Basetis: designing a salary system for a company without bosses (B)
The case focuses on the discussion and decision about a new incentive system to be implemented at Basetis, a technology consulting firm with nearly 400 employees. In the spring of 2021, they knew the company needed a system that would support their goals in the present and help them prepare for an uncertain future.
The unusual thing was that the people involved in the discussion and who had to make the decision were not the HR director, the CEO or a CFO; they were the members of Basetis?s Reward Area, including mobile application developers, data analysts, web programmers and 3D animators.
Basetis operated in a way that was fully aligned with the Teal paradigm, characterized by principles such as self-management, the search for personal fulfillment and continuous evolution. As a result, the company had no senior executives other than a CEO elected by annual vote. It did not even have traditional staff departments such as human resources or sales, apart from eight people in a number of technical positions.
The unusual thing was that the people involved in the discussion and who had to make the decision were not the HR director, the CEO or a CFO; they were the members of Basetis?s Reward Area, including mobile application developers, data analysts, web programmers and 3D animators.
Basetis operated in a way that was fully aligned with the Teal paradigm, characterized by principles such as self-management, the search for personal fulfillment and continuous evolution. As a result, the company had no senior executives other than a CEO elected by annual vote. It did not even have traditional staff departments such as human resources or sales, apart from eight people in a number of technical positions.
Collection: IESE (España)
Ref: DPO-860-E
Format: PDF
Number of pages: 3
Publication Date: May 31, 2024
Language: English, Spanish
What material is included in this case:
Description
The case focuses on the discussion and decision about a new incentive system to be implemented at Basetis, a technology consulting firm with nearly 400 employees. In the spring of 2021, they knew the company needed a system that would support their goals in the present and help them prepare for an uncertain future.
The unusual thing was that the people involved in the discussion and who had to make the decision were not the HR director, the CEO or a CFO; they were the members of Basetis?s Reward Area, including mobile application developers, data analysts, web programmers and 3D animators.
Basetis operated in a way that was fully aligned with the Teal paradigm, characterized by principles such as self-management, the search for personal fulfillment and continuous evolution. As a result, the company had no senior executives other than a CEO elected by annual vote. It did not even have traditional staff departments such as human resources or sales, apart from eight people in a number of technical positions.
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The unusual thing was that the people involved in the discussion and who had to make the decision were not the HR director, the CEO or a CFO; they were the members of Basetis?s Reward Area, including mobile application developers, data analysts, web programmers and 3D animators.
Basetis operated in a way that was fully aligned with the Teal paradigm, characterized by principles such as self-management, the search for personal fulfillment and continuous evolution. As a result, the company had no senior executives other than a CEO elected by annual vote. It did not even have traditional staff departments such as human resources or sales, apart from eight people in a number of technical positions.
Year: 2022
Geographic Setting: Spain
Industry Setting: Computing and Telecommunications
Learning Objective
The case is ideal for inclusion in a leadership, human resources or ethics course to discuss how to compensate people in a way that is aligned with the organization's mission, is fair, creates satisfaction and fosters engagement.
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