Our mantra of people, performance and results is at the heart of our consulting practice. We provide solutions, which make a difference to business performance and results. Every consulting assignment is different but most are characterised by change, impact and projects that make a difference.
Our consulting projects have included a major culture change programme for a public sector organisation; an employee engagement survey for a US fund manager; a post-merger integration conference for a specialist telecoms provider; a new bonus scheme for a pharmaceutical marketing agency; development and implementation of a performance management scheme for an operational consultancy; an audit of compensation programmes for a Sovereign Wealth Fund; outsourcing of HR services for a major pension provider and the development of organisational values for a Care provider.
We work in partnership with our clients to optimise performance, diagnose and solve problems and address a wide range of challenges. Our solutions are tailor made for individual clients and are designed specifically to work within the context and culture of the client’s organisation.
At the initial consultation phase we listen carefully to what our clients want to achieve and agree a proposal that is clear and measurable and which outlines the desired results. We then agree a fixed fee for the work and deliver against the specification. The consultants you meet in the diagnosis and planning stages will be the people who do the work. We do not hand off work to less experienced colleagues.
In general, our consultants are experienced executives who have operated at board level and held senior positions in organisations. They have also operated as consultants both within organisations and as independents and have a strong, pragmatic focus on delivering results.
We can work on a retained basis providing ongoing support to organisations in areas such as HR management, talent development and managing performance, at a frequency required by our clients.
In our approach to coaching we advocate strongly for a focus on performance and results. There may not always be specific economic measurable outcomes from coaching, although often there are, but we do believe that each coaching assignment should be reviewed on completion of the assignment.
We were asked by the Head of HR for a publicly quoted insurance company to review the coaching that had been undertaken over the previous few years. We developed a methodology that he was comfortable would work within the organisation. It consisted of an online questionnaire for all coachees and their line managers, followed by a structured interview with the coachees and line managers based on the findings from the survey.
We took what we had found from the survey and interviews and developed a report that included observations and recommendations for the next stage in the development of coaching within the company.
Some key findings were:
- 36% of coachees strongly agreed and 64% agreed (100% in total) with the statement ‘I gained real value from the majority of coaching sessions that I had with my coach’
- 73% agreed or strongly agreed with the statement that ‘My coaching experience added real economic value to the company, most likely in excess of the cost of providing a coach’
- The vast majority of coachees believed that their confidence, decision making and influencing skills were improved as a result of coaching.
- 33% of line managers strongly agreed and 67% agreed with the statement ‘Given the opportunity, I would authorise coaching for other members of my team to enhance their effectiveness’.
As coaches ourselves we learned much from our work in this area and we work hard to build best practice into our own coaching practice.