Schouten Zekerheid linked role, compensation and performance.
A role framework, a compensation framework and performance management: a neat triangle on paper, but in practice only worthwhile if employees actually use them. Josefien van Rootselaar explains how Schouten Zekerheid used Treams to put that triangle into practice for over 300 employees.
Treams provides a great deal of guidance on combining performance management with our job classification system and remuneration structure.
I used to have to chase up an updated Word file after every meeting. Now, my team members and I can see where we stand at any time.
It wasn’t the price that made the difference – Treams was the most expensive. It was the support: both in making the decision and in everything that followed.
It saves time, but that isn’t even the most important thing: collaborating on development has become much more enjoyable for both sides.
In the two-day workshop, you’ll first take a step back: what do we want to achieve with the system, and why? This will help you build support.
My team members are more mindful of their goals. They find that ticking off goals, setting new ones and receiving feedback on them is a pleasant way of working.
Lizanne is extremely committed, really thinks things through with us and knows our organisation well. She delivered a very good training session for our managers.
Making goals truly measurable has always been a challenge for my team. Thanks to the AI in Treams, they are now setting much more specific goals.
As soon as people start using it, the response is very positive. It’s intuitive and easy to navigate.
Treams provides a great deal of guidance on combining performance management with our job classification system and remuneration structure.
In the first 100 days, staff set 605 individual targets in Treams.
Almost all the objectives were completed within the agreed timeframe.
On average, just over two personal targets per employee. They are in charge of their own progress.
Performance management via PDFs, each in their own way
Until the start of this year, Schouten Zekerheid carried out performance management using PDFs. One manager held four appraisals a year, another just one. What they discussed varied from person to person. Consequently, so did how employees were assessed. “Transparency had gone,” says Josefien van Rootselaar, HR Compensation & Benefits Manager. “Employees were too dependent on how their manager handled things. It was happening at an individual level, not at an organisational level.”
The consequences were familiar: confusion following appraisals, employees who didn’t know what was expected of them or what they needed to do to improve. This lack of clarity led to unease, and sometimes to dissatisfaction. For an organisation that had grown to over 300 employees, this was no longer sustainable.
One triangle: role, compensation, performance.
Since 2024, Josefien has been working with consultancy firm Styr to develop a job classification system and a compensation framework. Performance management completed the triangle. Thanks to the job classification system, everyone knows what is expected of one another; the compensation framework links this to fair recognition; and concrete agreements are made about this during constructive discussions. What is required for a pay rise? How do I develop to achieve that? This is now transparent, and employees have a say in the matter themselves.
For the platform behind that triangle, Schouten Zekerheid compared three providers, including Treams. What inspired confidence was that Treams offered a more comprehensive package. “The demo was more comprehensive, as was all the accompanying documentation,” says Josefien. “Another provider simply laid out what the system could do and everything we would have to set up ourselves.” So the deciding factor was really the support: Luciënne involving her in the decision-making process, and the prospect of a two-day workshop in which the organisation would be guided through the process from scratch. The stakeholders within Schouten Zekerheid saw it straight away too. “We had all sorts of plans in the pipeline and kept thinking: oh, we can bring all that together in Treams as well.”
In the workshop, you first take three steps back: what do we want to achieve with this, and why? That helps you build support. It becomes clear to you, and that makes it easier to get the organisation on board.
When the scheme was introduced, Schouten Zekerheid was assigned to Marlie and Lizanne. “Both are extremely committed, approachable, and they really contribute ideas. Lizanne now knows our organisation well and delivered an excellent training session for our managers. She consistently translates how our organisation is structured into how we implement that in Treams. As a result, the system really fits in with the way we work.” Even now, as we develop new topics and modules, she continues to contribute her ideas.
The deciding factor was the support: both in the decision-making process and in everything that followed. In that respect, Treams stood head and shoulders above the rest. There was simply no comparison.
What HR gets out of it: insight, and a narrative for senior management
Schouten Zekerheid has only just got off the ground: officially on 1 April 2026, with the feedback module going live earlier as a warm-up. The results shown above were therefore achieved in just a few months: 605 targets, 95.9 per cent of which were completed on time. But the most important feedback comes from the people who are already using it, and that is very positive. Josefien hears from the business side that it is workable, accessible and clear.
For HR, the benefits are already clear. Whereas previously nobody could see how appraisals were actually being conducted, there is now a clearer picture of who is doing what, how targets are being met and where support is needed. Translating organisational goals into individual targets, reporting to senior management, and using talent reviews as the basis for succession planning: it can all be done from a single platform. “And if a manager leaves, their successor can pick up where they left off using the data that’s already available, ensuring continuity.”
An independent insurance broker and family-run business based in Capelle aan den IJssel, operating since 1953.
Insurance
300+ employees
Performance management in separate PDF files, implemented differently by each manager
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