In Abraham Maslow's hierarchy of needs, the lowest level consists of basic needs we all have, like air, food and sleep. Once those are met, we begin to move up the hierarchy to higher-level needs, such as safety and esteem.
The same hierarchy applies to the project teams, which are comprised of people with various levels of needs.
We often assume everyone is at a level comparable to ours and our remarks or comments will simply be understood the same way we would understand them. This is not to say the age or experience of project team members is directly related to these needs, as even most experienced members of the team may have gaps in fulfilling their needs.
Whether it's the need of a job or of recognition, all of these needs influence behavior and it's important to be attentive to them. They can influence various project activities and their outcomes, such as meetings, conversations, use of resources, vendor relations, compliance, ethics and fraud.
When organizations recruit project talent, they look at skills and experience as well as personality and cultural fit. But attention should also be paid to team member needs, including those of the project manager, director and sponsor. Doing so can contribute to better understanding of the project environment and the elements that will require special attention.