Young professional with a laptop at the office

Get more performance from your organisation

Mploy shows where performance gets lost and helps you align strategy, leadership, culture and structure so that your organisation delivers more.

Start with the Performance Scan

See our approach

Performance Index

Voorbeeldweergave

SOUND FAMILIAR?

Where organisations get stuck

In conversations with boards and management teams we hear the same signals again and again. Ambition is rarely the problem. Things go wrong in what happens between the plan and the result.

Are you performing below your potential?

The strategy is clear, but you see too little of it in how people work, decide and take responsibility.

Are you performing below your potential?

The strategy is clear, but you see too little of it in how people work, decide and take responsibility.

Are you performing below your potential?

The strategy is clear, but you see too little of it in how people work, decide and take responsibility.

It's your best people who leave

It is rarely the people you can spare. With every colleague who leaves or drops out, knowledge disappears and the rest of the team falls behind. And you often only hear about it once the decision has been made.

It's your best people who leave

Working hard, but achieving too little?

Lots of meetings, initiatives and activity, but too little focus, alignment and measurable impact.

Working hard, but achieving too little?

Calendars are full of meetings and new initiatives. Yet focus and alignment are missing, and the impact is hard to point to.

Working hard, but achieving too little?

Calendars are full of meetings and new initiatives. Yet focus and alignment are missing, and the impact is hard to point to.

Organisations where everyone pulls in the same direction do better in research

23% more profit

That is the gap large-scale research finds between the most and the least engaged teams. That link says nothing yet about your organisation. Which is why we start with a baseline. Source: Gallup, Q12 meta-analysis (2024).

See the research →

23% more profit

See the research →

23% more profit

See the research →

18% more productivity

The gap between the most and the least engaged teams, measured in sales. A link found in research, not a promise. Source: Gallup, Q12 meta-analysis (2024).

See the research →

18% more productivity

The gap between the most and the least engaged teams, measured in sales. A link found in research, not a promise. Source: Gallup, Q12 meta-analysis (2024).

See the research →

18% more productivity

The gap between the most and the least engaged teams, measured in sales. A link found in research, not a promise. Source: Gallup, Q12 meta-analysis (2024).

See the research →

5.4% sickness absence

That was the Dutch average for the whole of 2025. Every percentage point less shows directly in your result. Source: Statistics Netherlands (CBS), sickness absence 2025.

See the research →

5.4% sickness absence

That was the Dutch average for the whole of 2025. Every percentage point less shows directly in your result. Source: Statistics Netherlands (CBS), sickness absence 2025.

See the research →

5.4% sickness absence

That was the Dutch average for the whole of 2025. Every percentage point less shows directly in your result. Source: Statistics Netherlands (CBS), sickness absence 2025.

See the research →

Colleagues talking during a working session

THE MPLOY PERFORMANCE SCAN

In black and white: where your organisation leaves performance on the table

The Performance Scan puts side by side what leadership wants, how the organisation is set up and what employees experience every day. Within four to six weeks the Performance Index shows where ambition, culture and structure are out of balance and where the biggest gains are. You get a concrete plan with it, and every quarter we measure how things are moving.

Performance = Potential – Interference

7.9

Ambition

6.8

Culture

7.5

Structure

Measure

We talk to leadership, hold a working session with HR, have confidential conversations with a cross-section of employees and send a short questionnaire to everyone. The questionnaire is anonymous, the conversations are confidential.

How we measure →

Measure

How we measure →

Measure

How we measure →

Make visible

All outcomes come together in one dashboard. The Performance Index shows how the organisation is set up, and for each pillar you also see what employees experience. Your consultant walks the management team through it and explains what the numbers mean for you.

What you get to see →

Make visible

What you get to see →

Make visible

What you get to see →

Action

Together we choose the two or three points where the biggest gains are and turn them into a plan. Every quarter we measure again, so you can see how things are moving.

What we set in motion →

Action

Together we choose the two or three points where the biggest gains are and turn them into a plan. Every quarter we measure again, so you can see how things are moving.

What we set in motion →

Action

Together we choose the two or three points where the biggest gains are and turn them into a plan. Every quarter we measure again, so you can see how things are moving.

What we set in motion →

View the Performance Scan

AMBITION, CULTURE AND STRUCTURE

Three pillars, one whole

We believe the difference between an organisation that performs on average and one that flies rarely lies in the strategy. It lies in whether ambition, culture and structure reinforce each other. When those three are right, work becomes easier and faster. The Performance Scan shows where that is not yet the case.

Ambition

Where do we want to go? Are the goals clear, and does everyone know what they mean for their own work?

Ambition

Where do we want to go? Are the goals clear, and does everyone know what they mean for their own work?

Ambition

Where do we want to go? Are the goals clear, and does everyone know what they mean for their own work?

Culture

How do we work together? Is there trust, room to collaborate and leadership that sets the right example?

Culture

How do we work together? Is there trust, room to collaborate and leadership that sets the right example?

Culture

How do we work together? Is there trust, room to collaborate and leadership that sets the right example?

Structure

How are we organised? Do roles, processes and meetings move the work forward, or do they hold it back?

Structure

How are we organised? Do roles, processes and meetings move the work forward, or do they hold it back?

Structure

How are we organised? Do roles, processes and meetings move the work forward, or do they hold it back?

Our approach in four steps

We start from your company's strategy, not from isolated HR questions. From the scan we work step by step towards a targeted approach and an improvement you can measure.

01

Getting acquainted

Where do you stand, what is going on and where does performance leak away? We sharpen what leadership wants to achieve.

01

Getting acquainted

Together we map where you stand and what is going on. Along the way we sharpen what leadership wants to achieve in the coming years.

01

Getting acquainted

Together we map where you stand and what is going on. Along the way we sharpen what leadership wants to achieve in the coming years.

02

Scan and insight

In four to six weeks, the Performance Scan maps Ambition, Culture and Structure and shows where things get stuck.

02

Scan and insight

In four to six weeks the Performance Scan maps Ambition, Culture and Structure, so it becomes clear where things get stuck.

02

Scan and insight

In four to six weeks the Performance Scan maps Ambition, Culture and Structure, so it becomes clear where things get stuck.

03

A targeted approach

Together we choose where the biggest gains are and make concrete agreements on them, for leadership, culture and structure.

03

A targeted approach

Together we choose where the biggest gains are and make concrete agreements on them, for leadership, culture and structure.

04

Execute and adjust

We carry out the plan together with you and measure again every quarter. That way you see how things are moving, and we can adjust in time.

04

Execute and adjust

We carry out the plan together with you and measure again every quarter. That way you see how things are moving, and we can adjust in time.

WHAT IT DELIVERS

What's in it for leadership?

What you are left with is not a thick report but a clear picture of where your organisation strengthens the strategy and where it holds it back, and a plan with two or three points to work on first. Every quarter you see how ownership, absence and collaboration are developing.

More ownership, faster execution

Teams know what the strategy asks of them. Decisions sit where the knowledge is and plans get off the page faster.

More ownership, faster execution

Teams know what the strategy asks of them. Decisions sit where the knowledge is and plans get off the page faster.

More ownership, faster execution

Teams know what the strategy asks of them. Decisions are made by the people who know most about them, so plans get off the page faster.

Signals before people leave

You see in time where workload, leadership or collaboration starts to pinch. At the baseline we record turnover and absence, so a year later you can see what has changed.

Signals before people leave

You see in time where workload, leadership or collaboration starts to pinch. At the baseline we record turnover and absence, so a year later you can see what has changed.

Signals before people leave

You see in time where workload, leadership or collaboration starts to pinch. At the baseline we record turnover and absence, so a year later you can see what has changed.

Better collaboration, visible progress

The management team and the teams pull together again. Because we measure every quarter, you see how things move and we discuss what that means.

Better collaboration, visible progress

The management team and the teams pull together again. Because we measure every quarter, you see how things move and we discuss what that means.

Better collaboration, visible progress

The management team and the teams pull together again. Because we measure every quarter, you see how things move and we discuss what that means.

Where do you stand?

Every stage of growth leaks in a different place

With 40 employees the pinch points are different from those at 300. Choose the situation that looks most like yours and read what the Performance Scan can do for you there.

Founders (25 to 75 employees)

You built the company yourself. Now it has to run without you as well.

Founders (25 to 75 employees)

You built the company yourself. Now it has to run without you as well.

Founders (25 to 75 employees)

You built the company yourself. Now it has to run without you as well.

Growing organisations (75 to 250)

There is an MT and a clear ambition. Yet the direction doesn't land everywhere.

Growing organisations (75 to 250)

There is an MT and a clear ambition. Yet the direction doesn't land everywhere.

Growing organisations (75 to 250)

There is an MT and a clear ambition. Yet the direction doesn't land everywhere.

Larger organisations (250 to 500)

Several departments, a works council and sometimes an investor at the table. Steer on the people side the way you steer on the numbers.

Larger organisations (250 to 500)

You have several departments, a works council and sometimes an investor at the table. Then you want to steer the people side as well as you steer the numbers.

Larger organisations (250 to 500)

You have several departments, a works council and sometimes an investor at the table. Then you want to steer the people side as well as you steer the numbers.

International (NL + another EU country)

One organisation in two countries. Are you heading in the same direction?

Read more for international organisations

International (NL + another EU country)

You are one organisation, working in two countries. Are you on the same course everywhere?

Read more for international organisations

International (NL + another EU country)

You are one organisation, working in two countries. Are you on the same course everywhere?

Read more for international organisations

Together, more than 25 years of experience with growing organisations

Who is behind Mploy?

Sylvia works with boards and management teams on leadership and a culture that fits the strategy. She makes sure change sticks and that teams visibly start to perform better.

Sylvia Houwers · Co-founder, leadership and culture

Jonathan helps owners and boards translate their strategy into structure, roles and rhythm. He is responsible for the Performance Scan and the quarterly measurements.

Jonathan helps owners and boards translate their strategy into a clear structure, well-defined roles and a steady rhythm. He is responsible for the Performance Scan and the measurements that follow every quarter.

Jonathan Toebes · Co-founder, strategy and structure

Joen helps boards translate the organisation's course into a clear positioning and a sales and marketing approach to match. With more than twenty years in recruitment, sales and marketing, he knows how to align commercial ambition with the people who have to deliver it.

Joen Meis · Senior Advisor, positioning and commercial strategy

Jolieke helps organisations communicate strategy and change in a way that employees understand what is being asked of them and get on board. She brings more than twenty years of experience in internal and corporate communications from companies such as Mars, Essity and Coop.

Jolieke van der Rest · Senior Advisor, internal and corporate communications

Read our story

Insights for growing organisations

Articles on performance, culture and leadership, and on how to make better use of your organisation's potential.

Find out where your organisation leaves performance on the table

In a half-hour introduction we show how the Performance Scan works and what it can deliver for your organisation. You talk directly to one of the founders.