Your salary follows from the Matrix Reloaded: your base profile, growth profile, culture score and experience steps (2% a year, up to 10%). Your first compensation session is in month 8 to 9. Your salary is never lowered, only frozen until the salary for your score catches up.
Nucleus: Live · Owner: @Anne Pasdeloup · Reviewed: 24 Sept 2026
Although your primary reason for working at Luscii might not be the money, it is still nice to get a financial reward for your efforts.
We want salaries at Luscii to be fair and to be explainable. We don’t tie them to a yearly performance score.
The moment your salary depends on how well you are judged to have performed, you stop talking openly about what you find hard. And performance is never only yours. It depends on context, on the opportunities you got, on the colleagues around you. Comparing individuals on it, especially in work like development, is mostly guesswork. Research keeps finding that pay-for-performance doesn’t motivate people for long, and hardly anyone looks back fondly on a yearly appraisal, on either side of the table.
So we built something else. It scores concrete behaviour instead of impressions, which keeps personal preference out of it and makes it clear where you can grow. It looks at the person rather than the job title, because here you carry several roles and they change. More value and more responsibility means more compensation.
We use the Baarda Model as the backbone of our compensation matrix. The Baarda Model was developed to provide organisations with a shared language for valuing both roles and people.
At the heart of the model is the understanding that organisations function best when employees perform work that matches their problem-solving capacity. While traditional job evaluation systems assess roles on the basis of points, the Baarda Model takes a people-centred and behaviour-based approach.
https://www.loom.com/share/4e45d22687684fc6acd72cfffda2f8e5
The model identifies eight profiles, each with its own level of complexity and behavioural characteristics, ranging from concrete and task-oriented to abstract and conceptual. These profiles offer insight into the types of problems a person can solve and how they approach them. As a result, the model provides a clear framework for job evaluation.
The Baarda Model distinguishes eight profiles: