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Belbin Team Role Report for

Tharun Ayyavu Perumal

University of Northumbria KB7036 People in Project Management

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer Finisher

Specialist

Creative, imaginative, free-thinking. Generates ideas and solves difficult

problems.

Ignores incidentals. Too pre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative. Explores opportunities and develops

contacts.

Over-optimistic. Loses interest once initial

enthusiasm has passed.

Mature, confident, identifies talent. Clarifies goals. Delegates effectively.

Can be seen as manipulative. Offloads own share of the

work.

Challenging, dynamic, thrives on pressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offends people's feelings.

Sober, strategic and discerning. Sees all options and judges accurately.

Lacks drive and ability to inspire others. Can be overly

critical.

Co-operative, perceptive and diplomatic. Listens and averts friction.

Indecisive in crunch situations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideas into actions and organizes work that

needs to be done.

Somewhat inflexible. Slow to respond to new possibilities.

Painstaking, conscientious, anxious. Searches out errors. Polishes and

perfects.

Inclined to worry unduly. Reluctant to delegate.

Single-minded, self-starting, dedicated. Provides knowledge and skills in rare

supply.

Contributes only on a narrow front. Dwells on technicalities.

Tharun Ayyavu Perumal

Team Role Overview

SPI completed on 22-Feb-2022 © BELBIN 2011 Page 3 Report printed on 22-Feb-2022

The bar graph in this report shows your Team Roles in order from highest to lowest, using all available information. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

SP SH ME RI IMP CO CF PL TW

Key

SP Specialist

SH Shaper

ME Monitor Evaluator

RI Resource Investigator

IMP Implementer

CO Co-ordinator

CF Completer Finisher

PL Plant

TW Teamworker

The graph above shows your Team Roles in order of preference. Some people have an even spread of Team Roles whilst others may have one or two very high and very low Team Roles. An individual does not necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others to complete Observer Assessments to provide feedback about the Team Role behaviours they observe in you. This is useful because Team Role contributions are about the way others see us and work with us, as well as the way we perceive ourselves.

Tharun Ayyavu Perumal

Your Team Role Preferences

SPI completed on 22-Feb-2022 © BELBIN 2011 Page 4 Report printed on 22-Feb-2022

This report shows your percentile scores for each Team Role, according to your Self-Perception responses. Team Roles are divided by percentile score into Preferred, Manageable and Least Preferred Roles.

This report is based upon your Self-Perception only.

Least Preferred Roles Manageable Roles Preferred Roles Team Roles

0 10 20 30 40 50 60 70 80 90 100

. . . . . . . . . . .

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

Please remember that Belbin Team Roles consist of both strengths and associated weaknesses.

Tharun Ayyavu Perumal

Team Role Feedback

SPI completed on 22-Feb-2022 © BELBIN 2011 Page 5 Report printed on 22-Feb-2022

This report offers guidance and advice on the best way to manage your behaviour at work and make the most of your Team Role contributions. The applicability of the advice may vary depending on the stage of your career and your current working situation.

This report is based upon your Self-Perception only.

You seem to be willing to commit yourself to a particular subject or area of interest and devote the necessary time to exploring it in-depth. For you, the route to success will be to immerse yourself in what you know well and to establish your reputation as a subject expert. This dedication will allow you to become a fount of knowledge in your own field of expertise. If you can harness your love of learning on several different topics without compromising the depth of your understanding, your value to the organisation will increase further.

While the subject you are working on fascinates and motivates you, remember also to take an interest in the work of others. Ensure that you present what you have learned in a way that they will understand and do not provide more information than is necessary, as this may frustrate or confuse others.

You are likely to manage others by imparting to them the skills they need, whilst remaining a source of information to whom they can refer when required. In order to be really effective as a manager, you will need to couple your mastery of specifics with an ability to take account of wider strategic goals.

As a colleague, you are likely to be appreciated for what you know or are willing to learn. To make your mark, ensure that you keep your knowledge up-to-date and check that your learning is relevant to the needs of the organisation, rather than just learning for its own sake.

Remember that versatility is the key to teamwork, so if you can widen your roles in your dealings with others, you will increase your value to the team and organisation.

You also show potential for generating the drive and dynamism which can motivate others in your team. Make efforts to be honest and forthright without causing offence. If you can boost energy levels without decreasing morale, others will come to value your abilities to realise goals and meet deadlines.

On a final note, you need to take account of the role for which you are least suited. You do not appear to fit comfortably into a supportive role. You may therefore need to give special attention to helping others and enabling the team to run smoothly when the occasion calls for it.

Tharun Ayyavu Perumal

Maximizing your Potential

SPI completed on 22-Feb-2022 © BELBIN 2011 Page 6 Report printed on 22-Feb-2022

This report highlights your Team Role strengths and possible weaknesses, based on your views and those of your Observers, if applicable. The section, 'Understanding your Contribution', provides analysis of your responses to your Self-Perception to enable you to work more effectively.

This report is based upon your Self-Perception only.

Strengths

You are likely to:

o be best suited to work where you can spend time delving into a specific subject.

Possible Weaknesses

You may:

o not be interested in helping others with ideas.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views into account), you have highlighted two possible contributions you can make. Below is some advice on how to play to your strengths further in these areas:

To play your Specialist role to better effect, make the most of your ability and desire to soak up new information by seeking training and even setting aside time for self-teaching to keep current in your subject area. Ensure that you are learning what is most relevant, keeping your own objectives in line with those of the team.

To play your Shaper role to better effect, use your impetus and energy to help the team gain momentum, whether by focusing on something which inspires individuals within the team, or by emphasising the importance of collective goals.

On a separate note, you need to ensure that your role in the team isn't overly influenced by your concerns regarding the views of others.

Tharun Ayyavu Perumal

Feedback and Development Suggestions

This report is ideal for handing to and discussing with your line manager. It will provide an insight into your preferred way of working and the environment in which you thrive. Alternatively, this report is also a useful aid for any manager or recruitment specialist who wants to find out more about the individual in terms of their preferred working style and environment.

This report is based upon your Self-Perception only.

Key points

Ask Tharun Ayyavu Perumal whether he identifies his working style as different to those of others. Aim to reach a view on whether Tharun would fit well into a project team or whether he would be better given scope to work on his own.

Work Environment

Tharun could be suited to a role where self-starting ability and perseverance can deliver what is required. He is likely to combine specific know-how with strong ideas as to direction, so may be difficult to supervise on an ongoing basis. Ask Tharun to declare what he sees as the important goals and objectives in the job and then judge his performance by whether these have been reached.

Tharun Ayyavu Perumal

Suggested Work Styles

This report looks at the combination of your top Team Roles and suggests working styles that may be suitable. Phrases are provided which summarise the relevant working styles.

This report is based upon your Self-Perception only.

Team Roles Work Style

1 2 3 4

SP SH

Autonomous Working

"My determination and self-reliance are my strengths."

SP ME

Calculating

"I enjoy analysing when and how expertise can be beneficially adopted."

SP RI

Sharing Expertise

"My strength lies in taking my expertise outside the team and sharing it with

others."

SH ME

Cross-examining

"I like the challenge of digging for the answers."

Glossary of Terms

Self-Perception Inventory (SPI) The Self-Perception Inventory is the questionnaire an individual completes to ascertain his or her Team Roles. The questionnaire consists of eight sections, with each section containing ten items. The individual is asked to allocate ten marks per section to those statements which best reflect his or her working styles.

Observer Assessment (OA) The Observer Assessment is the questionnaire completed by people who know the Self-Perception candidate well. We recommend that observers are chosen from among those who have worked with the individual closely and recently and within the same context (e.g. within the same team), since Team Role behaviours can change over time and in different situations, offering advice on managing this.

Team Role Strength These are the positive characteristics or behaviours associated with a particular Team Role.

Team Role Weakness This is the flipside of a strength: negative behaviour which can be displayed as the result of a particular Team Role contribution. If someone is playing a particular Team Role well and their strengths outweigh their weaknesses in the role, it is called an “Allowable weakness”. Weaknesses become ‐“non allowable” if taken to extreme or if the associated Team Role strength is not displayed.

Percentiles A percentile is a way of measuring your position in relation to others (the rest of the population). If a group of people take a test and receive scores, these can be distributed from highest to lowest and an individual’s score can be judged in relation to the scores of others. If a person’s score is in the 80th percentile, this indicates that 20% of people have scored more highly for this measure.

Percentages Percentages represent a proportion of the whole. If you take an aptitude test and score 70 marks out of a possible 100, your score is 70%.

Strong example of a Team Role A strong example is someone who appears to play a particular Team Role to especially good effect. To qualify as a strong example of a particular Team Role, someone needs to be in the 80th percentile for that Team Role according to their Self-Perception. Once observer assessments are added, their feedback is also taken into account to determine whether or not someone qualifies as a strong example.

Points Dropped Some items in the Self-Perception Inventory pertain to claims about oneself rather than a valid Team Role contribution. If you have made more claims than 90% of the population, your Team Role feedback will take this into consideration.