people.
How Zeal supports its people. From recruitment and onboarding to development, progression, and the leaving process — the human side of how Zeal runs.
the short version.
Zeal 3.0 is built on the belief that great work comes from empowered people. This playbook translates that philosophy into practical process.
People also holds the operational side of HR — statutory and compliance requirements, employment paperwork, and the systems that support people at Zeal. Where the old Administration department used to hold this work, it now sits with People (people-side admin) and Finance (commercial admin). For the wider context see OS-04 structure & departments; for the philosophy, see OS-02 culture & values.
Sections marked in development are tracked in the Processes subfolder of the People playbook in Dropbox. They’ll move into this page as they’re drafted.
recruitment.
How roles are defined, advertised and filled — including interview process and decision-making. Hire slow, on purpose.
Document how roles are defined, advertised and filled — including the interview process, panel composition, and decision-making.
owner · Vikkionboarding — the new starter journey.
Offer acceptance through the first weeks — system access, introductions, initial training. Onboard generously.
Document the onboarding process from offer acceptance through the first weeks — including system access, introductions, and initial training. Includes the New Starter Checklist.
owner · Vikkicareer enquiries & the wider community.
Zeal receives a high volume of career enquiries and treats them as an opportunity. People who reach out may become future team members, clients, collaborators or brand ambassadors.
We aim to respond professionally and thoughtfully, set clear expectations, and create positive experiences even when no role is available. Career enquiries are handled with structure and care — supported by automation and clear ownership.
work experience, internships, apprenticeships, open days.
Zeal 3.0 formalises how we engage with people at different stages of their careers. Work experience is short-term and exploratory. Internships are paid, three-month placements across departments. Apprenticeships are structured, two-year development programmes. Open days create a way to meet and assess people who are serious about joining Zeal.
These routes exist to build a strong future pipeline, share knowledge and opportunity, and invest time where it can be done properly.
development framework.
The framework for ongoing professional development — how development goals are set, supported and reviewed.
Document the development framework — including how development goals are set, supported and reviewed; the relationship to performance conversations; and the role of Department Heads.
owner · Steve · Vikkiprogression philosophy.
Progression at Zeal is defined by mastery, not hierarchy. We value capability, trust and impact over titles and seniority.
There are multiple ways to grow — through deep specialism, broader responsibility, leadership, or creative and technical exploration. Department Heads are responsible for developing the people in their teams, supporting growth and progression, and creating an environment where people can thrive.
performance conversations.
The approach to performance conversations — frequency, format, and how they connect to development. Say what you mean.
Document the approach to performance conversations — including frequency, format, and the connection to development goals.
owner · Steve · Vikkileaving process.
Notice periods, knowledge transfer, system access removal, exit conversations. How we part ways well.
Document the offboarding process — including notice period expectations, knowledge transfer, system access removal, and exit conversations.
owner · Vikki