gem\n items:\n - kind: do\n text: drove the solution with limited/no guidance\n - kind: do\n text: reacted quickly to feedback\n - title: Solution\n icon: puzzle\n items:\n - kind: do\n text: showed awareness of the objective\n - kind: do\n text: offered actionable solutions\n - kind: do\n text: considered implications of the solution\n:::\n\n:::(info)\n**Example:** A process is too slow. A strong candidate wonât just suggest process optimisations, they will dig deeper and discover that slow hiring is the root cause.\n:::\n\n## The bar-raiser\n\n:::(assessment)\ntitle: Assess track record of achievement and fit with the bar raiser assessment\nduration: \"60'\"\nprompt:\n label: Example questions\n questions:\n - What were your key achievements and low points in your last role?\n - How would your previous manager rate you?\n - Have you experienced a difficult team situation?\n - \"Why did you make the previous career move? Did [company] try to keep you?\"\ngroups:\n - label: Great c
9andidates\n positive: true\n note: evidence in answers\n items:\n - led projects with direct positive impact on the business\n - awarded top salesperson\n - received consecutive promotions\n - shared actual weaknesses with examples on how they improved\n - pushed through to finish projects with tight deadlines\n - tied actions to measurable outcomes\n - label: Average candidates\n positive: false\n items:\n - vague or overly rehearsed answers\n - no effort by previous company to retain them\n - lack of self-awareness or ambition\n:::\n\nScale-ups thrive on the energy and determination of their teams. Not everyone who can do the job is worth hiring. This interview answers a harder question: **Will this person raise the average bar of the team?**\n\nEvery person added to the team should be **a force multiplier,** not just another set of hands. You need to find people who are on a **strong upward career trajectory** and can **create and achieve things that have never been done before**.\n\n### How the interview works\n\nThis should be a **deep-dive conversation** to understand the candidateâs career trajectory, achievements, and weaknesses or mistakes**.** They key to this interview is to **not settle for superficial or rehearsed answers** - push forward to assess real impact and work ethic. Look for honesty, fast pace and ownership.\n\nThis interview is also an opportunity to assess cultural alignment. Look for specific behaviours and examples that show how the candidate operates - and whether that matches your companyâs values and ways of working.\n\n:::(info)\n**Example:** A strong candidate wonât just say they âled a projectâ - theyâll explain how they improved a process by 30%, won internal buy-in, and scaled the solution across teams.\n:::\n\n## The people management \u0026 hiring assessment\n\n:::(assessment)\ntitle: Make sure managers can hold a high talent bar\nduration: \"45'\"\nprompt:\n label: Problem statement\n quote: You are asked to turn department X around - how would you solve this?\ngroups:\n - label: Great candidates\n positive: true\n items:\n - understand that most problems are people problems and having the right team is the most important factor for success\n - have a high talent bar and act on underperformance quickly\n - focus on the department KPIs and develop an action plan to improve them\n - label: Average candidates\n positive: false\n items:\n - overlook KPIs and team performance\n - are unable to set a clear course of action or take tough decisions\n:::\n\nBringing in and developing the right team of people is a skill on its own, but not everyone possesses it. This becomes increasingly relevant as the company grows, and the decision on who gets hired will no longer always pass through the founding team. Candidates who will manage a team must take **a case-study-based interview assessing their people management and hiring skills.**\n\nThis interview is used for any role where people management and hiring are part of the job. It should be treated as a **core skills interview,** not an optional add-on, and be evaluated as rigorously as any technical capability.\n\n### How the interview works\n\nThe interview is broken down into two parts with different formats:\n\n1. **People management case study** - A case study where the candidate must assess a realistic team challenge and propose solutions\n2. **Hiring experience assessment** - A hiring experience deep dive to assess candidates' ability to evaluate and select top talent\n\n:::(info)\n**Example:** A strong candidate wonât just say they âhired a teamâ - theyâll explain how they structured the hiring process, identified high-performers, and ensured retention through career development.\n:::\n1d:T2143,:::(glance)\nsections:\n - |\n All roles in the organisation should be defined in a systematic way; each is a **collection of 3-4 skills** and can be the same **across teams** in the organisation\n - |\n Identify the senior leaders who will **own the roles in the organisation** and are in charge of defining what good looks like for the role and designing the interview process\n - |\n You can **use scorecards de
9scribing observable behaviours** to define the different mastery levels for each skill, providing an objective way to assess potential and existing employees\n - |\n The **talent bar** determines the minimum required mastery levels for each skill and seniority level for a given role, setting expectations for a candidate's performance\n:::\n\nWithout a clear definition of **what good actually looks like**, even the best interview structure wonât guarantee consistent decisions. Thatâs where a **talent framework** comes in.\n\nIt aligns everyone -recruiters, hiring managers, and interviewers- on the **skills, behaviours, and expectations** required for success at each level. It ensures your hiring bar is applied consistently across teams, and becomes the foundation for performance and promotion once someone is in the door, which you can read more about in our [performance playbook](/playbooks/performance-management).\n\n## How to build a talent framework\n\nThere are fundamentally three steps to creating a talent framework:\n\n1. **Standardise roles** - push for assessing similar roles on a common set of skills. For example, you should expect the same quality of engineers across all teams, regardless of who they report to.\n2. **Define skills with scorecards** - create scorecards with âideal behavioursâ that you need to see in candidates for each of the skills in your organisation. Managers wonât be able to deviate from the scorecards when hiring.\n3. **Set a clear talent bar** - determine what level of skill each role in your organisation is expected to conquer. For example, you wouldnât look for the same signs of problem-solving from a junior data analyst and your next CFO.\n\n## Defining roles\n\n:::(role-map)\ntitle: Roles are defined as a collection of skills and are universal across teams\nteams:\n - Sales Team\n - Finance Team\n - Product Team\nslots:\n - Role 1\n - Role 2\nrole:\n label: Data Analyst\n ownerLabel: Role Owner\n skillsLabel:
9Skills\n skills:\n - Python\n - Data Visualisation\n - Problem Solving\n:::\n\nA role is defined as a **collection of 3-4 skills**, based on what is required for the job and is universal for anyone who uses the same skills in the company, regardless of the department, product or team.\n\nFor each role, you should **identify a role owner**. These are senior leaders in your organization who can define what âgoodâ looks like and are responsible for designing the interview processes, including the questions to be asked. For example, the Head of Sales can be the functional leader for Salespeople and the CTO for Engineers.\n\n:::(scorecard-anatomy)\ntitle: Use scorecards to standardise assessments of skills\nscorecard:\n title: Skill Scorecard\n masteryHeading: Mastery\n requirementHeading: Requirement\n levels:\n - level: Poor\n requirements: [yes, yes]\n - level: Basic\n requirements: [yes, yes]\n - level: Intermediate\n requirements: [yes, yes]\n - level: Advanced\n requirements: [yes, no]\n - level: Exceptional\n requirements: [no, no]\n behavioursNote: Observable behaviours\n notes:\n - Standardised scoring - the same five levels score every skill in the company\n - Every requirement is marked Yes/No against observable behaviours\n:::\n\nConsistency is the key characteristic of a talent framework. Without it, managers might apply different standards, compromising the quality of talent of your organisation.\n\nScorecards translate skills into **concrete, true/false statements about observable behaviours**. They are used during interviews to guide evaluation and after hiring to support performance reviews and promotions.\n\nYou should build scorecards with 2 things in mind:\n\n1. **Consistent scoring** - the same 5-level scale is used across all scorecards: Poor, Basic, Intermediate, Advanced, Exceptional. Poor refers to âred flagâ behaviours - no one should exhibit these. Exceptional is the level that only the very best in the field should hit.\n2. **Observable behaviours** - Think about the behaviours youâd want to see in your employees and build a scorecard around them. This approach reduces manager bias by giving them precise behaviours to track in performance reviews and interviews while providing employees with clear goalposts to hit.\n\n## The talent bar\n\n:::(talent-bar)\ntitle: The talent bar sets performance expectations per role and seniority\nsubtitle: Data Analyst\nlevels:\n - Exceptional\n - Advanced\n - Intermediate\n - Basic\n - Poor\ndimensions:\n - label: Python\n - label: Data visualisation\n - label: Problem solving\nseniorities:\n - label: Lead\n bars: [Advanced, Advanced, Advanced]\n - label: Senior\n bars: [Intermediate, Advanced, Advanced]\n - label: Mid\n bars: [Intermediate, Intermediate, Intermediate]\n - label: Junior\n bars: [Basic, Basic, Basic]\n:::\n\nThe scorecards provide useful guardrails to understand whether an employee or candidate has mastered a specific skill - but how do you know what good enough is?\n\nThis is where the **talent bar** comes into place. This defines the **minimum required mastery level for a given skill and seniority**. It serves as a structured guide that aligns expectations for different roles within the company and establishes a clear benchmark by which candidates can be assessed.\n\nAll employees are expected to practice their roleâs skills at the level mandated by the talent bar for their seniority; **when interviewing, you need to make sure candidates also meet the talent bar.**\n\n:::(fold)\ntitle: Example - Data Scientist\nbody: |\n **Performance score calculation:** Apply methodology, statistical inference, and offline machine learning models to drive business decisions.\n\n **Talent bar:**\n\n :::(table)\n columns:\n - Skills\n - Junior\n - Mid\n - Senior\n - Lead\n stacked: column-tabs\n rows:\n - [Machine Learning, {level: Basic}, {level: Intermediate}, {level: Advanced}, {level: Exceptional}]\n - [Python Programming, {level: Basic}, {level: Intermediate}, {level: Intermediate}, {level: Advanced}]\n - [Data Analysis, {level: Basic}, {level: Intermediate}, {level: Advanced}, {level: Advanced}
9]\n :::\n\n **Data Analysis skill scorecard:**\n\n :::(mastery-scale)\n columns:\n - Checklist\n levels:\n - level: Poor\n requirements:\n - Gets lost in datasets. Struggles to find simple trends or insights.\n - Chooses visualisations that are not fit for presenting the given data. Doesnât give a clear overview, or even hides characteristics due to poor choice of dimensions.\n - level: Basic\n requirements:\n - Comprehends and finds insights in large datasets.\n - Understands business objectives, and can come up with the right metrics to measure.\n - Appropriately uses descriptive statistics (e.g. sum, avg, median, rolling calculations).\n - Builds simple, clear visualisations, focusing on important information.\n - level: Intermediate\n requirements:\n - Provides simple business recommendations based on their analyses with demonstrated examples.\n - Based on business objectives, drives analyses independently. For example, creates comprehensive dashboards focusing on business objective, without stakeholders having to define list of required calculations.\n - Structures and presents complex information in a highly effective way\n - level: Advanced\n requirements:\n - Provides recommendations for major business decisions and processes with demonstrated examples\n - Examines data from multiple angles, ensuring that all relevant underlying info is uncovered and presented\n - Thinks of their analyses in terms of the bigger picture, can connect dots between different areas. E.g. specific productsâ or processesâ contribution to company objectives, associated risks, interdependencies\n - level: Exceptional\n requirements:\n - Provides trusted business recommendations for the companyâs most important decisions with demonstrated examples. Authoritative knowledge of which metrics provide the right insights\n :::\n:::\n\n1e:T8405,:::(glance)\nsections:\n - |\n Performance is **best articulated over three dimensions:**\n\n - **Deliverables,** that measure ability to complete tasks assigned considering speed, quality and complexity\n - **Skills**, that are the technical competencies required for the role\n - **Culture,** that represents alignment with the company's overall values\n - |\n You can **use scorecards that describe ideal behaviours** to **standardize** how these dimensions are assessed, removing manager bias from the process and providing greater clarity to employees\n - |\n Managers fill in the scorecards by giving simple yes/no answers that reflect their teams' behaviours\n:::\n\n## What defines performance\n\nThe first step in creating a high-performance organization is defining what top talent looks like. Through a long process of trial and error, we ended up articulating performance over three dimensions: deliverables, skills and culture.\n\nWe found that each of these three aspects is essential and must be measured separately. Take a software engineer for example. Even if their performance is great, failing to align with your company **culture** will cause toxic team dynamics and friction down the line. In another case, if they consistently **deliver** on the projects assigned and are a great fit with company, how do you know theyâre ready for the next level? You need a solid understanding of their **skills** versus those required in a more senior role to be able to decide.\n\n## Deliverables\n\n:::(deliverables-formula)\nstep: '01'\ntitle: Deliverables\ntagline: Ability to deliver on goals\nowner: CEO\nbracket:\n - label: Speed\n caption: Ability to meet deadlines\n - label: Quality\n caption: \"# of iterations to completion\"\nmultiplier:\n label: Complexity\n caption: Degree of precedent\n:::\n\n**Deliverables** measures the ability to complete tasks assigned, whether itâs setting up a process, writing code, launching a marketing campaign and so on. This is further articulated into speed, quality and complexity, which we found to be the best logical components to evaluate employees' work. Explaining further:\n\n1. **Speed** is the employeeâs ability to meet deadlines\n2. **Quality** is measured by the number of iterations required to achieve a task - ideally, work should not require more than a single iteration\n3. **Complexity** is the degree of precedent a task has - routine tasks have the lowest complexity, while the most complex tasks have no precedent inside or outside your company\n\nSpeed, quality and complexity should be standardised across the company. The score can be then combined through the formula [Speed + Quality] * Complexity.\n\n:::(switcher)\nlabel: Deliverables examples\npanels:\n - label: Speed\n body: |\n :::(mastery-scale)\n levels:\n - level: Poor\n requirements:\n - Usually delivers tasks late\n - Misses important deadlines\n - level: Basic\n requirements:\n - Usually completes tasks on time\n - Rarely misses deadlines\n - level: Intermediate\n requirements:\n - Always meets deadlines, often beats them\n - level: Advanced\n requirements:\n - Delivers very fast, habitually beats deadlines\n - level: Exceptional\n requirements:\n - Self-guided missile â finds important targets, and executes to an exceptional standard, beating deadlines by huge margins\n :::\n - label: Quality\n body: |\n :::(mastery-scale)\n levels:\n - level: Poor\n requirements:\n - The quality is unacceptably low\n - level: Basic\n requirements:\n - Tasks are delivered to an acceptable standard, sometimes require several iterations before completion\n - level: Intermediate\n requirements:\n - Tasks are delivered to a high standard, typically require only 1 iteration\n - level: Advanced\n requirements:\n - Tasks are always delivered to high standard, and require no iterations\n - level: Exceptional\n requirements:\n - Able to create a vision for the business, translate into actionable plan and build a machine to execute\n :::\n - label: Complexity\n body: |\n :::(mastery-scale)\n levels:\n - level: Poor\n requirements:\n - Delivers mainly standard, routine tasks, done many times before within the organisation\n - level: Basic\n requirements:\n - Delivers a mix of standard and non-standard tasks with varying levels of precedent within the organisation\n - level: Intermediate\n requirements:\n - Delivers non-standard tasks, with few comparisons available within the organisation\n - level: Advanced\n requirements:\n - Delivers highly complex tasks, with no / rare precedents\n - level: Exceptional\n requirements:\n - Delivers exceptionally difficult and complex tasks requiring invention of radically new methods\n :::\n - label: Calculator\n icon: calculator\n body: |\n :::(deliverables-calculator)\n title: Work out a Deliverables grade\n bracket:\n - name: Speed\n caption: Ability to meet deadlines\n levels:\n - level: Poor\n requirements:\n - Usually delivers tasks late, misses important deadlines\n - level: Basic\n requirements:\n - Usually completes tasks on time, rarely misses deadlines\n - level: Intermediate\n requirements:\n - Always meets deadlines, often beats them\n - level: Advanced\n requirements:\n - Delivers very fast, habitually beats deadlines\n - level: Exceptional\n requirements:\n - Self-guided missile - f
9inds important targets, executes with exceptional standard beating deadlines by huge margins\n - name: Quality\n caption: \"# of iterations to completion\"\n levels:\n - level: Poor\n requirements:\n - The quality is unacceptably low\n - level: Basic\n requirements:\n - Tasks are delivered to an acceptable standard, sometimes require several iterations before completion\n - level: Intermediate\n requirements:\n - Tasks are delivered to a high standard, typically require only 1 iteration\n - level: Advanced\n requirements:\n - Tasks are always delivered to high standard, and require no iterations\n - level: Exceptional\n requirements:\n - Able to create a vision for the business, translate into actionable plan and build a machine to execute\n multiplier:\n name: Complexity\n caption: Degree of precedent\n levels:\n - level: Poor\n requirements:\n - Delivers standard tasks, done many times before within the organisation\n - level: Basic\n requirements:\n - Delivers a mix of standard and non-standard tasks\n - level: Intermediate\n requirements:\n - Delivers non-standard tasks, with few comparisons available within the organisation\n - level: Advanced\n requirements:\n - Delivers highly complex tasks, with no / rare precedents\n - level: Exceptional\n requirements:\n - Delivers exceptionally difficult and complex tasks requiring inventions of new methods\n grades:\n - level: Poor\n from: 0\n - level: Basic\n from: 8\n - level: Intermediate\n from: 18\n - level: Advanced\n from: 32\n - level: Exceptional\n from: 50\n :::\n:::\n## Skills\n\n:::(skills-map)\nstep: '02'\ntitle: Skills\ntagline: Technical skills required for the role\nowner: Role dependent (e.g. CTO owns engineers' skills)\nroles:\n - title: Data scientist\n skills:\n - Python\n - Data manipulation\n - Machine learning\n - title: Product manager\n skills:\n - Problem solving\n - Project management\n - Commercial acumen\n - title: Finance specialist\n skills:\n - Accounting\n - Financial analysis\n - Problem solving\n:::\n\n**Skills** are the technical competencies required for the role; they provide a clear view of expectations, that can be used by both:\n\n1. Employees, as a roadmap of what to focus on to grow into a role\n2. Recruitment, to find the right people and test their abilities\n\nThink about a data scientist. You will probably break down their skills into a combination of a) theoretical knowledge of statistics and machine learning, b) coding proficiency (e.g. in Python) and c) ability to manipulate data and design effective models. You will then evaluate each of these skills separately.\n\nHow do you define skills though? We recommend finding **âfunctional leadersâ** in your company that can own the skill definition for each of your roles - for example, your CTO would be the âfunctional leaderâ for your engineers, and define the skills for data scientists, frontend developers etc.\n\nYou can learn more about how to define and set up skills on RevolutPeople [here](https://revolutpeople.com/resources/docs/module/performance-admin/skills-values/creating-skills/).\n\n:::(switcher)\nlabel: Skills examples per role\ncollapsible: true\nhint: Click role to view the full matrix\npanels:\n - label: Data Scientist\n body: |\n :::(mastery-scale)\n columns:\n - Python\n - Data Modeling\n - Machine Learning\n levels:\n - level: Poor\n requirements:\n - - Struggles to deliver simple tasks\n - - Cannot architect solution on the application level\n - - Low level of mathematical ability, cannot work with concepts beyond high school / undergraduate level\n - Struggles with abstraction\n - level: Basic\n requirements:\n - - Codes using appropriate data types, collections and constructs, effectively uses language syntax and constructs\n - Can perform typical interactions (IO, APIs, DB) in Python, writes code in a clean Pythonic
9way\n - Follows conventions set for the project\n - Appropriately uses standard library and popular packages to solve common problems\n - - Familiar with basic data modelling techniques and able to create simple data models (Star, Snowflake, Data Vault, Data Vault V2, Anchor model, Data Lake)\n - Understands difference between distributed and single-node systems, understanding sharding, replication etc.\n - Works with architecture on application level and can perform typical interactions (IO, APIs, DB, Caching), expand an existing domain model and define new endpoints/interactions\n - - Applies mainstream machine learning libraries to solve problems\n - Solid understanding of tasks, specific metrics, validation techniques and hyper parameter optimisation\n - Solid understanding of frequentist statistics and statistical test\n - Can build interpretable models if it is required by a use case\n - level: Intermediate\n requirements:\n - - Improves non-pythonic code produced by others, proposes clean and concise ways to improve\n - Can build and release python package from the ground up, understands semver, dependency management\n - Can work independently on a standard python solution\n - Practical understanding of the Python data and memory models\n - - Capable of designing complex data models that accurately represent business requirements and can correctly apply prototypical data models to the specific use case\n - Practical understanding of the distributed systems guarantees and limitations, can tailor architecture of the solutions to the specifics of the distributed system used\n - Understands domain business context and defines architecture on domain / department level\n - Fluent in data storage and processing solutions and approaches\n - - Solid understanding of frequentist and Bayesian statistics, can link statistical models with standard machine learning models\n - Builds a consistent track record deploying ML models in production systems\n - Refines their approach to solve specific problems or edge cases\n - Can propose and verify model hypothesis to come up with a better solution\n - level: Advanced\n requirements:\n - - Can correctly choose when to use multithreading / asynchronous / multiprocessing and able to write correct code using it\n - Deep understanding and expertise in building and releasing complex python libraries with multiple dependencies, applications and services\n - Is able to drill down into complex upstream library and contribute to it\n - - Develops optimized and scalable data models, considering performance and future growth, can break down and model complex systems which require multiple data models and different guarantees, incorporates industries best-practices\n - Practical and deep understanding of high-throughput / large scale distributed systems\n - Understands organisation's business context and defines architecture on organisation level\n - - Thinks creatively, can mathematically infer a specific model given a use case and implement it from scratch\n - Deep understanding of classical ML and modern state-of-the-art methods like deep learning\n - Can read a new complex paper, adapt and implement the proposed solution, is aware of the state-of-the-art of modern machine learning\n - level: Exceptional\n requirements:\n - - Able to contribute to any part of any project containing Python at the company with massive impact, preaches others the Python way\n - Python Core Contributor-level of understanding Python, widely recognized expert in Python community\n - - Routinely avoids potential problems through experience, widely recognised as an expert\n - - Track record of delivering industry-leading results in multiple ML applications\n - Can come up to a state-of-the-art level model which breaks existing benchmarks in a certain field, their approaches are published as papers\n :::\n - label: Account Manager\n body: |\n :::(mastery-scale)\n columns:\n - Sales\n - Account Planning\n - Stakeholder Management\n levels:\n - level: Poor\n requirements:\n - - No basic sales skills\n - - Cannot identify high value upsell opportunities\n - Does not build rapport with customer\n - - Does not manage expectations effectively\n - Fails to consider interests and motives of other stakeholders\n - level: Basic\n requirements:\n - - Succinctly introduces the company's value proposition to prospective customers\n - Sets up effective meetings with prospects\n - - Identifies some clear high value opportunities within the business\n - Builds a strong rapport with clients\n - Pushes the right stakeholders to solve individual client issues\n - - Clear and pro-active in communication and seeking feedback\n - Sets key expectations well and manages these effectively\n - level: Intermediate\n requirements:\n - - Manages the end to end process with prospective customers\n - Influences the interests/motives of all key stakeholders\n - Hits stretch revenue and/or KPI targets\n - - Combines solutions creatively to identify new high value opportunities\n - Converts rapport into trusted relationships\n - - Has a deep understanding of interests/motives of key stakeholders\n - Successfully mediates conflict between individuals and groups\n - level: Advanced\n requirements:\n - - Prospects and sells to any prospective customer, regardless of size / vertical\n - Actively supports the wider organisation by acting as a source of knowledge\n - - Builds trusted advisory relationship with VP and some C level client stakeholders\n - Solves systemic issues to the benefit of key accounts\n - - A master at communicating expectations which align well with the thoughts/motives of others\n - Quickly reads and influences the interests/motives of all stakeholders they encounter\n - level: Exceptional\n requirements:\n - - Uses third party validation from a wide sphere of previous relationships to influence their sales or recruitment processes\n - Directs the team efforts to push on specific verticals or channels which align to the company's targets\n - Champion of revenue and/or KPI targets inside the organisation\n - - Has a forensic understanding of clients' P\u0026L and the company's cost to serve, bringing a suite of services to the highest value, most prestigious clients\n - - Possesses a unique ability to handle even the most complex situations with a large number of stakeholders involved flawlessly\n :::\n - label: Product Owner\n body: |\n :::(mastery-scale)\n columns:\n - Problem Solving\n - Lifecycle Management\n - Product Sense\n levels:\n - level: Poor\n requirements:\n - - Demonstrates unstructured problem-solving\n - Fails to identify root causes or address basic symptoms\n - - Demonstrates limited understanding of the product development lifecycle\n - - Lacks market awareness and cannot conduct basic market research\n - Unable to prioritize\n - Neglects to review technical specs\n - level: Basic\n requirements:\n - - Shows common sense by recognizing false statements or assumptions\n - Can break down simple problems based on data and resolve them\n - - Is familiar with the stages of product development lifecycle\n - Can follow a process and ensures consistency through each stage\n - Can collaborate with various teams across the organization involved in the product development process\n - - Can write user stories with clear acceptance criteria\n - Can conduct market analysis in order to enhance features\n - Uses performance and risk metrics to monitor releases systematically\n - Can do basic technical review \u0026 ask questions\n - Prioritizes changes to optimize KPIs\n - level: Intermediate\n requirements:\n - - Identifies errors in seemingly correct statements or assumptions by applying critical thinking\n - Delves into complex problems until reaching a deep understanding\n - - Can translate user needs into actionable product features and specifications\n - Can use Agile or Lean methodologies for product development\n - Plans and executes quality assurance, to maintain high-quality standards\n - - Defines new products end-to-e
9nd and validates ideas through testing\n - Conducts systematic market research to identify gaps in product features\n - Conducts detailed review of technical specs and understands different algorithms and how they can be used for problem solving\n - Develops and tracks the appropriate metrics to inform decision making\n - Can prioritize based on business impact, using data to assess it\n - level: Advanced\n requirements:\n - - Can synthesize a solution and connect issues that might not seem relevant at first\n - Approaches problem solving in an innovative way\n - - Takes a leading role in shaping product strategy and roadmap, considering trends and business goals\n - Demonstrates proficiency in product design and UX/UI principles collaborating with design teams for intuitive interfaces\n - Is experienced in launching new products and developing go-to-market strategies, including marketing, pricing, etc. and ensures successful roll-outs\n - - Ensures high-quality work by consistently applying clear frameworks\n - Can successfully position new products within the competitive landscape\n - Manages multiple competing objectives in an effective way\n - Develops performance metrics to incentivize entire departments\n - Defines technical requirements, ensuring solution delivery meets expectations through thorough reviews\n - level: Exceptional\n requirements:\n - - Engages in abstract thinking and can solve challenging problems by applying various advanced scientific methods\n - - Demonstrates strategic approach to product planning that position products for long-term success\n - Innovates in the product development lifecycle, staying updated with trends and technology\n - - Leads platform-level design and displays innovative thinking\n - Has engineering level understanding of the solution\n - Sets new industry standards and drives trends\n :::\n - label: Software Engineer\n body: |\n :::(mastery-scale)\n columns:\n - Software Lifecycle\n - Data Architecture\n - Programming\n levels:\n - level: Poor\n requirements:\n - - Considers work \"done\" when code is written\n - Unable to work with basic SDLC tools (code repository, PR, task tracker, release automation)\n - - No knowledge of data modelling concepts practices\n - Cannot architect solution on the application level\n - - Able to solve only trivial problems\n - Coding experience limited to trivial samples\n - Poor attention to detail\n - Does not test the code or tests are meaningless\n - Created code is buggy (could be easily prevented)\n - level: Basic\n requirements:\n - - Work is \"done\" when code is merged\n - Uses appropriate tools (PRs, CI, release automation)\n - Uses logging appropriately\n - - Familiar with basic data modeling techniques and able to create simple data models\n - Understands difference between distributed and single-node systems, understanding sharding, replication\n - Works with architecture on application level. Can perform typical interactions (IO, APIs, DB, Caching), expand an existing domain model, define new endpoints/interactions.\n - - Writes clean, well structured code\n - Able to follow conventions\n - Uses unit tests to verify code correctness\n - Solves limited, well defined problems through code\n - Knows and uses typical data structures appropriately\n - Writes documentation where necessary\n - level: Intermediate\n requirements:\n - - Treats work as \"done\" when code is running in production\n - Defines and tracks application/pipeline/model-level metrics, like error rate, throughput or ROC-AUCs\n - Able to breakdown work into tasks\n - Assesses requirements critically, clarifying where necessary, identifying and seeking answers to gaps or conflicting requirements\n - - Capable of designing complex data models that accurately represent business requirements\n - Practical understanding of the distributed systems guarantees and limitations\n - Can tailor architecture of the solutions to the specifics of the distributed system used\n - Understands domain business context and defines architecture on domain/department level\n - Fluent in data storage and processing solutions and approaches\n - - Can navigate medium codebase
9s and work with multiple dependencies\n - Produces quality self-documenting code which is clear and concise\n - \"Practices TDD and uses appropriate types of tests (i.e.: Unit, Functional, integration tests, etc)\"\n - \"Pays attention to performance: writes code without performance anti-patterns, anticipates problems with performance\"\n - Uses automated quality practices (static analysis, linters)\n - Proposes usage of recognised algorithms and data structures to solve existing problems throughout the codebase\n - Knows a good deal about upstream APIs and libraries used\n - level: Advanced\n requirements:\n - - Able to gather requirements necessary to deliver a large piece of work\n - Able to estimate and plan delivery of a feature across multiple repos / models / pipelines / projects\n - Defines solution-level metrics and SLAs, knows how they relate to individual application and pipeline metrics\n - Actively works towards code quality in the organisation\n - - Develops optimized and scalable data models, considering performance and future growth\n - \"Distributed systems: cluster and network topologies, latency vs throughput, heterogeneous hardware, multi-cloud setups\"\n - Practical and deep understanding of high-throughput / large scale distributed systems\n - Understands organisation's business context and defines architecture on organisation level\n - Identifies, defines or optimises processes on organisation level\n - - Uses appropriate tooling and is able to work effectively across multiple stacks (Python, Pandas, Spark, SQL)\n - Is able to debug even the hardest cases, go-to destination in the team when something does not work\n - Impeccable knowledge of all the moving parts throughout the codebase; can perform complex refactorings\n - Systematically shares experience with organisation's engineering community\n - Advanced knowledge of algorithms and data structures\n - level: Exceptional\n requirements:\n - - Pushes the organisation towards excellent SDLC practices\n - Widely recognised as an expert\n - - Routinely avoids potential problems through experience\n - Published author on topics of distributed systems architecture or data modelling\n - - Rigorously self-educates. Excellent understanding of fundamentals, almost intimidating (can easily transfer experience across domains)\n :::\n:::\n\n## Culture\n\n:::(culture-values)\nstep: '03'\ntitle: Culture\ntagline: Fit with your cultural values\nowner: CEO\nvalues:\n - label: \"Culture value #1\"\n behaviours:\n - \"Expected observable behaviour #1\"\n - \"Expected observable behaviour #2\"\n - label: \"Culture value #2\"\n behaviours:\n - \"Expected observable behaviour #3\"\n - \"Expected observable behaviour #4\"\n - label: \"Culture value #3\"\n behaviours:\n - \"Expected observable behaviour #5\"\n - \"Expected observable behaviour #6\"\n:::\n\n**Culture** represents alignment with the companyâs cultural values. We found that the best way to instil a strong company culture is to make it part of performance reviews.\n\nWe recommend breaking down your values into expected behaviours to ensure your culture does not remain at abstract principles. This will give actionable examples for your employees to follow and help them embody your company culture in everyday tasks.\n\nIf you are looking to implement culture assessment on RevolutPeople you can read more [here](https://revolutpeople.com/resources/docs/module/performance-admin/skills-values/creating-skills/creating-values).\n\n:::(fold)\ntitle: Example - Culture - \"Get it done\"\nbody: |\n :::(mastery-scale)\n levels:\n - level: Poor\n requirements:\n - Inconsistent track record of impactful deliverables\n - \"Average work ethics: rarely puts in the additional effort when required\"\n - Lacks grit, backbone, tenacity, focus\n - level: Basic\n requirements:\n - \"Ownership: delivers an impressive volume of impactful work\"\n - Possesses grit, tenacity, focus and bias to action\n - level: Intermediate\n requirements:\n - Able to deliver complex projects\n - \"Excellent work ethic: works incredibly hard and goes the extra mile to deliver outstanding results\"\n - level: Advanced\n requirements:\n - Can break through walls and achieve almost impossible goals\n - Strategic approach - is able to create an innovative strategy to implement the business vision\n - level: Exceptional\n requirements:\n - Almost unbelievable ability to get things done with almost zero resources\n :::\n:::\n\n## Standardising performance via scorecards\n\n:::(scorecard-anatomy)\ntitle: Remove bias and give clarity with scorecards\ndimensions:\n - title: Skills\n description: Required skills scorecards per role\n - title: Delivery\n description: Scorecards for speed, quality, and complexity, common across the company\n - title: Culture\n description: Scorecards for each cultural value of the company\nscorec
9ard:\n title: Culture\n levels:\n - level: Poor\n requirements: [yes, yes]\n - level: Basic\n requirements: [yes, yes]\n - level: Intermediate\n requirements: [yes, yes]\n - level: Advanced\n requirements: [yes, no]\n - level: Exceptional\n requirements: [no, no]\n behavioursNote: Observable behaviours\n notes:\n - Standardised 5-level scoring - each mastery level depends on its own set of requirements\n - Every requirement is marked Yes/No against observable behaviours\n:::\n\nAny performance management system is useless if it lacks consistency. What if your managers apply different standards in performance reviews? How can your employees understand what they need to achieve for a promotion?\n\nOur solution was to standardise every performance assessment, via scorecards. Skills, deliverables and culture are assessed by managers via a series of **true/false statements about employee behaviour** that are standardised across the company. This removes manager bias in evaluations and gives clarity to employees in terms of what they need to improve.\n\nWe build scorecards with 2 things in mind:\n\n1. **Consistent scoring** - the same 5-level scale is used across all scorecards: Poor, Basic, Intermediate, Advanced, Exceptional. Poor refers to âred flagâ behaviours - no one in your company should exhibit these. Exceptional is the level that only the very best in the field should hit.\n2. **Observable behaviours** - Think about the behaviours youâd want to see in your employees and build a scorecard around them. This approach reduces manager bias by giving them precise behaviours to track in performance reviews while providing employees with clear goalposts to hit.\n\n## Putting the scorecards into practice\n\n:::(scoring-example)\ntitle: Simple yes/no answers give the performance score\nlevels:\n - level: Poor\n statements:\n - text: Puts in additional effort when required\n answer: yes\n - text: Does not lack grit and focus\n answer: yes\n - level: Basic\n statements:\n - text: Track record of impactful work\n answer: yes\n - text: Shows grit, tenacity, focus\n answer: yes\n - level: Intermediate\n statements:\n - text: Able to deliver complex projects\n answer: yes\n - text: Excellent work ethic, goes the extra mile\n answer: yes\n - level: Advanced\n statements:\n - text: Can break through walls to achieve goals\n answer: yes\n - text: Able to create an innovative strategy to achieve goals\n answer: no\n - level: Exceptional\n statements:\n - text: Almost unbelievable ability to get things done\n answer: no\nscorecard:\n title: Culture - \"Get it done\"\nresults:\n - dimension: Skills\n rows:\n - item: Skill 1\n score: Poor\n - item: Skill 2\n score: Basic\n - item: Skill 3\n score: Intermediate\n - dimension: Deliverables\n rows:\n - item: Deliverables 1\n score: Advanced\n - dimension: Culture\n rows:\n - item: '\"Get it done\"'\n score: Advanced\n - item: Culture Value 2\n score: Intermediate\n - item: Culture Value 3\n score: Intermediate\n:::\n\nFor each performance dimension, managers can assess their teams' performance by simply thinking about their actions over the past few months and filling in a **series of statements with yes or no answers.** Statements are grouped by proficiency level, so once a âNoâ answer is reached, there is no need to fill in the rest of the scorecard - the employeeâs level is already indicated.\n\nOnce the scorecards are filled in, the performance evaluation results become a matter of simple calculations, with results in the \"Deliverables\" category aggregated using the formula [Speed + Quality] * Complexity. To understand the mechanics behind these calculations see our working [Google Sheets template](https://docs.google.com/spreadsheets/d/1Upldkb54LHfT6sMihCesDAsMmi6qbxuUuVWcDw8MUH4/edit?usp=sharing) and the \"Parameters\" sheet.\n1f:T5ce9,"])</script>
9<script>self.__next_f.push([1,":::(glance)\nsections:\n - |\n A **structured hiring process** makes your talent bar repeatable and scalable\n - |\n Kick off with a clear **hiring process document** and don't start sourcing until it's in place\n - |\n Calibrate fast with a **sourcing sprint** that aligns on quality before volume and continue proactively sourcing candidates\n - |\n Screen candidates using **score-based filters and calls** focused on fit and trajectory\n - |\n Run interviews with **scorecards** and assign only trained, **certified interviewers**\n - |\n **Engage candidates** throughout the process with tailored communication to build trust and momentum\n - |\n Deliver **offers** anchored in the candidate's motivation, not just comp\n - |\n Validate the decision with **structured reference checks** that probe for risk and confirm strengths\n - |\n Close the hiring process with a **probation period**, including clear goals and structured checkpoints, to confirm the new hire meets the talent bar\n - |\n **Monitor the process** by tracking funnel conversion, offer declines, and early attrition - spot breakdowns before they become patterns\n:::\n\n## Standardising each step of hiring\n\n:::(steps)\ntitle: The end-to-end hiring process\nownerHeading: Owner\nsteps:\n - title: Hiring process document development\n description: What youâre looking for, how to assess it and whoâs involved in a âsingle source of truthâ doc\n owners: [Role Owner]\n - title: Sourcing\n description: Fill the top of the funnel and calibrate fast with proactive sourcing\n owners: [Sourcer]\n - title: Screening\n description: Use score-based filters and structured calls to assess experience, motivation and red-flags\n owners: [Recruiter]\n - title: Interviews\n description: 3-4 interviews with standardised playbooks and scorecards, run by certified interviewers\n owners: [Recruiter, Interviewer]\n - title: Selling \u0026 Closing the role\n description: Close candidates by understanding motivations and proactively resolving potential blockers\n owners: [Recruiter]\n - title: Reference check\n description: Confirm strengths and collect feedback to ensure no blind spots before the hire is final\n owners: [Recruiter, Interviewer]\n - title: Probation period\n description: Validate hire by assessing in-role performance through structured goals and checkpoints\n owners: [Recruiter, Role Owner]\n:::\n\nItâs one thing to know what great talent looks like. Itâs another to consistently find, evaluate, and close those people - across teams, time zones, and hiring managers. Thatâs where process comes in.\n\nStandardising the recruiting process makes hiring for new roles seamless. It enables fast, high-confidence decisions and makes quality repeatable, especially as the volume of open positions increases when your company scales. No matter the role, the hiring process should follow the same key steps with clear owners to ensure consistency and to keep a high talent bar.\n\n### 1. Kick off with a hiring process document\n\n:::(cards)\ntitle: The hiring process document is the single source of truth for recruiters and hiring managers\nordered: true\ncards:\n - title: Purpose of the role\n text: Role description and key outcomes\n - title: CV requirements\n items:\n - label: Must-haves\n tone: a-player\n - label: Nice-to-haves\n - label: Red flags\n tone: underperformer\n - title: Example profiles\n text: Archetypical profiles from LinkedIn that match the CV requirements\n - title: Candidate sources\n items:\n - label: Industries\n - label: Companies\n - title: Interview process\n text: List and sequence of interviews\n - title: Practical details\n items:\n - label: Interview playbooks\n - label: Interview scorecards\n - label: Interviewers list\n:::\n\nBefore sourcing begins, before any interviews are scheduled, every role should start with a shared, written plan - the **hiring process document**. This is a templated document that defines the process from sourcing to screening and later interviewing and acts as the main source of truth for recruiters.\n\nThe **Role Owner** is responsible for creating and maintaining the hiring process document, with support from the Recruiter, who ensures itâs complete and shared before sourcing begins.\n\n:::(fold)\ntitle: A hiring process document in detail\nbody: |\n :::(table)\n columns:\n - Section\n - What goes in it\n widths: [\"minmax(0, 1fr)\", \"minmax(0, 2fr)\"]\n rows:\n - heading: Role and Requirements\n - - About the role\n - General information about the role, including the purpose and info about the role owner\n - - Key outcomes\n - Key outcomes, ideally unambiguou
9sly quantified, that a person in this role would need to achieve\n -\n - CV requirements\n - text: \"Work experience or education requirements that can be inferred from a CV or a LinkedIn profile. The purpose is to provide recruiters with parameters for screening candidates. These are broken down into:\"\n bullets:\n - \"**must-have**\"\n - \"**nice-to-have**\"\n - \"**red flags**\"\n - - Example profiles\n - 2 or 3 archetypical âexampleâ profiles from LinkedIn that match the CV requirements\n - - Relevant companies and sectors\n - List of the best companies and sectors to source candidates from\n -\n - Job description\n - text: \"A job description that can serve as the content to publish the role on job boards, and help recruiters answer questions about the role. The recommended sections:\"\n bullets:\n - About the team\n - About the role (role mission)\n - What youâll be doing (key outcomes and responsibilities)\n - What we are looking for (CV requirements)\n - Benefits (company and role benefits)\n - heading: Hiring process\n -\n - List of mandatory steps in the hiring process\n - text: \"Interview process steps, with links to the playbooks, scorecards and list of eligible interviewers to make this a one-stop shop for recruiters. A typical example would be:\"\n bullets:\n - CV Screening\n - Screen Call\n - Functional skills assessment\n - Bar raiser\n :::\n:::\n\n### 2. Building the funnel through sourcing\n\n:::(cards)\ntitle: To create a solid recruiting pipeline focus on three things\ncards:\n - title: Sourcing sprint\n icon: strategy\n text: Sprint to calibrate requirements and test approach with hiring manager\n - title: Optimised outreach\n icon: send\n text: Structure approach to contacting candidates to maximise response rate\n - title: Recruiter tools\n icon: tools\n text: Effective use of templates and tools such as LinkedIn Recruiter\n:::\n\nSourcing is the highest-leverage part of the hiring funnel and sets the tone for quality. Weak sourcing forces your team to over-interview mediocre candidates and burn time on backfills. At scale, it separates fast-moving companies that raise the bar from those that lower it just to fill roles.\n\nWe believe that the ability to identify strong profiles and create a solid recruiting pipeline lies in three things:\n\n- **Starting with a sourcing sprint** - before launching full outreach, run a 1-week sourcing sprint to calibrate requirements and test hypotheses with the hiring manager, covering:\n - 10-15 (real) profiles across 2-3 candidate archetypes\n - a live review with the hiring manager to align on where your filters may be too narrow or too loose and any adjustments to CV criteria or target companies\n- **Optimizing the way you contact candidates** - a structured approach to contacting candidates can help maximize the response rate and save time and should include:\n - outreach templates with pre-defined fields for personalization with A/B tested versions to find the message that works best\n - a 3-touchpoint schedule to follow up with candidates and ensure no one falls through the cracks when the volume of profiles increases\n- **Using the right tools to super-charge recruiters** - LinkedIn Recruiter is a key tool for contacting candidates\n\n:::(fold)\ntitle: A note on remote, high-density talent pools\nbody: |\n One of the most effective ways to improve sourcing efficiency is to expand beyond traditional markets. Tapping into remote, high-density talent regions unlocks access to exceptional candidates who are often overlooked in saturated local markets.\n\n This approach increases the likelihood of finding talent that meets (or exceeds) your bar, especially in competitive functions like engineering, data, and operations.\n\n **Where to start:**\n\n - Identify **target regions** with strong talent density by function (e.g., Eastern Europe for engineering)\n - Run **sourcing sprints** in new regions to test candidate quality and adjust filters early\n\n This strategy helped companies like Revolut scale top engineering teams across the globe, and at a fraction of the cost of hiring in London or San Francisco.\n\n This isnât about lowering the bar. Itâs about widening the funnel and **finding excellent people where others arenât looking.**\n:::\n\n### 3. Screening for the right talent\n\n:::(steps)\ntitle: Use a 30â screen call with the Recruiter to filter through candidates\nsteps:\n - title: Introduction \u0026 Context\n description: Introduce the company, provide an overview of the role and the main requirements and objectives\n - title: Candidate evaluation\n description: Use a scorecard for an initial evaluation of the candidateâs experience and discuss practical considerations (availability, location, compensation)\n body: |\n :::(table)\n title: Example scorecard for a Product Owner\n layout: chips\n stacked: scroll\n columns:\n - Criterion\n - What the candidate showed\n - Points\n widths: [\"minmax(0, 1.1fr)\", \"minmax(0, 1.9fr)\", \"6rem\"]\n rows:\n - [{text: Has the candidate worked on backend design architecture?, rowspan: 2}, Yes, 1 point]\n - [No, 0 points]\n - [{text: Communication skills, rowspan: 4}, Breaks big problem into small chunks, 1 point]\n - [Quantifies achievements, 1 point]\n - [Demonstrated mindfulness about KPIs, 1 point]\n - [None of the above, 0 points]\n - [{text: Archetype of PO, rowspan: 4}
9, STEM background, 1 point]\n - [Founder/Co-founder experience, 1 point]\n - [Former software engineer, 1 point]\n - [None of the above, 0 points]\n - [{text: Red flags, rowspan: 4}, Complaining about current role, -1 point]\n - [More interested in compensation, -1 point]\n - [Misalignment in seniority expectations, -1 point]\n - [Failed to quantify achievements, -1 point]\n summary:\n - label: Pass score\n value: 4 points\n :::\n - title: Wrap-up \u0026 Next steps\n description: Address the candidateâs questions and be clear on next steps; if you want to progress outline the process, otherwise be transparent on why the role is not the right fit\n:::\n\nThe screening call is your first real opportunity to assess whether a candidate is likely to succeed in the role and not just whether theyâre interested. The recruiter should be evaluating if the candidate's **experience matches your hiring scorecard** and if their **career trajectory aligns with your expectations.** A âmaybeâ at the screen call stage is usually a no. Youâre better off screening out and preserving interview quality than hoping something will click later.\n\n:::(table)\ncolumns:\n - Area\n - What youâre testing\nstacked: paragraphs\nrows:\n - - Role Fit\n - bullets:\n - Does their experience align with the requirements in the scorecard? Have they had exposure to similar challenges or complexity?\n - - Trajectory\n - bullets:\n - Do they show signs of upward momentum, increasing scope, or adaptability? Are they growing fast enough for your environment?\n - - Motivation\n - bullets:\n - Are they running toward this role or just away from their last one? What excites them about this specific opportunity?\n - - Red Flags\n - bullets:\n - Vague responses, blame-shifting, low curiosity, low ownership, or clear values misalignment\n:::\n\n### 4. Standardising interviews\n\n:::(switcher)\nlabel: Run structured interviews with playbooks and scorecards\nlayout: panels\npanels:\n - label: Interview playbook\n body: |\n :::(cards)\n title: Interview playbook\n ordered: true\n cards:\n - title: Introduction\n - title: Guiding questions\n items:\n - label: Knowledge of statistics\n - label: Experience with ML models\n - label: Coding proficiency\n - title: Wrap-up \u0026 Q\u0026A\n - title: Practical details\n items:\n - label: Interview scorecards\n - label: Case study library\n :::\n - label: Interview scorecard\n body: |\n :::(table)\n title: Interview scorecard\n layout: chips\n stacked: scroll\n columns:\n - Observable behaviour\n - Answer\n - Meets the bar for\n widths: [\"minmax(0, 1.8fr)\", \"5.5rem\", \"5.5rem\"]\n lead:\n title: Knowledge of statistics\n body: |\n Questions:\n\n 1. Maximum Likelihood Estimation problem\n 2. Set up and solve an A/B test\n rows:\n - [Solved problem with some guidance, {mark: yes, text: Yes}, {text: Junior}]\n - [Solved problem and can discuss it, {mark: yes, text: Yes}, {text: Mid, rowspan: 2}]\n - [Can discuss how A/B tests work, {mark: yes, text: Yes}]\n - [Solved problem quickly \u0026 can discuss nuances, {mark: no, text: No}, {text: Senior, rowspan: 2}]\n - [Can talk at length about A/B testing, {mark: no, text: No}]\n :::\n:::\n\nEarly on, founders interview all candidates so the talent bar can be kept consistently high. As the company grows, founders need to rely on managers for hiring. This opens up a problem with misalignment of incentives: managers have KPIs (e.g. launching a product), so they are incentivised to hire average talent fast to get the job done instead of keeping a high bar.\n\n**Developing and enforcing a standard interview format early on will help you tackle this challenge** and ensure consistency in your new hires. To do this, for each interview type, you should develop:\n\n1. **an interview playbook** - directs interviewers on how to assess candidates with a step-by-step guide that ensures consistency across interviews\n2. **interview scorecard** - defines requirements as a set of true/false statements on observable behaviours to remove subjectivity from candidate evaluation and align with the skill scorecard of the skill tested in the interview; the skills tested should match one-to-one with the skills defined in your talent framework\n\n:::(fold)\ntitle: Interviewer certification program\nbody: |\n Interviewers are the gatekeepers of your talent bar. To protect quality and consistency, no one should run interviews without certification. At a minimum, this means:\n\n - **Selecting qualified interviewers:** Only high performers should asse
9ss candidates - set clear minimums (e.g., top performance rating in a certain skill, only interview for equal/lower seniority roles)\n - **Providing structured training:** Functional leaders should develop skill-specific training for interviewers\n - **Requiring shadowing:** Interviewer candidates should shadow 2â3 interviews of experienced interviewers, then discuss feedback in debriefs\n - **Assessing through reverse shadows:** Before certification, have interviewer candidates run mock interviews with feedback from experienced interviewers\n\n Track whoâs certified for each interview type and maintain separate registries for functional and generalist interviews (e.g. bar-raiser, problem-solving). If an interviewerâs pass rate consistently exceeds 60%, re-assess them - either theyâre misapplying the bar or the interview needs to be revised.\n\n As interview volumes grow, an Interviewer Quality Score (IQC) can be introduced. This metric measures the average **deviation of interview results from the first performance score** of the new hires that an interviewer has assessed. Interviewers can be ranked based on the IQC, and the score can be used to decide whether they should also be utilised as a trainer for new interviewers or have to redo training and certification.\n:::\n\n### 5. Engaging candidates\n\n:::(cards)\ntitle: Keep candidates engaged throughout the recruitment process\ncards:\n - title: Pitch call\n rows:\n - label: Timing\n text: after CV screening\n - label: Objective\n text: Understand the candidateâs motivation and emphasise the value proposition of the company and the role\n - title: Pre-closing call\n rows:\n - label: Timing\n text: after successful first interviews\n - label: Objective\n text: Overcome objections and start building excitement to facilitate closing in case of successful process\n:::\n\nToo many hiring processes treat closing as the final step. In reality, **closing starts from the first message and continues at every interaction**. In competitive markets, great candidates have options. Offers arenât just about compensation but about trust, clarity, and conviction. This step is about engaging candidates intentionally throughout the process and delivering a high-impact close when the time comes.\n\nTo minimise the number of candidates that drop off during the process, recruiters should **build seamless communication with the candidate** to understand their motivations outside of compensation and prepare for closing in case of a successful process. We recommend two key touchpoints during the process:\n\n1. **Pitch call** - understanding the candidateâs experience and motivation is key to effectively selling the role to them\n2. **Pre-closing call** - overcome objections before they happen and start building excitement for the candidate\
9n\nBy the time you extend an offer, it should feel like a natural, exciting conclusion, not a surprise. The candidate should already know you want them, understand the role deeply, and feel like this is their next chapter.\n\n:::(fold)\ntitle: Managing common objections\nbody: |\n :::(table)\n columns:\n - Objection\n - How to respond\n stacked: paragraphs\n rows:\n - - \"âIâm not sure about compâ\"\n - bullets:\n - Anchor on total comp and long-term upside and be clear on how equity works\n - - \"âI have other offersâ\"\n - bullets:\n - Lean into motivation - why does this role align better? Why this team, timing, trajectory?\n - - \"âIâm not sure about culture fitâ\"\n - bullets:\n - Point them to references such as former employees, future teammates, and even past candidates who didnât join\n - - \"âI need more timeâ\"\n - bullets:\n - Acknowledge it, but hold a firm but reasonable timeline to keep momentum\n :::\n:::\n\n### 6. Reference checks as the final guardrails\n\n:::(steps)\ntitle: Use reference checks to verify info and collect feedback\nsteps:\n - title: Request referees\n description: Recruiter sends a job offer conditional on references and requests contact details\n - title: Choose referees to contact\n description: Prioritise referees with most recent and longest exposure to candidate\n - title: Schedule calls\n description: Recruiter gets in touch with referees to set up calls\n - title: Collect feedback\n description: Certified interviewer who conducted the interview calls referees and goes through a standard scorecard to evaluate candidate\n - title: Proceed based on outcome\n description: Offer stands if reference check outcome is satisfactory\n:::\n\nBy the time youâre ready to extend an offer, youâve spent hours interviewing the candidate. Youâve seen their performance in structured interviews, heard their narrative in the screen call, and gotten excited about what they could bring to the team. But what you havenât seen is how they show up every day: under pressure, on bad days, when they disagree, or when no oneâs watching.\n\nChecking a candidateâs references isnât only about verifying the information they provided, but a helpful tool to collect 360-degree feedback from their former colleagues. It is a critical step in the recruiting process and can often lead to the offer being rescinded.\n\nThe reference check should be conducted by the **same interviewer who ran the bar-raiser interview**. This ensures continuity, allows direct comparison with the candidateâs own narrative, and brings sharper judgment to any inconsistencies.\n\n:::(fold)\ntitle: Example reference call questions\nbody: |\n To ensure a high-quality signal, reference calls should follow a structured set of questions that mirror the bar-raiser topics:\n\n - How would you rate the candidateâs performance (0â10) and why?\n - What was their biggest achievement in the role?\n - What were their main development areas? How did they respond to feedback?\n - Would you rehire them? Why or why not?\n\n For each question, **dig 2-3 layers deeper**. Donât settle for general praise and ask for specific examples, challenges they faced, and how they handled them.\n:::\n\n### 7. Probation period - the last step in hiring\n\nThe hiring process doesn't end with the offer acceptance - it ends after probation.\n\nProbation is the period where you confirm if the person can deliver at the expected level, within your company's environment. It's your last step to identifying A-players and to act quickly if there is a mismatch.\n\nA structured probation period should include:\n\n- **Goal setting:** clear, measurable targets, set within 2 weeks of joining\n- **Checkpoint reviews:** a mid-probation and a final review, to assess performance against targets and give the opportunity to course-correct\n- **Committee decision:** the final decision is taken by a designated committee based on performance and the hiring manager's recommendation\n\n## Monitoring the process\n\n:::(cards)\ntitle: Monitor 3 KPIs to ensure your recruitment process stays on track\ncards:\n - title: Volume\n text: \"% achievement of quotas\"\n outcome: ensures staffing needs are met\n - title: Quality\n text: \"% of new hires fired/quitting within the first 6 months\"\n outcome: assesses effectiveness of process\n - title: Offer dropout\n text: \"% of offers declined\"\n outcome: warns of potential issues in the process\n:::\n\nDesigning a great hiring process is only half the battle. The real challenge is making sure itâs followed and that it continues to deliver the outcomes you care about: speed, quality, and consistency.\n\nAs your hiring volume grows, even small breakdowns (e.g. missed feedback, vague scorecards, drift in sourcing quality) compound quickly. To prevent that, you need to monitor the system just like you would any critical business function.\n\nTo do that, continuously monitor three core KPIs at the company level:\n\n1. **Volume**: % achievement of quotas - ensures that the team meets staffing needs and indicates when additional recruiters are required\n2. **Quality**: % of new hires that are fired/quit within the first 6 months - assesses whether youâre hiring the right people\n3. **Offer dropout**: % of offers declined - indicates potential issues in the process such as candidate experience, competitiveness of offer, time to complete the process, employer brand etc.\n\nTo gain insights into the specific hiring process for each open role, you should also look at the conversion rates by candidate archetype at each step. These metrics will give you direction on whether you should shift your approach to optimise the recruitment strategy.\n20:T23d3,:::(glance)\nsections:\n - |\n The **talent bar defines the minimum requirement** for each **dimension** (skills, deliverables, culture) and **seniority level;** scores are compared to the talent bar to determine how employees are performing\
9n - |\n The performance team **runs the review process every quarter** by:\n\n - Gathering all performance reviews\n - Calculating grades, calibrating results and performing checks for outliers and missing data\n - Announcing results, with managers delivering relevant feedback to their teams\n:::\n\n## The talent bar\n\n:::(talent-bar)\ntitle: The talent bar sets expectations per seniority levelâ¦\nlevels:\n - Exceptional\n - Advanced\n - Intermediate\n - Basic\n - Poor\ndimensions:\n - label: Skills\n scope: Role-specific\n - label: Deliverables\n scope: Company-wide\n - label: Culture\n scope: Company-wide\nseniorities:\n - label: Lead\n bars: [Advanced, Intermediate, Intermediate]\n - label: Senior\n bars: [Intermediate, Intermediate, Intermediate]\n - label: Mid\n bars: [Intermediate, Basic, Basic]\n - label: Junior\n bars: [Basic, Basic, Basic]\n:::\n\nAfter evaluating your teamâs performance how are you going to decide who to promote? Or exit? Or who to reward with a bonus? This is where the talent bar comes into play, translating performance into quantifiable outcomes, such as additional compensation, promotions or terminations.\n\nThe talent bar **outlines the minimum requirements for skills, deliverables and culture according to employee seniority**. Employee performance is compared to the talent bar, and being below it or above it carries meaningful consequences.\n\n:::(talent-bar-grades)\ntitle: ⦠and sets apart the A-players\nlevels:\n - Exceptional\n - Advanced\n - Intermediate\n - Basic\n - Poor\nbarAfter: Intermediate\ndimensions: [Skills, Deliverables, Culture]\npeople:\n - name: Alice\n tone: a-player\n marks:\n - Advanced\n - level: Exceptional\n position: edge\n - level: Exceptional\n position: edge\n note: \"**Alice** is an **A-player** as she significantly beats expectations in almost all dimensions\"\n - name: Chris\n tone: above-bar\n marks:\n - Intermediate\n - level: Intermediate\n position: above\n - level: Intermediate\n position: above\n note: \"**Chris** is **above bar** in most dimensions but does not beat expectations for his role\"\n - name: Mary\n tone: underperformer\n marks: [Intermediate, Intermediate, Basic]\n note: \"**Mary** is an **underperformer** as she is below the bar in at least one dimension even if she is reaching the bar in most\"\n:::\n\nLetâs take the example of three members of the data science team - Alice, Chris and Mary. They are all Senior members of the team and so expectations are high, with a raised talent bar. Their final grade depends on how their performance stacks up against the bar:\n\n1. **Alice** performed very well in the past quarter; she surpassed expectations by almost a full grade in all dimensions, performing in line with her more senior colleagues - based on her performance **she is an A-player,** putting her on course for promotion\n2. **Chris** is performing roughly in line with expectations, he is graded as **above bar** and will need to improve his performance to advance further\n3. **Mary** is reaching the bar in most dimensions, but the fact she fails to meet expectations in one of them is sufficient to warrant an **underperformer** grade\n\n:::(fold)\ntitle: Calculator - Where does one person land?\nbody: |\n :::(talent-bar-calculator)\n title: Score one person against the bar\n hint: Click a band in each column\n levels:\n - level: Exceptional\n score: 4.51\n - level: Advanced\n score: 3.51\n - level: Intermediate\n score: 2.51\n - level: Basic\n score: 1.51\n - level: Poor\n score: 0\n dimensions:\n - label: Skills\n aPlayerAt: 1\n - label: Deliverables\n aPlayerAt: 2\n - label: Culture\n aPlayerAt: 1\n seniorities:\n - label: Lead\n bars: [Advanced, Intermediate, Intermediate]\n - label: Senior\n bars: [Intermediate, Intermediate, Intermediate]\n - label: Mid\n bars: [Intermediate, Basic, Basic]\n - label: Junior\n bars: [Basic, Basic, Basic]\n selected: Senior\n aPlayerDimensions: 2\n :::\n:::\n\nYou can see our working [Google Sheets template](https://docs.google.com/spreadsheets/d/1Upldkb54LHfT6sMihCesDAsMmi6qbxuUuVWcDw8MUH4/edit?usp=sharing) for detailed calculations on how performance across dimensions translates to the final performance grade. We outline the processes for promotions, compensation, bonuses and exits - and how being an A-player or underperformer affects each of them - further down in the playbook.\n\nYou can learn more about how the talent bar is implemented on RevolutPeople [here](https://revolutpeople.com/resources/docs/module/performance-admin/performance-reviews/grades/grading-logic).\n\n## Running the process\n\n:::(process-timeline)\ntitle: The performance review process runs every quarter\nstages:\n - title: Performance reviews\n owner: Managers\n description: Filling in the scorecards based on observable behaviours\n duration: 1â2 weeks allowance\n - title: Grade calculations \u0026 calibration\n owner: Performance team\n description: For outliers, overly generous reviews and data completeness\n duration: 1 week\n emphasis: true\n - title: Delivery\n owner: Managers\n description: Of grades to employees and one-on-one debriefing sessions\n duration: 1 week allowance\nmilestone:\n label: Top Management Approval\n after: 2\n:::\n\nThe performance review process runs **every quarter** to ensure that both recognition of great performance and reaction to underperformance are quick. This **review process is not a 360 review**, which typically offers limited benefits at the expense of employee time - we found that employees tend to be too generous with each other, so 360 reviews usually donât provide useful feedback.\n\nThe performance **team owns the process** and works with managers and employees to gather input. This is split into three stages:\n\n**Step 1 | Performance reviews** (1-2 weeks) - the performance team sends out requests for reviews to line managers; managers will fill in the scorecards and can request additional reviews on the employee from other colleagues, but these do not influence the employeeâs rating\n\n:::(handoff)\ntitle: Line managers gather feedback and fill in the scorecards for their teams\nnodes:\n - title: Other Managers\n caption: \"**Functional leads** and **other managers** can provide reviews for an employeeâ¦\"\n - title: Line Manager\n emphasis: true\n - title: Scorecards\n caption: \"â¦but **line managers** are filling in the scorecards that lead to the final grade\"\n:::\n\n**Step 2 | Performing the grade calculations and calibrating results** (1 week) - grades are automatically calculated based on the scorecards, but calibrations by the performance team are often required to:\n\na. Ensure that A-players account for no more than 15â25%; some managers can be overly generous, so itâs important to adjust grades post-facto\n\nb. Check for missing data or insufficient justifications in reviews\n\nc. Examine outliers (e.g. sudden changes in performance, extraordinarily high or low values)\n\nAt this stage, the **CEO and top management will review and approve** the final grades to ensure results are fair and identify areas where additional resources or attention is required (e.g. consistently underperforming teams).\n\n:::(fold)\ntitle: Example score calculation\nbody: |\n During the calibration process, the performance team makes sure that the results of the grading process are sensible and correct. **Some examples:**\n\n - As the performance team looks through the marketing teamâs results, they realize that 50% of the team is rated as âA-playerâ - the team will examine the reviews and discuss with the manager which of the team members are the stronger performers\n - The performance team notices that the scorecards for some members of the customer support team have not yet been filled in - they will follow up with the relevant manager to get the reviews\n - The performance team finds that James, a Junior Business Development team member has received an âExceptionalâ score despite having an âAbove Barâ score in the past two reviews - the team will examine the circumstances behind this improvement to ensure it is genuine and not caused by mistake\n:::\n\n**Step 3 | Announcing results and delivering feedback** (1 week) - employees receive the final results through email and can discuss them with their manager on their weekly one-to-one meeting.\n\nThe **final results have a tangible impact** on the employeeâs career trajectory and compensation and can lead to a promotion or even a performance improvement plan - read the next section to find out how these should be handled.\n\nFor a comprehensive guide on how to manage the performance review process on RevolutPeople, you can read more [here](https://revolutpeople.com/resources/docs/module/performance-admin/performance-reviews/grades/calibrating-grades).\n21:T2f7a,:::(glance)\nsections:\n - |\n Outcome of the performance review should be **directly linked to career progression**\n - |\n The **path to promotion should be clear** for employees and follow a **structured approach:**\n\n - **Increase in seniority level** over time while keeping the titles; no need for unnecessary new roles\n - Consistent **A-player performance** and not tenure **triggers eligibility for promotion**\n - |\n The **promotion process** takes place every six months; eligibility is automatic, but the final decision lies with management and requires a strong business case\n - |\n Underperformers are offered a choice; either take a **separation package \u0026 leave immediately** or enter a 6-week **Performance Improvement Plan** with clear targets and milestones to turn things around\n:::\n\n## Impact of performance on career progression\n\n:::(grade-map)\ntitle: Performance reviews have direct impact on one's career\nrows:\n - tone: a-player\n label: A-players\n outcome: Promotion\n - tone: above-bar\n label: Above bar\n outcome: No action - Continuous support to improve\n - tone: underperformer\n label: Underperformers\n outcome: Exit or performance improvement plan\n:::\n\nPerformance review outcomes play a **critical role in determining career progression:**\n\n1. Consistently being an **A-player** and exceeding expectations can lead to promotions or salary increases\n2. **Underperformance** on the other hand, can lead to different outcomes - employees can be put on Performance Improvement Plans or even leave the company\n\n## Path to promotion\n\n:::(principles)\ntitle: Two guiding principles when it comes to career progression\ncards:\n - title: Seniority over job title\n items:\n - kind: do\n text: \"**Higher seniority levels** for the same title with **extended scope** of work \u0026 **higher compensation**\"\n - kind: dont\n text: \"**Making up unnecessary roles** or titles as employees grow\"\n - title: Clear triggers for promotion\n items:\n - kind: do\n text: \"Consistently **being an A-player** automatically turns on eligibility for promotion\"\n - kind: dont\n text: \"**Promotions due to long tenure,** with no evidence of great performance\"\n:::\n\n**The path to promotion for your teams should be clear and based on objective performance criteria.** The usual corporate practice of basing promotion on tenure doesnât work for a high-performance culture - employees should have an incentive to perform above and beyond. A scale-up will also face other issues with this strategy:\n\n1. You canât just make up unnecessary new roles or titles when an employee is promoted\n2. Promoting based on tenure with the company is expensive\n\nWe believe the solution to this is twofold:\n\n1. **Seniority over job title** - instead of receiving a new title, promoted employees are assigned a higher seniority level that comes along with a larger scope of work, higher performance expectations and a higher compensation\n2. **Clear trigger for promotion** - when an employee outperforms their talent bar, eligibility for promotion is automatically âswitched onâ\n\nPromotion should be treated as **a way to reward A-players**, incentivising employees to improve their performance. Retention should not be a reason for promotion - promoting someone before theyâre ready creates a bad precedent that skews team expectations.\n\n## Seniority levels\n\n:::(table)\ncolumns: [Level, Expectations]\nstacked: tabs\nwidths: [\"minmax(0, 1fr)\", \"minmax(0, 2.4fr)\"]\nrows:\n - - Junior\n - bullets:\n - Can deliver tasks with a little guidance and help\n - Learns from mistakes\n - Proactively looks for new tasks\n - - Mid\n - bullets:\n - Independent contributor\n - Can deliver team level KPIs\n - Able to work on loosely-defined problems and deliver end-to-e
9nd projects; can own processes and metrics\n - - Senior\n - bullets:\n - Experienced individual contributor who can solve problems independently, with little to no guidance\n - Does not yet manage a team, but supports others and pushes them to become better\n - Leads by example and is a role model for company values\n - - Lead\n - bullets:\n - Owns company-level KPIs and manages a team\n - Raises the talent bar by achieving more with less\n - As a hiring manager, raises the bar of the interviewing process to hire strong people for an organisation\n - - Director\n - bullets:\n - Manager of managers, directs and pushes a large organisation to win\n - 'Able to build an \"engine\"/\"machine\" from scratch to deliver a specific objective'\n - - VP\n - bullets:\n - Able to successfully solve unique company-wide problems\n - Single point of authority in a functional area, impacting multiple departments and functions\n:::\n\n:::(fold)\ntitle: Example - Engineer\nbody: |\n With a promotion, engineers do not necessarily **become managers** or acquire a **new title**. What changes is only the **expectations for their role:**\n\n 1. A **Junior** engineer would need to be able to deliver on a low- to mid-complexity project all on their own and be an engineering skills interviewer\n 2. A **Mid** engineer would need little or no supervision, would need to be able to deliver on mid- to high-complexity projects, be an interviewer, and contribute to functional reporting\n 3. A **Senior** engineer would need to be able to deliver on a mid- to high-complexity project independently, as well as mentor several other engineers and own their teamâs architecture, CI/CD, and/or other processes (hiring, mentoring, development, etc.)\n:::\n## The promotion process\n\n:::(steps)\ntitle: Promotions happen every 6 months following a standard process\nlayout: grid\nsteps:\n - title: Automatic flag\n description: of eligibility for promotion for **A-players** with **more than 1 year** in current seniority\n - title: Validation / Rejection\n description: of promotions by managers with rationale on decision\n - title: Approval of promotions\n description: by top management and relevant functional leaders\n - title: Announcement of promotions\n description: and **automatic adjustment** of salaries to match new seniority levels\n:::\n\n**Promotions take place every 6 months**, with the performance review process lasting two weeks longer to accommodate for it. The reason is simple; employees need to prove a **consistently strong performance that lasts beyond one review.**\n\nAlthough eligibility for promotion is automatically switched on for A-players, the final decision still requires management recommendation. The process works as follows:\n\n1. **Automatic promotion eligibility** - Managers receive a list of direct reports that are eligible for promotion from the Performance Team:\n - Being an A-player in at least two of the last four performance reviews, based on the employeeâs current seniority (the rule is at least twice in the last four reviews for Junior to Mid promotions and four times in the last four reviews above Mid)\n - At least 1-year tenure in the employeeâs current seniority level\n - No Unsatisfactory or Below Bar performance review ratings\n2. **Validation or rejection of promotions** - Managers validate or reject the promotion nominations for members of their team; their recommendation needs to be supported by a business rationale and solid evidence for promotion (for example by submitting a business case in the STAR format i.e. Situation, Task, Action, Results)\n3. **Approval of promotions** - top management reviews and validates the list of promotions; for each employee, promotion decision should pass through:\n - The relevant business unit head\n - Any relevant vertical business leaders\n - The CEO / one of the founders for final validation\n4. **Announcements** - promotions are announced to employees and salaries are automatically adjusted for the new seniority levels\n\n## Improvement plan\n\n:::(grade-map)\ntitle: When employees are underperforming the path can be twofold\nrows:\n - tone: a-player\n label: A-players\n ok: true\n - tone: above-bar\n label: Above bar\n ok: true\n - tone: underperformer\n label: Underperformers\n ok: false\n choice:\n - \"**Part ways:** Leave immediately \u0026 take a separation package\"\n - \"**Work to improve:** enter a structured performance improvement plan\"\n:::\n\nBut what happens when an employee's performance doesnât reach the talent bar? How can we support them in finding the best path forward, whether this means turning things around, or exploring opportunities better suited to their strengths?\n\nExperience has shown that employees are unlikely to naturally return to an \"above bar\" level of performance in a role were they have been consistently underperforming. To counter that trend, you should offer employees a choice - when someone falls below the talent bar, they can choose to:\n\n1. **Take an enhanced
9separation package** equivalent to what they would earn over the next 6 weeks and their notice period, and leave immediately\n2. Or **enter a Performance Improvement Plan (PIP)** to reach an âAbove Barâ performance in the next review\n\n**The Performance Improvement Plan (PIP)** lasts 6 weeks and:\n\n1. Is managed by the employeeâs manager with oversight by HR\n2. Helps the employee work towards a series of clearly defined targets following the SMART framework (Specific, Measurable, Achievable, Relevant and Time-based)\n3. Includes an interim check-in to review progress\n4. Concludes with a decision from a Committee on whether the employee should continue work as usual\n\nSetting in place a Performance Improvement Plan ensures that employees have the chance to turn things around and improve their performance through a concrete plan. In addition, it helps you remain in compliance with local regulations, which often require a series of formal processes when it comes to employee underperformance.\n\n:::(fold)\ntitle: Example - how a Performance Improvement Plan is implemented\nbody: |\n :::(table)\n columns: [Timing, Step, Description]\n stacked: sections\n widths: [\"minmax(0, 1.1fr)\", \"3rem\", \"minmax(0, 2.4fr)\"]\n rows:\n - - Within a week from the performance review that revealed underperformance\n - \"1\"\n - bullets:\n - \"**Kick-off** - HR notifies the line manager, and walks them through the PIP process and the severance package option in detail, before notifying the employee\"\n - - \"\"\n - \"2\"\n - bullets:\n - \"**Offer Choice** - The line manager offers the employee the choice between taking severance or going through with the PIP\"\n - - \"\"\n - \"3\"\n - bullets:\n - \"**Cause of underperformance** - The line manager discusses the potential cause of their poor performance with the employee, encouraging them to examine their performance and drivers\"\n - - \"\"\n - \"4\"\n - bullets:\n - \"**Starting the PIP cycle** - The line manager syncs with HR to initiate a PIP cycle, which lasts 6 weeks from the moment the PIP is initiated and should include a checkpoint and a committee meeting\"\n - - 1st week of PIP\n - \"5\"\n - bullets:\n - \"**Setting \u0026 documenting goals** - The line manager and the employee set the PIP KPIs in writing\"\n - - 5th Week of PIP\n - \"6\"\n - bullets:\n - \"**Check-Point** - The line manager and the employee review progress and interim results\"\n - - last week of PIP\n - \"7\"\n - bullets:\n - \"**Recommendation** - The line manager prepares their recommendation regarding the PIP outcome, including a summary of the latest review to support the decision\"\n - - \"\"\n - \"8\"\n - bullets:\n - \"**Committee meeting** - The line manager briefs the following committee on the results of the PIP and their recommendation: the line manager, the line manager's manager, and an HR representative\"\n - - \"\"\n - \"9\"\n - bullets:\n - \"**Committee decision** - The outcome is either to keep the employee and continue work as usual, or to terminate the employee as per their contract termination clause\"\n :::\n:::22:T308d,:::(glance)\nsections:\n - |\n Recruitment is a core competency so you **shouldn't rely on external recruiters**; building a recruitment team with a sole focus on your hiring needs will help you **maintain control over quality and is more cost-effective**\n - |\n **Build your recruitment team like you would a sales team**, staffing it with people who can find and engage the right candidates while setting the proper incentives and KPIs\n - |\n Start a team with a simple structure reporting to the **Head of Recruiting, Recruiters and Sourcers** to run the recruiting process, an **Ops Manager** to set up processes, and a **Recruiting Coordinator** to manage admin tasks\n - |\n **The size of the team will depend on your hiring needs**, with one Recruiter hiring for 4-7 roles a quarter and number of people in other roles growing proportionately\n - |\n As you are **scaling the team**, organise Recruiters **by business function** to leverage synergies from hiring for similar roles and **add Team Leads and Managers** to manage the team\n - |\n Pay Recruiters **quarterly bonuses, in cash**, with a direct link to the achievement rate of their quotas\n:::\n\n## The case for an internal recruitment team\n\n:::(cards)\ntitle: An internal recruitment team is necessary when you start scaling\ncenter:\n label: Recruitment team\n icon: people\ncards:\n - title: Recruitment is a core competency\n icon: gem\n text: as attracting A-players can give you a strategic advantage\n - title: Sole focus on your hiring needs\n icon: target\n text: with clear understanding of your priorities and business nuances\n - title: Control over quality\n icon: verified\n text: ensuring consistency and a high talent bar\n - title: Cost efficiency\n icon: coins\n text: as expenses of third-party recruiters can add up significantly\n:::\n\n**You canât scale a tech company without a top-notch internal recruitment team**. Revolut learned this the hard
9way - a few years in, hiring became a bottleneck. External recruiters were too slow, too expensive, and couldnât deliver enough high-quality candidates. Growth stalled until the company built an internal dedicated recruitment org, separate from HR, designed to move fast and hire at scale.\n\nInternal recruitment is critical for many reasons:\n\n- **Recruitment is a core competency** - attracting and retaining A-players is a long-term strategic advantage; an internal team will have the ability to identify and engage candidates who are technically qualified but also culturally aligned\n- **Sole focus on your hiring needs** - third-party recruiters juggle multiple clients at a time; an internal team is fully immersed in the nuances of your business and quickly reacts to changing priorities\n- **Control over quality** - an internal dedicated team gives you full control over the hiring process, from sourcing and screening to interviewing and onboarding, ensuring consistency and a higher talent bar\n- **Cost efficiency** - while setting up a separate team may seem costly initially, it can be more cost-effective as the expenses associated with third-party recruiters can add up significantly\n\n## Building a recruitment powerhouse\n\n:::(cards)\ntitle: Build your recruitment team like a world-class sales team\nlayout: wave\ncards:\n - title: Outbound driven\n icon: people\n text: proactively reaching out to candidates\n - title: Tech enabled\n icon: cog\n text: using CRM-like tools\n - title: Data backed\n icon: chart\n text: monitoring and analysis of performance\n - title: Quota based\n icon: target\n text: recruiter comp based on targets\n:::\n\nYou should **build your recruitment team like a world-class sales team.**\n\nRecruitment shares many aspects with traditional sales, such as relationship-building, effective communication, understanding needs and motivation, and negotiation, so best practices are often transferable:\n\n- **Outbound-driven approach:** Recruiters should proactively source and engage top talent, not just filter inbound applications\n- **Tech-enabled hiring:** Use CRM-like tools to track candidate interactions and nurture long-term relationships (for example staying in touch with candidates who are not currently available)\n- **Data-backed decision-making:** Monitor pipeline metrics, pass-through rates, and hiring velocity to optimise performance\n- **Quota-based recruiters:** The biggest share of recruiter compensation should be based on reaching quarterly quotas\n\n## Structuring and scaling the recruitment org\n\n:::(org-tree)\ntitle: Start out with a simple structure for your recruitment team\nroot: Head of Recruitment\nselected: Recruitment Team\nhint: Click a node to see who sits in it\nbranches:\n - label: Operations Team\n notes:\n - Ops Manager\n - label: Coordination Team\n notes:\n - Recruitment Coordinator\n - label: Recruitment Team\n notes:\n - \"**2-3** Recruiters\"\n - \"**1-2** Sourcers\"\n:::\n\n**We recommend you start with a simple structure for your recruitment team**: one Ops Manager, one Recruitment Coordinator, as well as Recruiters and Sourcers, all reporting to the Head of Recruiting. The number of Recruiters and Sourcers will depend on your hiring quota:\n\n- a **Recruiter** can hire 4-7 roles a quarter\n- a **Sourcer** can support 2 Recruiters\n\n:::(org-tree)\ntitle: Scale your recruitment team by vertical of your business\nroot: Head of Recruitment\nselected: Recruitment Manager\nhint: Click a node to open its part of the org\nbranches:\n - label: Operations Team\n notes:\n - Ops Manager\n - Data Analyst\n - label: Coordination Team\n notes:\n - Head of Coordination\n - Recruitment Coordinators\n - label: Recruitment Manager\n children:\n - label: Team Lead\n children:\n - label: Sales Recruitment Team\n notes:\n - \"**5-10** Recruiters\"\n - \"**2-5** Sourcers\"\n - label: Team Lead\n children:\n - label: Engineering Recruitment Team\n notes:\n - \"**5-10** Recruiters\"\n - \"**2-5** Sourcers\"\n:::\n\nAs your hiring needs grow, we recommend you adjust the size and structure of the team accordingly:\n\n- add a second team once you reach more than 10 Recruiters\n- organise **recruitment teams by vertical**, based on your companyâs functions\n- add new manager roles with a **Team Lead** managing a team of 10-15 Recruiters and Sourcers and a **Recruitment Manager** managing 5-7 Team Leads\n- add more **Recruitment Coordinators** with a ratio of one per 9 Recruiters\n- add a **Data Analyst** to support recruitment operations\n\nOverall, the size and structure of your recruitment team should grow according to your hiring targets:\n\n:::(table)\ncolumns:\n - Hiring volume\n - Suggested team structure\nstacked: paragraphs\nrows:\n - [0-10 hires per quarter, Recruiter + Coordinator]\n - [10-50 hires per quarter, \"3-5 Recruiters, 1 Sourcer per 2 Recruiters, Ops Manager, Coordinator\"]\n - [50+ hires per quarter, \"Specialised recruitment teams by function, Team Leads, Data Analyst\"]\n:::\n\n:::(fold)\ntitle: Recruitment team roles\nbody: |\n :::(table)\n columns:\n - Role\n - Description\n - Ideal background\n - Sales counterpart\n stacked: paragraphs\n rows:\n - [Recruiter, Owns and drives the entire recruitment pipeline from sourcing to managing candidate experience to offers and closing, Managed candidates as a full cycle recruiter at a top 10 recruitment agency or leading tech company, Account Executive]\n - [Sourcer, Supports recruiters by identifying the most relevant candidates for the role by scanning through CVs and job portals and messaging potential candidates, Top university bachelorâs degree and at least 6 months of experience in sourcing for a tech company or agency, Business Development]\n - [Head of Recruitment, \"Manages the recruitment team, develops hiring strategy by partnering with the relevant business stakeholders, ensures the right processes are set\", 5+ years of experience managing recruitment teams in a high-growth company or strong operator with hiring experience, Head of Sales]\n - [Ops Manager - Recruitment, Sets up and improves processes across the recruitment team to increase eff
9iciency and effectiveness, 2-4 years of operations or process-building experience in a high-growth company or consulting background, Sales Ops Manager]\n - [Recruitment Coordinator, \"Manages administrative tasks around recruiting, such as the applicant tracking system, the interview scheduling and the interviewer certification process\", Administrative or operational experience at a high-growth company, Sales Administrator]\n - [Data Analyst, Builds dashboards to monitor the performance of the Recruitment Department and develops ad-hoc analysis and business insights, Standard data analyst background with 2+ years of experience at a high-growth company, Sales Analytics]\n :::\n:::\n\n## Recruiter Quotas \u0026 Incentives\n\n:::(cards)\ntitle: Each role in recruiting has quotas that reflect their objectives\ncards:\n - title: \"# of hires\"\n group: Recruiters\n badge: 75%\n text: accounted at the moment of signing an offer\n - title: benchmark deviation\n group: Recruiters\n badge: 25%\n text: percentage by which salary benchmarks are exceeded for new hires\n - title: \"# of offers\"\n group: Sourcers\n badge: 100%\n text: out of sourced candidates varying based on seniority and role\ncaption: \"**Team Leads** have targets that include the collective quotas of their teams\"\n:::\n\nTo build a **high-performance hiring team**, quotas and incentives should be structured like a sales organization; measuring **output and impact**.\n\n:::(table)\ncolumns:\n - Role\n - Metric\n - Target\n - Weight in bonus\nalign: [start, start, start, end]\nstacked: cards\nrows:\n -\n - Recruiter\n - \"Number of hires: accounted at the moment of signing an offer, to reflect recruitersâ responsibility for closing roles\"\n - bullets:\n - 4-7 Normal Roles\n - 10-25 Volume Roles (e.g. customer support)\n - 1-2 Executive Roles, varying based on seniority\n - 75%\n -\n - \"\"\n - \"Salary benchmark deviation: the percentage by which salary benchmarks are exceeded for new hires\"\n - bullets:\n - Typically calibrated at 10â15%, depending on vertical and budget tolerance\n - 25%\n -\n - Sourcer\n - \"Number of offers: offers extended to sourced candidates\"\n - bullets:\n - 6-9 Normal Roles\n - 20-40 Volume Roles (e.g. customer support)\n - 100%\n:::\n\nBonuses should be paid **quarterly and in cash**, calculated as a % of the base salary. This percentage is determined based on the performance of the team member against their predefined quotas.\n\n:::(formula)\ntitle: Bonuses are calculated based on the achievement rate of quotas on a quarterly basis\nitems:\n - label: Weight\n caption: for each quota\n weight:\n label: Achievement rate\n caption: of each quarterly quota\n - op: \"=\"\n - label: Quarterly performance score\n caption: example\n rows:\n - Under 60%\n - 60% â 99%\n - 100% â 149%\n - 150% â 199%\n - 200% and above\n - op: â\n - label: Quarterly bonus\n caption: of total base comp for the year, paid in cash\n result: true\n rows:\n - \"-\"\n - \"-\"\n - 12.5%\n - 25%\n - 50%\n:::\n\n:::(fold)\ntitle: Example\nbody: |\n **Performance score calculation**\n\n The performance score is the weighted average achievement rate across multiple quotas. Consider the below example for Q2 for a Recruiter.\n\n They achieved 120% on their Hires Target (6/5) and 100% on their Salary Benchmark Deviation Target. Each is weighted, meaning 120% * 75% + 100% * 25% = 115% Performance Score\n\n :::(table)\n title: Performance score calculation - Q2, Recruiter\n columns:\n - KPI\n - Weight\n - Target\n - Actual\n - Achievement rate\n align: [start, start, start, start, end]\n stacked: cards\n rows:\n - [Hires target, 75%, \"5\", \"6\", 120%]\n - [Salary benchmark deviation, 25%, less than 12%, 0%, 100%]\n summary:\n - label: Average achievement rate\n value: 115%\n derivation: \"120% Ã 75% + 100% Ã 25% =\"\n :::\n\n 115% performance score for Q2 corresponds to a 12.5% quarterly bonus. The % bonus is applied to the total base compensation of the Recruiter for the year. If the Recruiterâs base comp is $50k annually their Q2 bonus will be $6.25k.\n:::\n\n23:T2e5d,:::(glance)\nsections:\n - |\n **A-players** are the biggest contributors to company success, and they should be rewarded exponentially\n - |\n **Performance bonuses** are **calculated to account for individual and team or company performance** with the weights shifting as seniority increases\n - |\n The **performance team runs the bonus process,** including the **quality control of KPIs;** adjustments can be sometimes made by business leaders to better reflect team performance or individual conduct\n - |\n **Equity bonuses with quick vesting periods** are preferred, since they are \"closer to cash\"; equity instruments used can vary over time so having an expert in-house is key as you scale\n:::\n\n## Using bonuses to reward top talent exponentially\n\n:::(formula)\ntitle: Performance bonuses should incorporate individual and team/company performance\nitems:\n - label: Bonus potential\n caption: based on benchmarking\n - op: Ã\n - group:\n title: Bonus Multiplier\n op: +\n terms:\n - label: Individual performance\n - label: Team/Company performance\n - op: Ã\n - label: Period adjustment\n caption: pro-rated for time in role\n - op: \"=\"\n - label: Bonus\n caption: as a % of salary\n result: true\n:::\n\nBonuses are the **best way by far to incentivise performance**. They allow to **exponentially reward top talent** - A-players have an outsized impact on the company and so they should receive an outsized bonus. In parallel, they can **incorporate team or company KPIs** as a way to ârally employees around the flagâ.\n\nBonuses are a result of the multiplication of three factors:\n\n1. **Bonus potential** - the benchmark bonus for the role, which can be either fixed based on the employeeâs contract (e.g. 30% of base salary) or based on the benchmarked compensation of the role\n2. **Bonus multiplier** - a multiplier that scales the bonus based on a mix of individual and team or company performance that varies with seniority\n3. **Period adjustment** - a % adjustment in case an employee has joined before the start of the performance peri
9od\n\n## The bonus multiplier\n\n:::(formula)\nitems:\n - label: Bonus multiplier\n result: true\n - op: \"=\"\n - label: \"Individual\\nperformance\"\n weight:\n label: \"% weight\"\n caption: variable\n - op: +\n - label: \"Team / company\\nperformance\"\n weight:\n label: \"% weight\"\n caption: variable\n:::\n\nThe bonus multiplier is what makes compensation flexible depending on performance. The calculation is a **weighted average of two factors**, combining individual and group performance.\n\nThe **individual performance multiplier** is based on the grade received during performance reviews and it exponentially increases with better performance.\n\n:::(grade-map)\ntitle: Individual performance multiplier\nlayout: columns\nrows:\n - tone: a-player\n label: A-players\n outcome: 3.0x - 5.0x\n - tone: above-bar\n label: Above bar\n outcome: 0.5x - 1.5x\n - tone: underperformer\n label: Underperformers\n outcome: 0.0x\n:::\n\nThe **team or company performance multiplier** should based on the main **team or company KPIs** (e.g. a KPI for the Onboarding team could be \"reducing the onboarding time from 1 month to 1 week\" or for the Marketing team would be to \"acquire 10k new users via marketing initiatives\") and adjusted for the achievement percentage of the KPI. See below the example conversion for a team KPI.\n\n:::(scale-axis)\ntitle: Team / Company Performance Multiplier\nsegments:\n - label: 0.0x\n tick: 0%\n - label: 0.5x - 1.5x\n tick: 60%\n - label: 1.5x\n tick: 100%\ncaption: KPI Achievement level (%)\n:::\n\nThe performance multipliers are **averaged using weights that vary based on seniority**, with team performance gradually increasing in importance.\n\n:::(weights-chart)\ntitle: Multiplier weights\nseries:\n top: Individual performance\n bottom: Team/Company performance\ncolumns:\n - label: Junior\n top: 80\n bottom: 20\n - label: Mid\n top: 75\n bottom: 25\n - label: Senior\n top: 65\n bottom: 35\n - label: Lead\n top: 55\n bottom: 45\n - label: Director\n top: 45\n bottom: 55\n:::\n\n:::(fold)\ntitle: Calculator\nbody: |\n :::(bonus-calculator)\n title: Try it - estimate a bonus\n grades:\n - label: A-player\n multiplier: 3.0\n - label: Above bar\n multiplier: 0.5\n - label: Underperformer\n multiplier: 0.0\n seniorities:\n - label: Junior\n individualWeight: 80\n - label: Mid\n individualWeight: 75\n - label: Senior\n individualWeight: 65\n - label: Lead\n individualWeight: 55\n - label: Director\n individualWeight: 45\n defaults:\n quarters: [Above bar, Above bar, A-player, A-player]\n seniority: Senior\n kpi: 74\n potential: 20\n monthsWorked: 11\n :::\n:::\n\n:::(fold)\ntitle: An end-to-end example\nbody: |\n Alice is a Senior engineer in the Credit Cards team. She joined in February and is looking forward to her bonus award at the end of the year. Letâs see what sheâll receive this year...\n\n **Individual Performance Multiplier**\n\n The key input to calculate the multiplier is Aliceâs performance reviews in the last 4 quarters. Averaging out the multipliers for each quarter we obtain an **individual performance multiplier of 1.75x.**\n\n :::(table)\n columns: [\"\", Q1 2023, Q2 2023, Q3 2023, Q4 2023]\n align: [start, end, end, end, end]\n stacked: transpose\n widths: [\"minmax(0, 1.6fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\"]\n rows:\n - [Performance review grade, Above bar, Above bar, A-player, A-player]\n - [Multiplier, 0.5x, 0.5x, 3.0x, 3.0x]\n summary:\n - label: Individual performance multiplier (Average)\n value: 1.75x\n derivation: \"(0.5 + 0.5 + 3.0 + 3.0) ÷ 4 =\"\n :::\n\n **Team Performance Multiplier**\n\n The key input to calculate the multiplier is her teamâs KPIs â the Credit Cards team. This team had two main KPIs over the course of the year **credit card revenue and default rates,** with the latter having a lower weight in the calculation.\n\n :::(table)\n columns: [\"\", Weight, Q1 2023, Q2 2023, Q3 2023, Q4 2023, Average]\n align: [start, end, end, end, end, end, end]\n stacked: cards\n widths: [\"minmax(0, 1.7fr)\", \"minmax(0, 0.8fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\"]\n rows:\n - [Credit card revenue, \"0.75\", 50%, 60%, 70%, 80%, 65%]\n - [Default rates, \"0.25\", 100%, 100%, 100%, 100%, 100%]\n summary:\n - label: Average Team KPI achievement rate\n value: 73.75%\n derivation: \"65% à 0.75 + 100% à 0.25 =\"\n - label: Team performance multiplier\n value: 0.84x\n derivation: \"0.5 + (73.75 â 60) ÷ 40 =\"\n :::\n\n **Final Calculation**\n\n Since Alice is a Senior, her individual performance accounts for 65% in the final calculation. The weighted average of her performance multipliers is therefore **1.43x.**\n\n :::(table)\n columns: [\"\", Multiplier, Weight]\n align: [start, end, end]\n stacked: cards\n rows:\n - [Indiv
9idual Performance, 1.75x, 65%]\n - [Team Performance, 0.84x, 35%]\n summary:\n - label: Bonus multiplier\n value: 1.43x\n derivation: \"1.75x à 65% + 0.84x à 35% =\"\n :::\n\n 1. Her **bonus potential**, determined through compensation benchmarks is 20%\n 2. Her **stub period adjustment** is 11/12 = 92%, since she joined in February, while the performance period started in January\n\n Therefore her bonus as a percentage of salary is calculated as follows:\n\n **Bonus as % of salary** = 20% à 1.43x à 92% â **26.3% of annual salary**\n:::\n## Bonus award process\n\n:::(steps)\ntitle: The performance team runs the bonus process once a year\nsteps:\n - title: Quality control checks\n description: both manually and automatically for **Team and Company KPIs**\n - title: Bonus calculation\n description: using average performance **over the last four quarters**\n - title: Small adjustments by business leaders\n description: to better reflect team performance or employee conduct\n - title: Announcement of bonuses\n description: typically paid out a few months later **in the form of equity**\n:::\n\nBonuses are calculated and **awarded once per year** - twice-yearly bonuses can create unnecessary pressure on management and the performance team.\n\nTo calculate and award bonuses, the performance team follows the below process:\n\n1. **KPI quality control** - automated and manual checks are carried through for the performance KPIs used, as these are a key input to the bonus calculation\n2. **Calculations** - bonuses are calculated based on the bonus potential, bonus multiplier and period adjustment with results averaged from the previous four quarters\n3. **Calibrations** - bonuses are initially communicated to top management (C-level or Heads of Departments for larger organisations) who can\n - Ask for **small additions/deductions** to the bonus pool for certain teams if they do not believe KPIs accurately account for exceptional achievements/ underperformance\n - Single out employees who may not deserve a bonus for **conduct reasons**\n4. **Announcement \u0026 Award** - bonuses are announced in USD and usually awarded in the form of equity a few months later\n\n## Cash vs Equity bonuses\n\n:::(versus)\ntitle: Equity bonuses are optimal for scale-ups, but cash can be offered as well\neligibleHeading: Eligible employees\noptions:\n - label: Equity bonus\n characteristics:\n - \"**Quick vesting periods**\"\n - \"**Variety of equity instruments**\"\n - Optimising for **tax efficiency for employees**\n eligible:\n - label: Above bar\n tone: above-bar\n - label: A-players\n tone: a-player\n - label: Cash bonus\n characteristics:\n - \"**On top of equity,** to promote retention\"\n - \"**Variable share of comp** for those with quotas\"\n eligible:\n - label: A-players\n tone: a-player\n - label: Quota carriers\n:::\n\nAwarding bonuses in the form of equity can be optimal for a scale-up; it is a good way to align employee incentives with the company while preserving cash. A few things should be taken into account for equity bonuses:\n\n1. **Quick vesting periods make bonuses âcloser to cashâ** - we suggest offering bonuses 50% already vested, with the remainder vesting over 2 years (vs the traditional 4-year vesting for sign-on bonuses), which:\n - Helps **close the competitive gap** with established companies that pay bonuses in cash and\n - Satisfies employees' need for a **tangible reward** for the work they have done over the past year\n2. **There is no silver bullet equity instrument** - the best equity instrument will depend on your size, growth, the location of your workforce and regulatory conditions, all of which can change quickly\n3. **Maximise tax efficie
9ncy for employees** - you should be solving for tax efficiency with your equity scheme and communicating this to employees to maximise engagement\n4. **Hire a shares compensation expert** (when you get the scale) - a mid to senior profile for an in-house expert can help introduce new equity schemes, manage employee requests and avoid compliance violations\n\n:::(vesting-chart)\nyLabel: '% of performance bonus vested'\npoints:\n - label: At reward time\n value: 50\n dot: true\n - label: + 1 Year\n value: 75\n dot: true\n - label: + 2 Years\n value: 100\n dot: true\n:::\n\nIn parallel, cash bonuses are a good way to award employees who are:\n\n1. **Consistently A-players,** as it can help with retention, acting as a stronger motivator. These cash bonuses should be offered on top of and in smaller amounts than equity (measured in weeks, rather than months, of salary)\n2. **Quota carriers** (such as Salespeople, Recruiters, Customer Support Agents, etc.), who normally receive low base salaries and whose quota-based bonuses are a key component of take-home pay\n"])</script>
9<script>self.__next_f.push([1,"24:T2460,*Below is an example of a recruitment playbook for the role of data engineer. If you are a series A scale-up, reach out to QuantumLight to get access to the full playbook around the role you are looking for.*\n\n## About the role\n\nAll engineers, regardless of specialisation, are expected to meet a high bar for software fundamentals, covering system design, code quality, and understanding of the full development lifecycle. Specialisation matters, but every engineer is expected to think holistically and write production-grade code. Specialist roles such as data engineering build on this foundation but do not replace it.\n\n## Skills Scorecards \u0026 Talent Bar\n\nThe hiring bar for engineers is anchored in a consistent set of core skills:\n\n- **Software Lifecycle:** the ability to manage the various stages of a software project from conception to retirement\n- **Architecture:** the ability to design and plan the structure, organization, and components of a software system or application\n- **Programming (General):** the ability to write, understand, and create computer programs or software using programming languages\n- **Problem-solving:** ability to logically break down complex problems from first principles and solve them with common sense and critical thinking\n\nOn top of that, Data Engineer specialised skills include:\n\n- **Programming (Python):** the ability to write, understand, and work with the Python programming language\n- **Data Engineering:** the ability to design, construct, and maintain data pipelines and infrastructure that enable the efficient and reliable collection, storage, and processing of data\n- **Infrastructure (Iac Cloud, etc.):** the ability to set up, configure, manage, and optimise cloud-based computing environments and resources\n\nDepending on the seniority youâre hiring for, expectations will vary:\n\n:::(table)\ncolumns:\n - Specialised skill\n - Junior\n - Mid\n - Senior\n - Lead\nstacked: column-tabs\nrows:\n - [Software Lifecycle, {level: Basic}, {level: Intermediate}, {level: Intermediate}, {level: Advanced}]\n - [Architecture, n/a, {level: Basic}, {level: Intermediate}, {level: Advanced}]\n - [Programming (General), {level: Basic}, {level: Intermediate}, {level: Intermediate}, {level: Advanced}]\n - [Problem-solving, {level: Basic}, {level: Basic}, {level: Intermediate}, {level: Advanced}]\n - [Programming (Python), {level: Basic}, {level: Intermediate}, {level: Intermediate}, {level: Advanced}]\n - [Data Engineering, {level: Basic}, {level: Basic}, {level: Basic}, {level: Advanced}]\n - [\"Infrastructure (IaC, Cloud, â¦)\", n/a, {level: Basic}, {level: Intermediate}, {level: Intermediate}]\n:::\n\nThese skills are assessed throughout the interview process using structured scorecards with observable behaviours, and candidates are expected to meet or exceed the minimum threshold across all relevant areas. For example, for the Python Programming skill:\n\n:::(mastery-scale)\ncolumns:\n - Requirements\nlevels:\n - level: Basic\n requirements:\n - \"Uses pythonic language constructs (ex.: for statement, decorators)\"\n - \"Uses the basic features of the selected frameworks (doesn't reinvent the wheel), examples: uses FastAPI but only as a web router; uses SQLAlchemy but on very basic queries and updates\"\n - level: Intermediate\n requirements:\n - Uses type hints appropriately and verifies it using static type checking tools\n - Can recognise non-standard Python code based on Company coding guidelines and refine it\n - Ability to use the selected libraries and frameworks to their full potential and with best practices\n - Able to isolate and debug code issues\n - Able to write and publish custom libraries\n - level: Advanced\n requirements:\n - Solves problems elegantly by using the full potential of the language\n - Is conscious of optimisation techniques on code and deployment models\n - Can write Python extensions\n - level: Exceptional\n requirements:\n - \"Deep knowledge of how Python gets executed, either in threads, on event loops, etc.\"\n - Can optimise performance on critical methods and services when required\n - Can quickly pick up the pros and cons of new frameworks and libraries assessing its usage safety and effectiveness\n - Understands Python byte code and can explain the language limitations and benefits with accuracy\n:::\n\n## Sourcing guidelines\n\nIdentifying strong candidates for this role starts with quickly filtering through profiles. The following example describes the screening guidelines for surfacing high-potential candidates for the role of Data Engineer:\n\n:::(table)\ncolumns:\n - Screening filter\n - What to look for\nstacked: sections\nrows:\n - - Minimum requirements\n - bullets:\n - Education in computer science or related field\n - Experience working with software products using Python\n - Experience with SQL \u0026 NoSQL databases\n - Experience with Docker \u0026 Kubernetes\n - Experience with public cloud systems (GCP or AWS)\n - Experience with CI/CD, TDD and/or trunk-based development\n - Experience working with Big Data/MPP analytics platform\n - - Good to have\n - bullets:\n - Ability to write easily understandable and maintainable code in multiple programming languages\n - Awareness of data quality aspects in data warehousing systems\n - ETL design (Airflow)\n - Data warehousing and large scale data processing (Exasol, Trino, Iceberg)\n - Infrastru
9cture as code (Kubernetes, Helm, Terraform)\n - Experience with SQL performance tuning\n - Experience with anomaly/outlier detection\n - Experience with notebook-based Data Science workflow\n - \"Experience with monitoring and logging tools: NewRelic, Grafana, Prometheus, ELK\"\n - Experience implementing Data Mesh principles\n - Experience working in tech start-ups\n - - Red flags\n - bullets:\n - Low GPA\n - Slow career progression\n - Frequent change of jobs\n - Doesnât have end-to-end development experience\n - Experience with only one programming language\n - Working in a slow paced environment\n:::\n\n## Hiring process\n\nThe hiring process is designed to gather high-quality, structured signals across the core skill areas while moving quickly enough to keep top candidates engaged. Each stage is purpose-built to test a specific set of capabilities, with no duplication between interviews. Scorecards are used consistently to enable clear, independent evaluation and fast debriefs.\n\nThe below reflects a typical mid-level process for a Data Engineer:\n\n:::(table)\ncolumns:\n - Stage\n - What it is\nwidths: [\"minmax(0, 1fr)\", \"minmax(0, 2.2fr)\"]\nstacked: sections\nrows:\n - - Sourcing\n - Recruiters should proactively reach out to candidates screened according to the guidelines above\n -\n - Screen call (30m)\n - text: \"**Purpose:** filter out candidates that do not have the required experience\\n**Conducted by:** Recruiter\\n**About:** the Recruiter sells the role and screens the candidateâs experience, normally testing for minimum knowledge of Python and Data Engineering via short technical questions. **What to look for:**\"\n bullets:\n - Minimum required Python knowledge\n - Minimum required Data Engineering knowledge\n - Minimum required level of English and communication skills\n - Career progression, working their way from Junior to Mid to Senior to Lead\n -\n - Problem solving interview (45m)\n - text: \"**Purpose:** assesses the Problem Solving skill\\n**Conducted by:** Certified Interviewer\\n**About:** designed to assess a candidateâs ability to approach unfamiliar, ambiguous problems using structured, first-principles thinking; based on a real case study, not technical in nature. **What to look for:**\"\n bullets:\n - Clear, top-down thinking and logical structure\n - Data-driven reasoning\n - Evidence of pattern recognition or transferable mental models\n - Strong questioning to clarify scope and constraints\n -\n - Technical interview (60m)\n - text: \"**Purpose:** verify the candidateâs proficiency with the core Data Engineering toolkit and sound software lifecycle practices (Software Lifecycle, Data Engineering and Infrastructure)\\n**Conducted by:** Data Engineer\\n**About:** theoretical questions about Data Ops and Software Lifecycle, as well as examples of how the candidate approached these issues in real life. **What to look for:**\"\n bullets:\n - \"Sound approach to data quality and productionism (usage of tests, CI, PRs etc)\"\n - In-depth knowledge in the field of database transactions\n - Proficient with practice and theory of databases\n -\n - Bar raiser (60m)\n - text: \"**Purpose:** establish if the candidate has the motivation and attitude to be an A-player and fits the core values of the company\\n**Conducted by:** Certified Interviewer\\n**About:** arguably the most important interview at the company, and the tool employed to âraise the barâ and hire high achievers with a culture of excellence, in line with the companyâs values. **What to look for:**\"\n bullets:\n - Track record of achievement\n - Cultural fit with company values\n:::\n25:T18b4,:::(glance)\nsections:\n - |\n The **compensation strategy can make or break a high-performance organization;** you should strive to pay above market average to get and retain above-average talent\n - |\n Gathering and maintaining **compensation benchmarks** across roles, seniorities and geographies is important to ensure you're **paying the right price for talent**\n - |\n A standardised **pay review process** with clear rules around how salaries are adjusted will set the right expectations and save management time\n:::\n\n## Paying the right price for talent\n\n:::(benchmark-chart)\ntitle: To secure top talent you need to pay the right price\nchartLabel: Data Engineer\naxisLabel: $\nlegend:\n target: Target Pay\n median: Median\nseniorities:\n - label: Junior\n range: [14, 36]\n median: 24\n target: 30\n - label: Mid\n range: [34, 60]\n median: 46\n target: 52\n - label: Senior\n range: [56, 94]\n median: 72\n target: 80\nnotes:\n - Maintain **compensation benchmarks by role and seniority** to understand what you should be paying for talent\n - Reward key talent with **competitive salaries;** compensation should be **above the median benchmarked salary** for important roles\n - \"**Benchmark the bonus potential** as well, not just the base\"\n:::\n\nWe believe that to get above-average talent you need to pay above average price. Compensation is benchmarked above the median for key roles, to ensure a competitive offering.\n\nTo identify the correct levels, a benchmarking process should be in place. The **performance team is responsible for maintaining benchmarks**. Some key guidelines:\n\n1. **Maintain data on every role** - for each position, there is a matrix covering location, seniority and bonus vs base salary\n2. **Use multiple sources and aggregate them into a single framework that fits your organisation** - many companies conduct compensation surveys, so pick the ones that best cover your roles and location; some examples can include (some examples include[ AON Radford](https://radford.aon.com/en-us
9/), [Korn Ferry](https://www.kornferry.com/capabilities), [Mercer](https://www.mercer.com/en-gb/insights/employee-health-and-benefits/reward-and-benefits/navigate-employee-remuneration-and-engagement-with-ease/), [Ravio](https://ravio.com/), [Figures](https://figures.hr/benchmark) and others)\n3. **Review benchmarks periodically** - all benchmarks should be updated once a year but one-off requests may also come in from recruiters when they are hiring for a new role or location\n\n:::(fold)\ntitle: Example - Matrix for an Engineer\nbody: |\n :::(table)\n columns: [Location, Junior, Mid, Senior, Lead]\n stacked: column-tabs\n widths: [\"minmax(0, 1.4fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\", \"minmax(0, 1fr)\"]\n rows:\n - heading: 75th Percentile - Salary / Bonus %\n - [New York, $100k / 20%, $120k / 20%, $150k / 25%, $175k / 25%]\n - [San Francisco, $100k / 20%, $130k / 30%, $160k / 30%, $200k / 35%]\n - [Houston, $70k / 20%, $90k / 20%, $110k / 25%, $150k / 25%]\n - [California (Remote), $80k / 20%, $100k / 30%, $130k / 30%, $165k / 35%]\n - [Berlin, $60k / 10%, $80k / 10%, $100k / 10%, $125k / 15%]\n - [London, $70k / 15%, $90k / 15%, $110k / 15%, $150k / 20%]\n :::\n:::\n\n## Pay review process\n\n:::(pay-review)\ntitle: Save management time by standardising the pay review process\nrows:\n - label: Promoted employees\n points:\n - \"**Automatic matching to new seniority** benchmark after promotion\"\n timing: At promotion\n - label: A-players\n points:\n - Eligibility for **salary review**\n - \"**Matching to benchmark** if salary is found to be below benchmark\"\n timing: Annual\n - label: All employees\n points:\n - \"**General review** to adjust salaries to market conditions\"\n - Changes made on **discretionary basis** only if there is **significant deviation** from benchmark for entire categories\n timing: Annual\n:::\n\nPay reviews can be a source of distraction for management when ad-hoc requests come in and managers need to decide how to reward and by how much. A **general, periodic pay review** can help address that, while setting clear expectations for employees.\n\nThe pay review policy should vary by the status of the employee:\n\n1. For **promoted employees**, pay increases automatically to match the new seniority\n2. For **A-players** who did not receive a promotion in that year, a salary review is completed with the pay adjusted to match the benchmark if it is found to be below it\n3. For everyone else, a **general review** is done annually to adjust for market conditions\n - The bar is very high to increase salaries through this process, and it requires showing significant deviation from the benchmark for entire role categories\n - General inflation is normally not a sufficient justification\n\n:::(switcher)\nlabel: Review examples\npanels:\n - label: Promoted employee\n body: |\n **Situation:** Alice, an engineer, has been promoted from Mid to Senior. His salary is $100k, significantly below the benchmark for his role and location, which is $125k.\n\n **Pay review result**: Automatic increase in salary to $125k to match the benchmark. Alice is an A-player, which is recognised by a promotion. The new salary should match the market rate in order to ensure retention.\n - label: A-player\n body: |\n **Situation:** Bob, a designer, has been rated as an A-player for the past two quarters. His salary is $60k, significantly below the benchmark for his role and location, which is $75k.\n\n **Pay review result:** Automatic increase in salary to $75k to match the benchmark. Bob is an A-player, and itâs worth devoting resources to pay him the market rate to ensure retention.\n - label: General review\n body: |\n **Situation:** Last year, inflation was 10%, but the tech downturn reduced pressure on salaries, so pay benchmarks have not changed across the board. The exception is Data Scientists, whose benchmarks have increased by 15% on average due to the rise in AI solutions.\n\n **Pay review result:** no increase in general salaries, except for Data Scientists. Data Scientists would receive a % pay increase to narrow the gap with the new benchmarks. The Head of Data Science would be consulted to help right-size the salary increase.\n:::26:Tebf,At Revolut, we believe that recruitment is the foundation of talent density. Thatâs why we built our own system from the ground up: to help our teams hire brilliant people, at speed, with consistency and confidence.\n\nRevolut Peopleâs recruitment module was designed around a single idea: every hire should raise the bar. While most applicant tracking systems optimise for process efficie
9ncy, we focused on improving the quality of hire.\n\nWe use structured data, predictive insights and AI to reduce noise and bias, and help teams make better decisions.\n\nNow available to companies beyond Revolut, this is the same system that helped us scale to 10,000+ employees and process over 2 million candidates globally per year.\n\n[Book Revolut People's free trial](https://revolutpeople.com/contact-us?utm_source=website\u0026utm_medium=quantumlight\u0026utm_campaign=recruitment-playbook)\n\nThe solution is available for companies with a registered entity in Europe and the UK, with a waiting list open for all other countries.\n\n### Find the right team member, every time\n\n\n\nStart by defining what excellence looks like. Revolut People allows you to define requirements for each role - combining technical skills, behavioural markers and cultural attributes. These frameworks form the basis for structured hiring processes and interview scorecards, helping teams assess candidates consistently and benchmark their potential using internal performance data.\n\n### Identify high potential at a glance\n\n\n\nThe system combines traditional ATS features, like a unified careers portal and pipeline visibility, with deeper intelligence. Using AI-powered CV screening, Revolut People automatically matches candidates to open roles based on predefined skills and experience patterns. Recruiters can focus on the highest-signal profiles, while surfacing talent that may otherwise go unnoticed.\n\n### Hire with confidence\n\n\n\nRevolut People brings structure to every interview. Hiring managers can create role-specific interview frameworks, with guidance on what to ask and how to assess. Meanwhile, our new AI Interview \u0026 Summarisation feature records and analyses conversations, generating accurate summaries and candidate insights - without disrupting the flow of discussion.\n\nWhat sets the system apart is its ability to predict first-year performance. By connecting data across the employee lifecycle, we model which candidates are most likely to receive high performance ratings in their first six months - helping teams make confident decisions based not just on intuition, but on future potential.\n\n### Track your interviewers' performance\n\n\n\nGreat hiring isnât just about the candidate. Revolut People also evaluates interviewer performance - highlighting patterns in feedback quality, alignment with the scorecard, and consistency across panels. The result is a system that helps teams improve over time, creating tighter loops between candidate experience and recruiter development.\n\n### Focus on talent, not admin\n\n\n\nEvery manual step that can be automated, is. Interview scheduling, feedback collection, candidate status updates and internal notifications are handled by the platform - reducing coordination delays and time-to-hire. Recruiters spend less time on logistics, and more time on what matters: selecting and securing the best talent, fast.\n\n[Book Revolut People's free trial](https://revolutpeople.com/contact-us?utm_source=website\u0026utm_medium=quantumlight\u0026utm_campaign=recruitment-playbook)\n27:Te68,Identifying top talent and creating an environment where they can thrive are the biggest factors in business success. As the Revolut team was busy building a high-performance organization, they quickly realised there was nothing on the market that could implement their scientific approach to performance management. So they set out to build Revolut People, a solution to manage performance, compensation, HR \u0026 hiring in a single platform.\n\nWith over 5+ years of internal use, processing 2m+ candidates and managing 10,000+ employees in 60 countries, Revolut People is now available for companies, both big and small, looking to build a high-performance organization.\n\nRevolut People is designed and built for high-performing teams. Simplifying talent management into
9its core components with data and insights at the heartbeat so your organization can make better decisions, faster, providing a single system for you to hire, run global HR and manage \u0026 engage top talent more effectively.\n\n**Getting started with Revolut People:** Get Revolut People today [**here**](https://revolutpeople.com/). The solution is available for companies with a registered entity in Europe and the UK, with a waiting list open for all other countries.\n\n\n\n## Performance\n\nThe performance module is focused on building exceptional teams to achieve extraordinary results. The module is built on Revolutâs 3 pillars of Deliverables (Goals), Skills \u0026 Culture and Performance Reviews.\n\n#### **Goals**\n\nAssign and track goals at every level of your organisation. Be that company, team or individual employees. The progress of each goal/KPI can be updated automatically with out of the box BI system integrations providing real-time goal updates, offering a clear snapshot of team and employee progress.\n\n\n\n#### **Skills \u0026 Culture**\n\nRevolut People allows you to easily design skills and competency matrices for your staff, helping you to establish a talent bar **requirements for skills, deliverables and culture according to employee seniority** providing clear expectations for each seniority \u0026 a transparent progression framework for employees\n\n\n\n#### **Performance Reviews**\n\nRevolut People manages the entire performance assessment process end-to-end. The solution will create standardised assessment scorecards, send review requests to managers and calculate final grades. Employees have easy access to their past reviews, while management can get a holistic picture on their teamâs performance.\n\n\n\n## Recruitment\n\nRevolut People also features the recruitment module, which has been the tool used by Revolut for hiring new talent over the last 2+ years. Offering a complete applicant tracking system, custom hiring processes to focus on competency-based assessments, interview scheduling, offer management and headcount planning with support for a wide range of job boards.\n\n\n\n## HR\n\nThe HR module ties together the entire employee lifecycle, allowing you to manage all people matters under a single roof, no matter how global the team is. Ensure teams are happy and heard with engagement surveys, compensation \u0026 benefits features. Effortlessly manage a global team with employee records, onboarding/offboarding, time management \u0026 attendance tracking creating a single source of truth for all your employees.\n\n\n28:T89d,:::(contents)\nheading: Protocols for Driving High Performance\nsectionsHeading: Relevant Playbook Section\ngroups:\n - title: Set Foundations\n protocols:\n - \"**Treat performance as a priority and focus on A-players** - Make performance a top CEO priority, with a standardised approach to identify high performers\"\n - \"**Set up a performance team** - Hire 1-2 top operators to build and manage your performance processes\"\n sections:\n - { title: \"Talent Philosophy\", link: /playbooks/talent-philosophy }\n - { title: \"Performance Team\", link: /playbooks/performance-team }\n - title: Build Processes\n protocols:\n - \"**Define a talent framework** - Create a scientific and fair framework that accurately distinguishes great and poor performance\"\n - \"**Standardise assessments** - Turn reviews into a simple and quick quarterly process that saves managers' time\"\n sections:\n - { title: \"The Framework\", link: /playbooks/the-framework }\n - { title: \"The Process\", link: /playbooks/the-process }\n - title: Act on Results\n protocols:\n - \"**Standardise promotions and automatically exit underperformers** - Identify poor performance early and keep a high bar via automatic triggers\"\n - \"**Incentivise A-players with performance-based equity bonuses** - Give exponentially increasing bonuses based on individual, team or company performance\"\n - \"**Pay above-average salaries for above-average talent** - Ensure you're always offering competitive salaries by maintaining benchmarks\"\n sections:\n - { title: \"Career Trajectories\", link: /playbooks/career-trajectories }\n - { title: \"Performance Bonuses\", link: /playbooks/performance-bonuses }\n - { title: \"Compensation \u0026 Review Process\", link: /playbooks/compensation-review-process }\n:::\n\nQuantumLight offers a **library of actionable playbooks**, distilling the best practices that made Revolut one of the most successful start-ups in Europe. These playbooks **cover a range of topics** including scaling recruitment, building a top-performing sales team, building a CEO office team and more, and are **available to portfolio companies**, helping them in their scaling journey.\n29:T794,:::(contents)\nheading: Protocols for Recruitment Excellence\nsections
9Heading: Relevant Playbook Section\ngroups:\n - title: Identify top talent\n protocols:\n - \"Prioritise hiring **ambitious, junior problem-solvers** who thrive in **dynamic environments** and **can build high-performing teams**, over \\\"corporate\\\" profiles\"\n - \"**Three interviews** beyond skills set the best candidates apart: **problem-solving**, **bar raiser** for values \u0026 achievements, and **people mgmt. \u0026 hiring** for leadership\"\n sections:\n - { title: \"Scale-up Ready Profiles\", link: /playbooks/scale-up-ready-profiles }\n - { title: \"Three Interviews for Success\", link: /playbooks/three-interviews-for-success }\n - title: Recruit at scale\n protocols:\n - \"Assign each role in the organisation to a **role owner** who defines the **required skills and talent bar** and designs the interview process\"\n - \"Develop a **standardised approach** to every step of the recruiting process that will allow you to maintain a high talent bar as you scale\"\n sections:\n - { title: \"Setting a Talent Framework\", link: /playbooks/setting-a-talent-framework }\n - { title: \"Standardised Hiring Process\", link: /playbooks/standardised-hiring-process }\n - title: Build the team\n protocols:\n - \"Build a **sales-like recruitment team** with **cash-based performance bonuses** based on quarterly quotas and scale it as your hiring needs grow\"\n sections:\n - { title: \"Recruitment Team\", link: /playbooks/recruitment-team }\nextraSections:\n - { title: \"Playbook Example | Engineers\", link: /playbooks/playbook-example-engineers }\n - { title: \"SPOTLIGHT | Revolut People\", link: /playbooks/spotlight-revolut-people }\n:::\n\nAfter you've hired the right team, maintaining top performance is a challenge on its own. 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