Enhancing cultural fit – Driving contribution – Building highly effective teams – Developing leaders –

Improving onboarding – Selecting & recruiting

Simple Guide to People Management for Operations and HR

Leader – Associate Matchmaking


Build Commitment - Drive Results




Tailor leadership behavior to enhance employeeship of associates.


Leaders get hard data support to

Focus areas

identify the focus areas of collaboration of their everyday leadership activities to strengthen the link between behaviors and results

Managerial tools

choose the right managerial tools to strengthen the team and its performance

Individual approach

create the best individual approach to level personal contributions focusing on the behaviors that make the most successful employees.

Leadership - Employeeship Model

Both leaders and associates have their own set of skills and competencies to accomplish their own tasks.


There are three grounds on which the two sets of skills and competencies meet and should complement each other:





Maintain operational framework

Fit in

Achieve goals set


Mobilize resources to handle problems

Maintain performance

Mapping routines, habits and drivers of employeeship the tool , workprobes.online identifies leadership contributions the associates require from their leaders to ensure the best outcomes.

How it works

Workprobes.online uses associates' evaluations to define leaders' roles and priorities.

Each area of collaboration has its own factors.

The left side (blue) of each graph shows leadership intervention required to mobilize the associate to succeed.  The right side (green) represents the results of the associate.

In the middle of the graph there is a gray area representing the “average”- Results belonging to this area represent a normal, free of conflicts and problems collaboration between the leader and the associate.

Simple guide for matchmaking

Ground zero

The first four factors map whether the applicant is willing and able to fit into the operational framework represented and maintained by the leader.

The operational framework is the setup of how the workplace is “functioning” (working hours, breaks, safety, quality rules and expectations and the nature of tasks to execute).

If the leader profile is elevated on this ground, the leader should be prepared to apply disciplinary actions regularly and invest high energy to maintain order and discipline.

Making progress

The second four factors map the degree of the supervisory attention required to make associates progress with the tasks assigned to them.

Highly effective teams require role clarity together with role engagement both from the leader and the associates. Too much/little autonomy or higher/lower than required drive for performance can disrupt teams.

Low level of perseverance of associates requires elevated level of supervision and focus.

Fighting the fire

The last three factors map to what degree the leader can rely on the resources each associate mobilize in case of multiple problems, lack of information or increased time pressure.

Leaders should know what workload, change or uncertainty associates can tolerate without losing control over tasks or decreasing performance level.


Imagine knowing an employee’s attitude towards work even before being able to interview them.

Imagine knowing your employees have all the resources necessary to do their job – instead of getting sidetracked by helping others do their job.

Imagine never having to wonder if the company is wasting precious time and resources on the wrong processes.

Imagine your business reaching its potential through efficient allocation of resources.