Nearly every team page contains the same three claims. The people are the greatest asset. The culture is collaborative. Everyone is passionate about what they do. None of it is false, and none of it tells a reader anything they could repeat to someone else.

A team page has a practical job. It tells a customer who will handle their work, a candidate whether they would fit, and a supplier who has authority to sign. Write for those three readers and the fog clears quickly.

Decide what the page is for

Team pages try to do too much: recruit, reassure customers, show culture, list every employee. Pick a primary purpose and let it shape the page. If recruitment is the aim, write about the work and how it is organised. If customer confidence is the aim, write about roles and responsibilities.

You can serve the second purpose with a sentence, and the third with a link. A page that tries to do all of it usually achieves none.

Lead with what the team does together

One paragraph on the group, not the individuals. What work does this team take on, for whom, and how is it organised? Four engineers covering the north, with one on call each week is more informative than a talented group of professionals dedicated to excellence.

Include the size, the locations, and the split between disciplines. These are the facts a reader uses to judge whether the team can handle their job.

Describe roles by outcome

A job title tells a reader very little. A sentence about what the person is responsible for tells them almost everything.

  • Operations lead: keeps the warehouse running and decides what happens when a delivery is late.
  • Account manager: the person who answers your email, and the one who knows your history.
  • Technical director: signs off any specification that involves structural work.

Write each description in the present tense, use the words a customer would use, and keep it to one or two sentences. If the role is hard to describe without jargon, that is worth knowing.

Let the work speak instead of the adjectives

Instead of describing someone as detail-oriented, mention the thing they caught. Instead of saying the team is experienced, name the years in the trade or the type of project they handle most often.

A short line per person about a specific piece of work is enough: rebuilt the returns process after the 2023 backlog, or runs the induction for every new site crew. It reads as evidence rather than self-description, and it gives a candidate a real sense of the job.

Readers believe a team page that contains facts they could not have guessed from the job titles.

Use personality with a limit

A little humour makes a page human. One line per person, at most, and only if it is true and does not undercut competence. The person who runs the Thursday quiz is a detail a colleague remembers, not a substitute for knowing what they do.

Avoid in-jokes, nicknames that need explaining, and anything that depends on knowing the office. Readers outside the team are the audience.

Handle distributed teams honestly

If the team works remotely, say how that works in practice: where people are based, how handovers happen, what time zones are covered, when someone is physically on site. Remote is not a selling point on its own; the reader wants to know whether it affects their job.

For customer-facing pages, name the person who will actually answer the phone and where they are. A page full of faces in four countries can leave a local customer wondering who turns up.

Choose photographs that support the text. Consistent framing, plain backgrounds, and faces that are recognisable at small size. Avoid heavily staged group shots where nobody is doing any work. A photograph of someone at their actual desk, even an untidy one, does more than a studio portrait against grey.

If people do not want their photograph published, respect that and use initials or a simple illustration. A page where three people are missing looks worse than a page that uses a consistent alternative.

Keep it accurate

Team pages rot faster than any other page. People leave, roles change, and the page quietly becomes a record of a company that no longer exists. Give it an owner and a review date every six months.

When someone leaves, remove them the same week. A former employee still listed as your account manager is a small error with a large effect on trust.

  • Primary purpose of the page stated
  • Team size, locations, and disciplines
  • Every role described by responsibility
  • One specific piece of work per person
  • One human detail, no more
  • Remote arrangements explained
  • Photographs consistent and current
  • Owner and review date set

Then read the page as a customer with a problem. Can you tell who would handle it, and how to reach them? If the answer is yes, the page is doing its job, and nobody will miss the phrase about the greatest asset.