The Playbook

Acknowledgments

It’s important to acknowledge that DigitalTolk has drawn inspiration and even repeated some things verbatim (with permission of course!) from many different sources on our journey to create our Culture Playbook.

We especially owe a debt of gratitude to Matt Mochary. All his tips and guidelines are spot on, and he eloquently compiled them in an amazing format! Many of them we had to painfully discover through different books and through our own experience, and some of which we weren’t aware of at all. Thank you!

Furthermore, we extend a special thank you to Bolt and Amazon for serving as inspirations in our approach to presenting a conscious culture playbook.

Founder Mentality

We are moving fast and building a team of high performers. By this we mean not only delivering excellent work and outsized results, but also sharing a laser focus on achieving our mission. 

Joining a scale-up presents a distinctive opportunity to contribute to building a company from the ground up. At this vital stage, we foster a founder mentality, encouraging everyone to take ownership and tackle challenges as if the company belongs to each of us. This collaborative spirit empowers us to address every problem with dedication and a shared sense of responsibility.

Cultivating a team of entrepreneurial, creative “owners” means we are people who execute with great attention to detail, “connect the dots” across the organization, want to build something great, and are not afraid to get our hands dirty in the process. We have a bias for action and ensure that we are doing everything possible to move things forward to help achieve our goals.

In action, this means we:

• Strive to be the world’s Best Employer.

• Adopt an owner mentality for both our work and the company.

• Always keep the big picture in mind.

• Trust our teammates to own and drive projects to successful completion.

• Never say “that’s not my problem.”

• Will go all-hands-on-deck to solve unexpected challenges.

• Are biased toward action and empowerment, and away from micromanagement.

• Have a growth mindset.

• Always see us as representatives of DigitalTolk, meaning we always put the company’s best first and never criticizes or talk harmful about the company in public.

• Accomplish more with less. Headcount and spending money is not our default solution to problems. There are no extra points for growing headcount, budget size, or fixed expense.

People Centric

At DigitalTolk we put people first! We care deeply to understand find out what our colleagues needs to ensure they can perform at their utmost potential and fostering a joyful workplace environment.

In actions this means we:

• Put people at the center of everything.

• Pour on genuine gratitude and appreciation.

• Resolve conflicts. 

• Consistently provide honest and constructive feedback to our colleagues, as we want to see each other succeed.

• Consider our colleagues feelings and demonstrate empathy.

• Trust our people.

• Set clear expectations and listen to others.

• Are respectful and inclusive.

• Help our people thrive by giving them opportunities to grow and develop.

• Acknowledge mistakes. Celebrate learnings and successes.

Accountability

Accountability refers to the responsibility and obligation of individuals, departments, or organizations to answer for their actions, decisions, and behaviors. It involves being transparent and answerable for the consequences of one's actions, both positive and negative. Accountability ensures that there are mechanisms in place to track and assess how well someone or something fulfills their commitments, adheres to established standards, and meets their objectives.

At DigitalTolk Accountability is a crucial component. When accountability is absent, it can lead to distrust, inefficiency, and the erosion of confidence in individuals or departments.

In action, this means we:

• Always make sure clarify the scope of accountability. Ensuring understanding and commitment of assigned accountability. 

• Matching accountability scope with level of competence and capacity to ensure we avoid an overloaded accountability scope cause unnecessary stress and work dissatisfaction. 

• Live up to our word or ask extension. No excuses

• Keep our promises.

• Set high expectation and deliver high quality too.

• We ask for help when needed, otherwise we deliver as promised. If you need help to reach your goals, make sure to ask for it. If you don not ask for help, we assume that you will reach your goals.

• Hold ourselves and others accountable for timeliness, impact, and quality of our product and results.

• Give our teammates a lot of rope along with a lot of responsibility!

• Acknowledge and respect assigned accountability.

Output first

At DigitalTolk, you don’t work endless hours for the sake of working – you make every hour at work count, so you can make every hour count when you’re not. Always keep in mind: the ultimate measure of your success is the quality of your output, not the number of hours you put in. Strive for excellence and ensure that your output is top-notch quality!

In action, this means we:

• Work hard and efficient while we work.

• Focus on priories and put the rest on hold.

• Show up everyday present and prepared to do our best work.

• Care deeply about delivering impact.

• Prioritize the critical inputs for our businesses and ensure they are delivered with precision and punctuality.

• Expect outsized outcomes and results and trust our team to meet their goals without micromanagement.

Disagree & Commit

To reach excellent business outcomes, we encourage everyone to respectfully challenge decisions when we disagree, even when doing so is uncomfortable or exhausting. However, every discussion is not “the hill you want to die on”.

In action, this means we:

• We show backbone and respectfully challenge decisions when we disagree, but;

• once a decision is determined, we commit fully and do everything in our power to make it succeed! Even — or perhaps especially — when the decisions were not initially our own. Our focus is on the company success, irrespective of whose solution was chosen.

Assume good intentions

We all share a common goal: the success of the company. Approaching discussions with diverse perspectives is a positive practice as it enriches our thinking, leading to more successful insights and improved decision-making for the company. Nevertheless, it's crucial to avoid becoming entrenched in the belief that our perspective is the sole valid one or doubting the intentions of our colleagues.

In action, this means we:

• Be explicit in expressing your viewpoint and the reasons behind your beliefs, while also remaining receptive to alternative perspectives. And also;

• always assume good intention.

Gratitude and Appreciation

Gratitude: In positive psychology research, gratitude is strongly and consistently associated with greater happiness. Gratitude helps people feel more positive emotions, relish good experiences, improve their health, deal with adversity, and build strong relationships. Therefore, at DigtilTolk we believe embracing a positive perspective which will not only enhances our outlook but also cultivates a culture of gratitude and empowerment within our team and organization.

In action, this means we:

• Appreciate the collective journey we are undertaking,

• Recognizing the value of what we possess,

• And acknowledging the positive outcomes and advantages that come from being a part of this shared experience at DigitalTolk.

Appreciation: We all now know what happens when people feel better about themselves, therefore we use appreciation as a leadership principle at DigitalTolk to make the recipient feel better about themselves. Additionally, you will start to view the recipient more positively, since you are now focusing on a positive aspect about them.

In action, this means we:

• We highlight when someone has done something good, giving appreciation should be as specific as possible.

• We praise our colleagues both privately and in public.

• When we are receiving appreciation, there is only one correct response: “Thank you.” 

Foster Collaboration

Together is better as Simon Sinek would have put it! Cross-functional collaboration occurs when people across different teams or departments work on a specific project or goal. It leverages the diverse skills and specialized knowledge of each team member to brainstorm better ideas, solve difficult problems, and achieve better outcomes in an organization.

At DigititalTolk we actively encourage and promote cross functional collaboration to harness the collective intelligence of DigitalTolk.

In action, this means we:

• Think cross-functionally and seek to “connect the dots” across the organization.

• Work cross functional when needed to reach better results.

• Never see a problem or a challenge as a single function’s own problem. We are all here to collectively contribute to making the company exceptional!

• Master communication. Effective communication not only fosters strong relationships but also opens doors to countless opportunities.

• Promote a culture of accountability and teamwork, refraining from assigning blame to others or different departments. Instead, we encourage constructive questioning and take responsibility to ensure accountability.

Transparency

Transparent companies build trust among their stakeholders, including customers, employees, and investors. When people can see how decisions are made and understand the company's operations, they are more likely to have confidence in its integrity. Transparent organizations also foster a culture of open communication. Employees feel valued and included when they have access to information about company goals, strategies, and performance. This boosts morale, engagement, and job satisfaction.

In short, company transparency cultivates trust, facilitates collaboration, enhances decision-making, and contributes to the overall success and positive reputation of the organization. At DigitalTolk, we firmly believe that transparency plays an indispensable role in charting our path to success.

In action, this means we:

• Share all relevant information with our team, both negative and positive.

• Invest heavily in building accessible, easy to use data analytics solutions showing performance trends on key metrics and making data available for our staff.

• Hold continuous communication sessions to share important company news, decisions, and progress, and to keep our employees in the loop.

• Keep answers from internal employee surveys confidential, however results and actions to improve are shared openly.

How to Give Constructive Feedback

We encourage 360-degree feedback which is often referred to as multi-rater feedback. It is a performance assessment method that gathers input from multiple sources, including peers, managers, subordinates, and sometimes even our customers, Interpreters, or clients. By adopting continues feedback we make feedback a natural part of our relationships and undramatized it.

Here's our best tips on how to give feedback:

• Always give feedback in proximity to the situation.  Giving feedback promptly allows for immediate corrections. For instance, if a colleague makes a mistake on a project, addressing it promptly helps in preventing the same mistake from being repeated in the future. Additionally, proximity to the situation ensures that the details are fresh in the minds of both the giver and the receiver of feedback, making the discussion more specific and actionable.

• Whenever possible, opt for giving feedback in person or through video communication. Avoid one-sided or written feedback, as face-to-face interactions promote better understanding and meaningful dialogue.

• Be Clear About Your Intentions. Start by explaining your purpose for giving feedback. Make it clear that your intention is to help them improve, not criticize. Try to steer clear of derogatory or judgmental words. Stick to a positive, constructive tone.

• Be Specific and Objective. State the specific behavior or situation you want to address. Avoid vague statements. Use concrete examples to illustrate your points, making it easier for the recipient to understand.

• Use the "I" Statements. Express your thoughts and feelings using "I" statements to avoid sounding accusatory. For example, say, "I felt concerned when..." instead of "You always..."

• Focus on the Behavior, Not the Person. Critique specific actions and behaviors instead of passing judgment on someone's character or personality. For instance, stating, "You are lazy," is a judgment, whereas expressing, "You sent me a half-complete presentation past the deadline, negatively impacting both me and the team," is constructive feedback. In this revised version, the main message remains the same, but the wording is slightly refined for enhanced clarity and emphasis on the key point.

• Be Supportive and Positive. Offer encouragement and emphasize the individual's strengths and abilities. Provide solutions or suggestions for improvement, showing that you're invested in their success.

• Listen Actively. Allow the recipient to share their perspective and feelings. Listen actively without interrupting. Show empathy and understanding, acknowledging their emotions.

• Express Appreciation. Thank the person for being open to feedback and for their willingness to improve.

How to Receive Feedback Effectively

Receiving feedback is a valuable opportunity for personal and professional growth. Whether it's constructive criticism or praise, learning how to receive feedback gracefully and use it to your advantage is a crucial skill. Regardless of whether the feedback was positive or constructive, thank the person for taking the time to provide it. Gratitude encourages open communication.

Here's our best tips on how to receive feedback:

• Listen Actively and repeat. Active listening and confirming what you've heard by paraphrasing it in your own words is a powerful communication technique. It not only assures the person giving feedback that their message was received but also fosters a sense of understanding and empathy. By taking a moment to restate the feedback, you demonstrate your willingness to engage in the conversation, which can enhance the overall communication experience. This approach not only minimizes the chances of coming across as defensive or uncooperative but also strengthens the relationship between the sender and receiver by promoting open and respectful dialogue.

• Take time to reflect and avoid Defensiveness. Take the time to carefully consider feedback before responding. Avoid immediate reactions and give yourself 6-24 hours to process the information. This demonstrates to the giver of feedback that you value their input and are genuinely taking it seriously. It also allows you to respond with a calm and composed mind, whether you agree with the feedback or not. Additionally, if something isn't clear or you need more context, don't hesitate to ask for clarification. This demonstrates your commitment to understanding the feedback.

• Agree and set goals for Improvement. In the best-case scenario, you promptly recognize the validity of the feedback and acknowledge it. You willingly commit to revisiting the issue, promising to return with a comprehensive plan on how to rectify it. Embracing feedback in this manner not only demonstrates your humility but also showcases your coachable spirit, reflecting your earnest desire for personal and professional growth. However, it is essential to acknowledge that this ideal response may not always be feasible, as indicated in points 1 and 2.

Company goalsetting

We use the OKR framework to align our company goals and make sure everyone has the same direction.

Why Objectives and Key Results (OKRs)? As DigitalTolk grow, we need to secure that communication and productivity doesn’t break down. Like tug of war, we also need to align and pull the rope all together at once to use our full strength and potential.

The OKR framework is our artefact for us to ensure that we:

• Sets vision and goals for the company, each department, and each individual.

• Communicates that vision and those goals to every team member.

• Tracks and reports how successfully each person, department and the company overall are in achieving those goals.

• Elicits feedback from all team members on what is going right, and (much more importantly) what is not going right and needs to be changed.

We establish our Objectives and Key Results (OKRs) on both:

• Annually and;

• Quarterly basis.

We diligently track our progress towards achieving our OKRs (Objectives and Key Results) through various structured meetings and communication channels:

• Annually Goals meeting: A meeting to recognize our results and set companywide objectives for the upcoming year.

• Quarterly Goals Meeting: This meeting is scheduled two weeks before the current quarter ends to reflect (and document) on recent learnings, acknowledge our progress, and establish clear objectives and key results for the upcoming quarter. By doing so, we ensure alignment with our annual organizational goals and enhance our strategic focus.

• Monthly Check-in: Acknowledge our progress on the current OKRs.

• Company-wide Meeting (All-Hands): This all-encompassing meeting involves the entire company, providing a comprehensive overview of our collective progress, milestones achieved, and future initiatives.

• Regular Team Meetings: Teams hold regular meetings, either weekly or biweekly, tailored to their specific requirements. These sessions serve as a vital forum where team initiatives and activities (sprints) are synchronized with the ongoing Objectives and Key Results (OKRs).

• 1-on-1 Meetings: Regular one-on-one meetings are strategically scheduled to offer individualized attention and support, ensuring that individuals' activities and daily tasks are closely aligned with our current Objectives and Key Results (OKRs).

Through these structured interactions, we ensure everyone is informed, engaged, and aligned with our organizational objectives, fostering a culture of transparency, collaboration, and continuous improvement.

Personal goals & Performance

Scorecards are utilized in companies for personal goal setting due to their effectiveness in providing a structured framework to track and measure individual performance. They help align employee efforts with organizational objectives, ensure clarity in expectations, enable regular progress monitoring, and facilitate meaningful performance discussions.

At DigitalTolk each employee should have an updated Scorecard to enhance accountability, motivation, and overall productivity by establishing a clear connection between personal goals and the company's larger mission.

In action this means that employee should have an updated Scorecard, including the following:

• Brief role description

• Clear Objectives

• Key Performance Indicators (KPIs)

• Targets and Milestones

New starters, as you embark on your journey with us, please always remember to:

• Ensure you obtain your Scorecard for review and potential challenges;

• Additionally, align it with your personal development aspirations. Consider where you aim to enhance your skills and what your career goals entail.

• We will schedule biweekly follow-ups on your progress, assessed through the scorecard, during the initial 4 months to enable your ability to perform and to ensure a successful onboarding experience.

Host a meeting

• Please avoid using the meeting room if you are alone, use to the cubicles or lounging areas instead, as the meeting rooms are specifically designated for conducting meetings and collaborative discussions.

• Ensure to book a room in advance; this ensures better planning and organization.

• While our default method of communicating is asynchronous, if you do need to book a meeting try to keep it to 20 or 40 minutes - being mindful of what the purpose and the expected output of the meeting is.

• Please avoid scheduling meetings between 12:00 PM and 1:00 PM, as this time is designated for lunch breaks.

• Always include an agenda, desired outcome, and pre-read* for the meeting. Along with outlining the meeting structure: is it a workshop which is collaborative, or a meeting where input is requested throughout the presentation or at the end?

• Assign a designated Meeting Lead, someone responsible for facilitating and wrapping up the meeting.

• Manage time. Ensure punctuality by starting and ending the meeting on time. It is the responsibility of the meeting leader to have a rough time boxing for each agenda point to ensure that all items get covered, i.e., if something is taking more time than planned, the person responsible for the agenda point might want to consider doing some rework. Seeking asynchronous input before revisiting the matter can also be an effective strategy to manage time efficiently.

• Summarize and Recap

• Clear the whiteboard. It’s more efficient if the next meeting lead don’t have to start the meeting erasing your notes which in worst case also could be sensitive.

• Send out summaries, decisions, and actionable items to all participants within 1-2 hours after the meeting concludes. This ensures that the information remains fresh in everyone's minds, maximizing its impact and facilitating swift, effective action.

• Always keep in mind that our purpose in meetings is to accomplish specific objectives. It's essential to ask ourselves at the end of each meeting: What have we achieved? What decisions have we made? Let's focus on closing tasks and reaching conclusions during our discussions.

*The pre-read be comprehensive and should contain all necessary information required to make a decision - but you should of course initiate with a few minutes of giving flavor to what you have written (i.e., not be in a PowerPoint but rather 1–4-page document).

Attend a meeting

• Be on time and be present!

• Please avoid to cancel in last minute.

• Come prepared i.e., Read the pre-read before the meeting!

• No multitasking. If you catch yourself multitasking during a meeting, it could indicate a need for better time management or that your presence may not be required. And that's perfectly fine – don't invest your valuable time in meetings that don't add value. However, if the meeting is valuable, make a conscious effort to stay focused and fully engage. Your active presence can make a significant difference.

• Please respect the meeting lead. Let the meeting lead, lead the meeting. Don’t derail someone else’s agenda.

• Listen first, speak later.

• Don’t interrupt: Let everyone finish their line of thought before interrupting.

Remote meetings

• Please ensure that you have a stable internet connection and that your audio and video are functioning properly.

• We're a "cameras-on" company. This seemingly straightforward practice has proven to be invaluable. The ability to see a colleague's face and reaction is one of the fastest ways to establish a genuine connection.

• Please keep your microphone unmuted unless there is significant background noise.

• Whenever possible, avoid conducting meetings in open workspaces, as the surrounding noise can disrupt both you and your colleagues. Instead, opt for private spaces like the cubicles and use a high-quality headset. This ensures that your fellow participants won't be disturbed by any background sounds.

• Confidential discussions, naturally, require an added layer of privacy. In such cases, it's perfectly acceptable to book a meeting room exclusively for your remote discussion. Remember, certain topics demand confidentiality and should not be held within the confines of cubicles.

DigitalTolk meeting cadence

To ensure our productivity and ability to execute on our action items, we all adhere to a structured meeting cadence at DigitalTolk:

• 2 days of internal meetings (Workshops, Weekly Team meetings, Management Team meetings, 1-1s, Cross functional meetings etc.). To enhance synchronization efficiency, we have designated internal meetings on Mondays and Fridays. Being on-site during companywide meeting day is ideal to minimize productivity loss caused by connectivity and audio issues.

• 1 days of external meetings. Wednesdays are reserved for external meetings. Employees with no external meeting can use Wednesdays also for internal meetings.

• 2 days of no meetings. Tuesday and Thursday are designated as companywide meeting free days. Ad hoc collaboration, conversations and unplanned sit-downs in meeting rooms or virtually are of course allowed to move our business forward also on these days.

disclaimer

This meeting cadence does NOT apply in business critical and emergency situations requiring meetings to quickly update and/or align teams and individuals (e.g. resolving critical incidents impacting our services and/or business, health and safety situations, ...)

How to set up impactful 1:1 Meetings

To accomplish effective 1-on-1 meeting between Manager and Employee or with Peer, we suggest the following:

• Schedule Regularly: Set up consistent one-on-one meetings with team members. Avoid rescheduling or moving them- your team is your most important asset!

• Prepare an Agenda: Create an agenda to guide the discussion and stay focused.

• Active Listening: Listen actively to employee concerns, ideas, and feedback.

• Provide Feedback: Offer constructive feedback and guidance for improvement. Try to make it a habit to give both positive and constructive feedback on every 1:1- both to dedramatize the act of giving feedback- help your team member to grow.

• Encourage Open Communication: Create a safe space for open and honest dialogue.

• Goal Alignment: Ensure alignment with individual and company goals.

• Action Items: Establish action items and follow up on progress.

• Respect Time: Stick to the scheduled duration and respect each other's time.

• Flexibility: Be flexible and adapt the meeting to the employee's needs.

• Document: Keep records in Hailey of discussions and outcomes for future reference. Additionally, get explicit consent for the manager's manager to review the records. Include clear action points with specific timelines to track progress.

Meetings room guide

Our meeting room guide is essential because it ensures efficient and productive use of meeting spaces. It helps users locate and reserve rooms, understand room capacities and equipment, and follow etiquette, ultimately saving time, reducing confusion, and enhancing the overall meeting experience.

Our rooms and how to use them:

Small meeting rooms

Kakwa

Twi

Romani

Masalit

• Room purpose: Interviews, External meetings, Workshops, Decision meetings, 1:1 meeting. Please avoid using the room for; sitting and working alone, calls and non-private Teams meetings. We provide dedicated spaces for those various purposes, including corridor cubicles and lounging areas.

• Additionally, please note that external meetings, such as interviews, are given priority when booking small meeting rooms. This means that internal meetings may need to be rescheduled if necessary.

• People capacity is 2-5. Room equipment: TV and White board (except Masalit)

Larger meeting rooms and the Studio

Ludhianska

• Room purpose: All hands meetings, Department meetings, larger External meetings, Larger Workshops (4+ participants), Larger decision meetings (4+ participants). Do NOT use the room for; sitting and working alone, calls, non-private team meetings.

• People capacity: Minimum: 4, Maximum: 8

• Room equipment: BIG TV and White board

Studio

• Room purpose:

  (1) Creating marketing material. Do NOT use the room for; sitting and working alone, calls, non-private team meetings.

  (2) Restroom (Sw. Vilorum): designated for relaxation when not in use for recording purposes.

• Room equipment: studio lights, camera stand, couch (for resting)

Hybrid workplace basics

The essence of this hybrid work attitude is to keep the office fun and the remote-control productivity in perfect balance.

• New-joiners and their managers are expected to be at the office (“office first policy”) during the first 6 months of employment. The reason is to ensure high level of alignment and the best onboarding experience by getting the right prerequisites for our cultural values (see our Operating values and Leadership principles), and competence transfer to be done in the most efficient way.

• After six months of employment: even though we maintain our status as an office-first company, we have yet to implement a specific in-office day ratio policy for our hybrid work model. It is up to each Manager and function to decide what works best within their team but always with an output first mindset (see our Leadership principles Output first), meaning that meeting targets, and excellent output/result opens for flexibility.

Also remember, when you plan on going vacation or parental leave make sure that the leave is requested and approved from your manager. Two weeks in advanced for shorter leaves (1-5 days) and eight weeks in advance for longer leaves (+5 days). If your manager hasn’t received such request, you are expected to be at the office (or be working from home). See more on vacation in the Employee handbook.

Work remotely

When you work remotely remember the following:

• Regular communication with team members and managers is crucial. It is recommended that every manager conducts a brief 3-minute check-in with each team member that works remote. This practice serves multiple purposes: demonstrating active presence, showcasing a manager's willingness to provide support, and aligning objectives for the day.

• Out-of-Office Notifications: Employees working remotely should set appropriate internal notifications when they are unavailable or on focused work blocks.

• Employees are responsible for maintaining a suitable and secure remote work environment, including access to reliable internet and necessary tools.

• Core Hours: As we expect you to be at the office first during core hours you should always let your team and Manager know if you are not going to be at the office at any time.

Work from the office

When you work from the office remember the following:

• DigitalTolk is committed to providing a good and safe working environment. The work environment includes both how the office is designed and functions, that it is possible to work safely without worrying about infection and that our employees feel good and can have fun at work.

• Do not come into the office if you're feeling unwell, as you could potentially spread the virus to others. Additionally, when you're feeling unwell, it's important to acknowledge that your health should always come first. Please avoid working from home when you're sick, as rest is crucial for a speedy recovery. Taking the time to heal properly ensures you can return to work in good health, ready to give your best performance.

• Maintaining a conducive work environment is a joint effort involving both managers and employees. It is essential for each and every one of us to take responsibility for maintaining a well-organized office environment. This includes diligently upholding cleanliness and tidiness in common areas such as the kitchen and dining area. By doing so, we contribute not only to a more pleasant and efficient workplace but also to a positive and respectful atmosphere for everyone. Let's all make a conscious effort to uphold these standards, ensuring that our office spaces remain inviting and conducive to productive work.

• Be mindful of the noise level during conversations.

• Communicate with colleagues via chat, instead of shouting in the room.

Work environment in the Costumer Service room

To create a good working environment, all employees within Costumer Service need to contribute. In action this means:

• To sit and work in the designated area.

• Remembering to keep the volume of conversations with customers so that other colleagues' customers do not overhear their conversations.  

• Ensuring that the volume settings on the headset are adjusted to maintain a low conversational tone.  

• Communicate with colleagues via chat, instead of shouting in the room.  

• All private calls are taken during breaks and outside the customer service room.

Standard Operation Processes and company Wiki

A single point of failure occurs when a specific task is solely reliant on one individual, leaving no one else with comprehensive knowledge of how to perform that task. This situation poses a risk because if that individual becomes ill or leaves the company, it can lead to a disruption in functionality. At DigitalTolk, we have taken measures to eliminate single points of failure.

In situations where you find yourself repeating information to different audiences or in various contexts, it's highly probable that this repetition will continue in the future. To significantly enhance the quality of communication and reduce the time spent on repetition, it is advisable to document the information, either in a wiki or as standard operating procedures (SOPs). This way, everyone can access and refer to the information as needed, ensuring continuity and efficiency.

In action, this means we:

• Write down all processes. As soon as you or your team members find yourselves doing something for the second time, you should write down the steps of that process exactly as an SOP (Standard Operating Process) in our centralized document storage (docs.digitaltolk.net).

• Create a wiki document in our centralized document storage (docs.digitaltolk.net).

• Create Playbook when comprehensive standard information for a process/business area is needed.

• Cross-train a second person for each critical process.

Compensation

At DigitalkTolk we believe that compensation should be:

Salary Adjustments

There are three types of adjustments. Each type of compensation adjustment plays a vital role in ensuring that employees are fairly rewarded for their efforts and contributions.

The salary adjustment may be one of the following:

Salary review process

Salary reviews, including the possibility of adjustments, are conducted annually. These reviews take place in February, where employee performance from the last evaluation period is thoroughly assessed. The evaluation process concludes in March, after which any necessary salary adjustments are determined. The implemented adjustments, based on the conclusions drawn, are put into effect starting from April.

Please note that, off-cycle performance-based adjustments are possible but should be treated as extremely exceptional.