"When I have conversations with employees, I always refer to the TMA," Rijkschroeff continues. "It needs to become a shared language, which takes time. You have to handle it consciously to embed it in the organization. That's why we now have team coaches in-house and facilitators for peer coaching sessions. After the experiment, we are now in a phase of consolidation. It takes time, it requires effort."
"I see that in the district teams as well," Van der Veer adds. "You constantly need to create time and space to integrate the TMA into the team culture. Keep talking about it. That guidance and attention are still very much needed." Rijkschroeff agrees. "The TMA is great; many employees really see it as a gift, but the challenge lies in working with it. After the team processes, we are now using it to find perspectives for individual persons in the new organization. Employees who already work with us take the TMA voluntarily. Sometimes they are unaware of it, and it comes up in a conversation with their manager, especially when discussing the new Strategic Personnel Plan (SPP) and it becomes apparent that the employee is facing a challenge. It is also widely used in our career center to support various trajectories."
In the initial years, the TMA experts were mainly responsible for conducting the assessments, but now the municipality wants the managers to take over.
"They need to be familiar with the TMA Method, of course," says the head of HR. "For newly appointed managers, we have developed a profile. They need to be true people managers: focused on development, capable of fostering connections and instilling trust in the team. They should demonstrate exemplary behavior and, of course, be able to conduct discussions. On one hand, we expect them to inspire their team, and on the other hand, to motivate people to achieve results."