- how to build your team aligned with future needs - how to align your team with company values

1. Achieving
something
greattogether
Team
Blueprint
Guide
Gaining insights into your team

2. Content table
Being an effective manager . . . . . . . . 3
Why the Team Blueprint? . . . . . . . . 5
Getting Started . . . . . . . . . . . . 6
Models . . . . . . . . . . . . . . 7
1. Company values . . . . . . . . . . . 7
2. Team spirit . . . . . . . . . . . . 9
3. Employee Skill Scan . . . . . . . . . . 10
4. The 9-grid . . . . . . . . . . . . . 13
5. Succession Quadrant . . . . . . . . . . 15
6. Adaptability to change . . . . . . . . . 17
7. Employability Accountability . . . . . . . 19
As a manager, you are placed in a position
to unite people to become a team.
Aiming to achieve results that make
us proud and provides a basis for
sustaining our business and achieving
our growth ambitions.
The Team Blueprint is meant to support
you in this. The tool is available at the
HR page on Sharepoint. In this booklet,
you will find some additional information
on how to use the different models in the
Team Blueprint tool.
2

3. The Team Blueprint – and giving follow-up to it – is a challenge
for you in your role as a manager. The stronger you become in
this role, the more your team will benefit from it. The Key questi-
ons and Check questions in this brochure can support you in this
management challenge.
Our colleague Ralf Möller inspired several colleagues to read
the book “Managing, Performing, Living” by Fredmund Malik. In
this book, the so-called “Principles of effective management” are
mentioned. These principles are translated into ‘effective
behaviour’ below. Checking yourself on this can give you additional
guidelines to strengthen your ‘self-management’ and ‘team
management’. More about what we as HZPC expect from your
management role can be found in the document “Vision on
management HZPC” written by Gerard Backx.
Download ‘Vision on management HZPC’ on sharepoint
Contact
Should you have any questions, please do not hesitate
to contact us via hrdepartment@hzpc.nl.
1 I focus on results (and get my satisfaction out of results)
2 My contribution is with the aim to contribute to the whole
3 I discipline myself to concentrate
4 I focus on my strength to be able to deliver
outstanding results
5 I am open about my intentions; these might be successful
or these might fail. Both situations I use to learn from.
6 I train myself to think positive and to be self-motivating
(so I can function independently)
7 I give the best I have and do my job with the best (ethical)
intentions.
1 I help others to focus on results (and boost their motivation
by doing this)
2 I help others to see the bigger picture and challenge them
to work out of this perspective
3 I create the settings so that others are able to concentrate
4 I help others to learn to know their strengths and give them
tasks that fit their strengths (and offer them the opportunity
to accomplish something by doing so).
5 I create an environment in which others can be open about
their successes and failures so that they can learn from it
(I give trust so they can perform).
6 I give others the freedom to operate so that they get
motivated by self-achieved results (and I reward
the achieved results).
7 I support others to enable them to give the best
they can deliver.
The principles of effective management
Behaviour to manage yourself effectively? Behaviour to manage others effectively?
Being an
effective manager
While using the tool, remember to be gentle in making judgment, and strong in your efforts
to support your team members in utilising their potential for now and into the future.
The talents of people are the fundamental asset of our company. Measuring assets is indeed
important, but when it comes to human talents: “Treasure what you cannot measure”.
Howcanyouexpressyour
appreciationtoyourteammembers
forwhatshe/hedoesforourcompany
orhasdoneforyouorforothers
withinHZPC?
“Formostpeople,managingprocessesiseasier
thanmanagingpeople.Managingpeopleis
lessvisible,harder,noteasytotalkaboutand
itasksmoreenergy.However,onthelonger
term,itgivesamuchhigherreturn.”
Key question to you as a manager:
GERARD BACKX, ‘vision on managament hzpc’:
3 4

4. Why the Team Blueprint?
Achieving great results as a team can only happen where people combine their diverse talents to “row the boat” in the
same direction. To achieve this alignment, the Team Blueprint aims to gain insight into your team (composition).
Alignment model
Alignment is not only how systems, planning or procedures are aligned
aiming to reach goals. It also has everything to do with human rela-
tions: “do I want to align myself with you or with the goal you have set?”
Diversity in thinking is in our human nature; effective collaboration in
diversity can only exist when there is common ground for the purpose
(the direction we are heading for) + values/attitude (how we work our
way towards our shared goals).
As a company, we have a clear process how to manage the left side of
the alignment model.
The left side of the model is about the “what”: the alignment of plans
and strategy of your team and HZPC as a whole.
The right side is about “how” we as people act and interact with one
another to achieve our desired results. The Team Blueprint aims to help
you to gain insight into aspects that mainly relate to the right side of
the model. You can use this insight to make targeted management and
leadership decisions.
Culture is – together with strategy – the pathway to desired results.
If you are interested in a vision on how to balance culture with
results, Google “jack welch + 4 types of managers“.
Insights through several models
The Team Blueprint consists of one entry list leading into multiple
models. Decision-making generally needs a broader perspective than
focusing on one issue. Effective team-cooperation asks for your
multi-criteria decisions. After gaining the broader insight – which we
hope the Team Blueprint will bring – you can still choose to focus on
the model(s) that is most impactful for your team performance.Organization’sStrategicPath
Organization’sCulturalPath
Organizational
Strategy
Assigned
Goals
Specific
Tasks
Shared
Values
Shared
Practices
Individual
Behaviors
Organizational
Mission and Vision
End results
1. On SharePoint click on the heading “Intranet”, then on “HR”
followed by “Team Blueprint”.
2. Now that you are in the Team Blueprint tool, you can add a team
member by clicking on “New item” (“Nieuw item”);
3. Type and select the name of one of your team members in the
“Employee” box;
4. Answer all the questions. Some questions ask for a score from 1 to 10, while some other
questions need to be answered by approval (or if left open, disapproval);
5. Save the information by clicking “Save” (“Opslaan”);
6. After the above steps, the name of the team member will appear in the
different models (1-7).
Getting started
Wherecanyouputadditionalefforts
toalignyourteamcontributioneven
morewithHZPC’sMissionandVision
sothatwewillreachourdesired
companyEndResults?
Key question to you as a manager:
1 2 3 4 5 6 7 8 9 10
Worst you . . . Poor . . . . World
can find class
We are dedicated to reach our goals
We think in opportunities to create outstanding solutions
We build long term relations and take responsobility for our actions
Our success is driven by knowledge and personal development
Mission
Vision
Values
Strategy
Objectives
5 6

5. The entry list of the Team Blueprint consists of
questions related to our HZPC company values.
Our company values provide a basis for passion
and commitment by all of us. They help us make
decisions, take actions and bind us to achieve our
common purpose, which is realising our mission
and vision.
In this first model, you will see where you as a
manager feel that your team (or individual team
member) is strong or weaker in representing our
values. This insight can help you to make a first
decision on where to give extra attention to.
1. Company values
Our ethical compass aligned with
our mission, vision and strategy
Models
Howcanyoualignyourteam(evenmore)
withthemissionandvisionofthe
company,bystrengtheningyourteamin
accomplishing theHZPC-values?
If we would now ask your team members,
whether you are a strong representative
of the HZPC values; would they answers
this question with “yes”?
CHECK QUESTION
Key question to you as a manager:
7 8

6. 2. Team spirit
Aim to put a smile on someone else’s face
3. Employee Skill Scan
Being responsible for “job fit” now and in future
Every person has his or her unique contribution to a team. Diversity (in
personality, team roles, fields of expertise, etc.) makes a team stronger
and this is what we as HZPC seek. Effective collaboration in diversity
can only exist when there is common ground on the team purpose.
The more a team is united, the higher the team performance can rise.
We believe that each team member is primarily responsible for their
own (personal) motivation and drive. Furthermore, everyone shares
equal responsibility to build an inclusive environment where individuals
are valued.
We identify the individual contribution to “team spirit” by asking
questions about:
1. Commitment to shared (organisational) goals;
2. Sharing joint “ethical codes”;
3. Mutual trust;
4. Being inspiring towards others/being a good example of
a team player;
5. Having a pro-active attitude to take up responsibility and/or
to execute additional tasks.
The essence of this model is to talk with your team members about:
• What do they foresee as future developments within their
professional field? What trends are there in that professional
field that will affect the job?
o It is the responsibility of the team members to stay
informed about developments within the own
professional field.
• How do we foresee that the department and HZPC will
develop (based on strategy and environment around us)
towards the future?
o It is the responsibility of the manager to inform the team
member about the expected developments of the
department and of HZPC as a whole.
• How will the (expected) developments affect the role of the
team member?
• What does the above mean for the team members to ensure
their knowledge and skills are up-to-date and future proof?
o Is it the responsibility of the team members to formulate
how those developments will affect the job and what
change is needed because of that?
• How can you as manager support the team members in ensuring
that their knowledge and skills are up-to-date and future proof?
o It is the responsibility of the manager to help the team
members in this.
If I would now ask one of your team
members, whether he/she is part of
an inspiring environment would
he/she answer this question with
“yes”?
CHECK QUESTION
If I would now ask one of your team members,
to explain to me in short how the coming
5 years will look like in terms of foreseen
development within the department, would
he/she be able to answer this question?
CHECK QUESTION
Whatactionscanyouimplementto
reachateamspiritsostrong,thatit’s
ajoy(havingpurpose,directionand
fun)tobepartofyourteam?
Key question to you as a manager:
9 10

7. 5 For these positions
preferably temporary work-
force will be recruited.
6 For these positions, new
(permanent) staff members
will be recruited when the
time is there.
7 For these ‘prospect’ positions
new staff needs to be recruited
when the time is there.
Follow-up
• Respect this team member for the contribution that is still made by her/him.
o Check “9 Grid” what potential she/he has that indicates growth opportunities towards
the future.
• Talk with this team member about what is actually expected today and what is foreseen as
necessary capacities for the future.
o Check “Adaptability to change” to which extent change is to be expected.
• Train her/him.
• Think of other positions this team member could take that do fit her/his capabilities.
o Check “Employability and Accountability” to which extent he/she can be stimulated
to take up other tasks.
• Replace this team member if efforts like the above have no or will not lead to success.
o Check “Succession quadrant” what kind of action is needed to be able to find a successor
• Be grateful for the contribution this team member makes to the current success of HZPC.
o Check “9 Grid” what the level of performance is and how performance can be further
improved.
• Talk with this team member about what is foreseen as necessary capacities for the future.
o Check “9 Grid” what potential she/he has that indicates growth opportunities towards
the future
o Check “Adaptability to change” to which extent change is to be expected.
• Inspire this team to think of future opportunities and find out whether her/his ambitions can
be matched with what we need in the future.
o Check “Adaptability to change” to which extent she/he invests in future employability
• Offer this team member development options to sustain her/his employability/staying fit for
the job.
o Check “Employability and Accountability” to which extent he/she can be stimulated
to take up other tasks.
• Be grateful for the contribution this team member makes to the success of HZPC.
• Inspire this team member to take up a role (responsibility) to help the organisation in
speeding up the process of bringing the future nearer.
o Check “Team spirit” how a positive influence from her/him towards others team
members can be utilised.
• Talk with this team member about future career options to create growth perspective.
o Check “9 Grid” how to steer her/his career based on performance and potential
This team member is in a learning curve: she/he is employed to be trained on short term before
being able to contribute to the current success of HZPC (and become a 3).
• Value the talent of this team member and assign a learning path that will lead to performance.
o Check “9 Grid” what the level of performance is and how performance can be further
improved.
• Inspire this team member to take up a role (responsibility) to help the organisation in
speeding up the process of bringing the future nearer.
o Check “Team spirit” how a positive influence from her/him towards others team members
can be utilised.
• Make keen decisions on which people to be recruited you want to add as temporary or
permanent team members.
• Decide whether these positions can be combined with other tasks of team members on your
team or on other teams.
o Check “Employability and Accountability” which team members have time to pick up
additional tasks.
• Decide whether these positions can be taken by current team members or team members
on other teams (internal transfer).
o Check “Succession Quadrant” where would you place this new position in this quadrant
(to decide what is needed as a follow-up): e.g. 1) timely development of team members
or 2) recruit externally when the moment is there, or 3) recruit timely so this new hire
can be trained internally before being able to execute the position.
o Check “9 Grid” to see whether you have potential in the team that can step up to
this new position.
o Check HR whether there are colleagues from other departments who could step up to
this new position.
Same as 6
The numbers 1 to 4 relate to the team members that are currently employed at HZPC.
The numbers 5, 6 and 7 relate to the team members that need to be recruited (they are
not employed at HZPC at the moment).
Canyouclarifyyourvisionof
thefutureneeded competences
ofyourteammembers?(taking
in considerationtheforeseen
developmentoutsideandinsidethe
organization)?
Key question to you as a manager:
The current
knowledge /
skills of the
team members
Knowledge /
skills we
need today
Knowledge /
skills we need
in the future
7
3
2
1
64
5
Intervention procedure
Explanation
1 The competences of this
team member do not match
the expectations we actually
have for today and what we
need in the future.
2 The competences of this
team member match the
expectations of what we
need today (but not with
the foreseen need in the
future).
3 The competences of this
team member match the
expectations of what we
need today and what we
foresee to need in the future.
4 The competences of this
team member do not match
the expectations we actually
have for today, but do match
what we foresee to need in
the future.
11 12

8. 4. The 9-grid
“A talent finds its happiness in execution” (J.W. von Goethe)
The value of “Potential” pays off in “Performance”. For a manager, one
of the most contributive (and satisfying) tasks is to help your team
members explore their talents and work with them on utilising these
talents. A talent will be undermined when performances stay behind or
do not grow. Think about it: no one will feel comfortable to be seen as
a talent and at the same time feel that they are not really performing.
Therefore, the best focus is: to seek out talent, to work with that per-
son on his/her performance and to develop potential while performing.
This means that the prime focus of the manager is to move a
team member from right to left in the 9-grid (over the
performance axis) by:
1) making a good fit between available potential of a team
member vs the type of job you expect from her/him
2) making sure the team member can find happiness in the
execution of the job (by performing and delivering results)
3) challenging the team member to explore more potential
and developing it by offering circumstances to use the
potential (this is a vertical movement on the potential axis).
9. Top talents
Exceed the performance requirements
and possess more growth potential than
most other team members. Their potential
enables them to take up a more complex
or more responsible position.
7. Emerging Potential
Perform very well in the current position,
while there is potential allowing to grow
over time to more complex position.
They are very important to our business
and in their current position, they are a
role model for other team members.
4. Valued Specialist
The performance is excellent; therefore
they are of great value to the current
success of our company. In their position,
they are a role model for other colleagues.
They exploit the potential they have within
themselves, growing into a more senior
position on short or medium term is unlikely.
8. Rising stars
Average performance but have the
potential to grow further. Growth can
be made in the current position or
promotion to another position.
5. Solid Contributor
Can move towards any direction. Because
the potential is there, further growth over
time towards a more demanding position
is a possibility, but also within their current
position there is room for further growth.
Supporting this team member to improve
current performance should be the
main focus.
2. Contributor
The performance is sufficient, but is not
excelling. They can be deployed in positions
at the same level and the performance
can be further improved with the correct
focus. Promotion on the short or medium
term is unlikely.
6. New to Role
The performance cannot (properly) be
assessed because of too short employment
in the current position. Once the training
period is over, more accurate judgment can
be made. In the case of longer employment
in the current position, an examination is
needed to utilise the potential as soon as
possible (bring to performance).
3. At Risk Potential
Do not meet the specified performance
requirements and based on their potential,
expectations to deliver more in future
should be based on proof or at least a plan.
Possibly they are new to the position.
The examination is needed to improve
performance in short term.
1. The Underperformer
Does not meet the performance require-
ments; this person is not in a suitable position.
The question is whether there are other
suitable positions within the company where
he/she can be of sufficient value. Dismissal is
most likely – after all the potential to improve
is limited – if there is no other position
available in the short term.
A career development from A - following its way (over time) - to G is
a development that we see with many of us. Reaching stage G in a
career development is where your talent is utilised to the fullest (there
is not a lot of potential left) and the performance is at a high level.
A person in this career stage is deeply rooted with that task he/she
executes; he/she is a valued specialist and contributes highly to the
current success of the company.
Are there concerns as well for careers in the G-phase? Yes, being deeply
rooted entails the risk of being less adaptive to change. Especially when
the surroundings and working environment is changing, people in
G might have less possibility to anticipate.
• Check model 3 “Employee Skill Scan”: does this person in phase G
have the skills needed for today and – if the position is in an
environment which will ask for other skills in the future – does this
person also have the skills needed for the future?
• Check model “Adaptive to Change”: does this person in phase G
have the adaptability to change in case it is foreseen that change is
needed to stay productive in the future?
In other words, people in a G phase of their career:
• deliver in short term good and stable results
• deliver in longer-term good and stable results as long as their
(working) environment is stable (not changing so that other
competences/skills are needed).
Clear vision on how changes may occur are important for every career
phase, but in particular in the G-phase. Therefore, (as a manager):
• challenge your team members to be open to change
• ask them how their profession will develop
• challenge them to talk with others in the same profession
about what development they foresee
• and talk to them about what changes you as a manager
foresee because of developments in the organisation.
Acting on those insights will help to remain in G or to move up to F or
E; at least it will prevent a career moving in the direction of H.
A = starting
B = growing
C = blooming
D = transferring
E = extended blooming
F = maintaining
G = twined rooting
H = stagnating
D
E C
H
B
A
G
F
Career development from A to G
13 14

9. If I would now ask one of your team members,
whether critical knowledge and competences
are secured as far as needed, would he/she
answers this question with “yes”?
CHECK QUESTION
If I would now ask one of your team
members, whether he/she has
substantially grown (as a professional
and team player) under your
leadership, would he/she answers this
question with “yes”?
CHECK QUESTION
Doyouhaveaclearinsightinto
thecriticalpositionsonyourteam
thatneedtobesecuredinoneor
theotherway?
Key question to you as a manager:
Howdoyouwanttobalance
yourteamcompositionfromthe
perspectiveofcurrentperformance
andpotentialperformanceofyour
department?
Key question to you as a manager:
Does the above mean that we always want new-hires
to be in the A-phase of their career? No.
The Team Blueprint is meant to give insight into
the composition of your team. Balancing your team
could also mean that you want to hire someone very
experienced, someone who can start his career within
HZPC in a further developed stage (for example F).
5. Succession Quadrant
Planning human capital to ensure our future needs
As a company – and in particular we as your HR team – we work on
ensuring that the boxes “difficult to train internally” will be as small as
possible. One way of doing this is being very strong in our recruitment
and employer branding so that we can rely on our recruitment power
when needed. Also, internal turn-over of staff has proven to be a
very effective way to ensure that (at least short term) successors are
available in the organisation. Re-designing the position can be another
effective way to find more succession options, instead of trying to
find someone with exactly the same profile as the person you need a
successor for.
Difficult to recruit (externally): Job profiles that are not generally
available (or hardly to be found) on the labour market because it requi-
res specific “company knowledge”.
Difficult to develop (internally): Job profiles of specialist positions,
of which we do not have the development capacity available in the
company (for example because of limited qualified people who can
train a new hire in this particular profession).
Example: A position of “Controller” or “Manager HR” is a general
profile; available on the labour market. General profiles are relatively
“easy to recruit” (because we have a strong recruitment power). To
train a successor for these positions internally might be difficult be-
cause for these positions the environment within HZPC is not available
to develop someone internally. These positions are in the box: easy to
recruit externally + difficult to train internally.
Succession planning
For people in “red”, succession planning is needed with urgency; within now and 3
years, there will be a good chance to have a job opening for these positions. Make
this succession planning together with HR, because in many cases the succession
planning will ask for solutions that cannot be found only within the scope of your
own department.
In addition to the above, ask yourself the question:
Do I have team members (in the boxes “difficult to recruit”) that hold a critical position? Definition of “critical position”: Not having a successor
available in the short as well as long term which will lead to direct damage in case the position becomes vacant. Add those positions to the list.
Position: Succession
needed
because of:
When should
succession be
completed?
Short term
Successor
secured?
Name(s) of
potential
long-term
successor:
Term before
successors’
readiness?
Lacking
competences
Development
plan for the
successor in
place?
15 16

10. Doyouhaveacoalitionwithinyour
teamthatcandriveinnovation
andchangeordoyouhaveaplanto
managechange?
Key question to you as a manager:
6. Adaptability to change
Change is the only constant in life; learn to embrace it
We want to be prepared for the future. Everyone bears responsibility in this.
• A team member is expected to “scan” the developments/trends/innovations (inside
or outside HZPC) in the own field of profession. Knowing the changes outside the
profession that most likely will come gives the team member the opportunity to
prepare timely for it.
• As a manager you are expected to:
o support your team members in their effort to embrace change and to work on
their current and future employability.
o “scan” the external surroundings of the company, and the internal developments
you foresee that will bring change to your department/team members.
As a result you communicate about
this so that everyone can align timely with the future demands + you develop
plans/strategy to incorporate the new ways of working within your team.
The model adaptive to change consists of 2 axes. When focusing
somewhat deeper on the “adaptive to change” axis, you might
recognise different approaches of your team members when it comes
to innovation and change. You might recognise the following groups:
“movers”, “floaters” and “conservers”.
The social network of your team can make or break innovation and
change ambitions. The social system can make the conserves move in
the right direction, but also can put your movers on hold. Your team
composition can give insight into how strong the change coalition is on
your team. Do you have strong enough leaders throughout your team
who can drive the change? Managing change is a challenge; together
with HR, you can work on a plan to implement a culture that embraces
change.
Being ‘adaptive to change’ is an important aspect in correlation with
other models of the Team Blueprint. It is related to future employability,
but also an aspect to take into consideration when making plans on how
to move a team member through the 9-Grid. Being adaptive to change
is also relevant in combination with the employee scan model. For
example: is she/he investing enough into future employability + is there
enough adaptability to change in case a team member does not have the
skills/competence for today or what is needed in the future?
How can you as a manager work on bringing change?
Most of us do see behaviour of ourselves we would like to change.
Many of us, however, stick to the habits we have developed. Although
we would like to change, not feeling enough urgency to change, lacking
an action plan how to change and too little discipline to sustain the
change can be strong blockers. Therefore simply asking or telling your
team members to change – although it’s a start –, probably will not bring
the full transformation you would like to see. Alternatively, think of the
following 6 points to drive change:
1. “Be the change you want to see” (Gandhi); do what you can do
yourself. Don’t be surprised when some team members follow your
example.
2. Show recognition. Recognition is a basic human need and you as a
manager can help your individual team member to find her or his
better self by giving recognition.
3. Be very selective on those you hire. Recruiting is an absolute
success factor for HZPC. Therefore, hire people who have the
behaviours we need and teach them the skills they need to be
productive.
4. Award the people more (more than others) who perform in a value
driven way.
5. Be clear on the direction of the department (aligned with the
strategy of HZPC) and be clear on the strategy to get there.
6. Be modern in your ways of working; keep searching for new
possibilities and try to use modern techniques where you can.
Adaptabilitytochange
Invests in future/employability
Team members who seek and bring change. They are less
concerned about “the existing” and challenge the status quo.
Clear goals are seen as a challenge to make it happen.
Team members who need an argument (“why?”) to adapt to
change + they might set conditions before they can take the
step to change.
Team members who have a tendency to stick to what for
them has been proven to be effective and to what they feel is
safe and normal.
Mover
Floater
Conserver
Low
High
If I would now ask one of
your team members, whether
he/she feels involved in
decision making as well as
empowered to introduce
other ways of working, would
he/she answers this question
with “yes”?
CHECK QUESTION
17 18

11. Howcanyoufacilitateyourteam
memberstosustaintheircurrent
employabilitytowardsfuture?
Key question to you as a manager:
7. Employability Accountability
Your future is created by what you do today
Being able to work productively now and in the future (to stay
employable) is in the interest of everyone. Keeping and/or growing
on our personal “earning capacity” is what most of us strive for
throughout our careers. Employability is related to several factors.
Think of:
• Do I invest enough in my learning and training?
• Do I work on staying physically and mentally fit?
• Do I take up other roles and tasks to stay flexible?
• Am I open to new ideas or to trying things differently?
Everyone bears own responsibility to stay employable. Changes in the
environment of HZPC and in our organisation will come for sure. Help
your team members to adjust in a timely manner and to be prepared for
change. For the names in the model in “red” it is advised to make a plan
to improve future employability. In the employability and accountability
model, several aspects are combined.
One of this is “picking up additional tasks”. This is a normal practice
within HZPC. Many projects and activities that are important to HZPC
are executed by colleagues who do things next to what they consider to
be their “official” job. Some people have more possibility (physiologically
and time-wise) to explore additional contributions to the company than
others.
The axis “have (no) time to pick up additional tasks” requires your
management’s attention for two reasons:
1. Because of the motivation of others: Executing additional tasks by
one team member can be an inspiration for another to do the same.
But we should have even more awareness for the opposite situation:
not taking up additional tasks – especially when the possibility is there
to do it – will for sure demotivate others. It can set “movers” into a
mode of “why should I take up additional tasks again, since I see that
others do not bother and get away with it”. The motivation of team
members on your team but also on other teams depends on your
management skill to lead people in this.
2. Because of exploring reasons: Taking up additional tasks can be a
great way to explore new activities and to learn more about activities
that are relevant to our company. It creates opportunities for team
members to interact with others in the company, to explore other
fields and therefore to build on enjoyment and employability.
If I would now ask one of your team members,
whether you help to seek for a fair but
challenging spread of work between team
members (out of own and other teams), would
he/she answers this question with “yes”?
CHECK QUESTION
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12. Your opinion matters!
We value and appreciate your feedback on Team Blueprint.
We know that it will help us to improve further.
Please share your thoughts with us: hrdepartment@hzpc.nl
+31 (0)513 48 98 88
Notes
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