We work with clients to tailor solutions for their organisation, identifying their goals and understanding their culture; using our experience and expertise to allow them to make a tangible difference to the capability of their staff and the success of their business.

There are substantial business benefits that result in cultivating an environment where staff feel valued, are recognised for outstanding performance and are developed as individuals. We have enabled businesses to reduce sickness and attrition significantly below industry standards, whilst achieving both internal and external recognition for the innovative strategies we have implemented, including European Call Centre of the Year, Age Positive Employer Champion and Investors in People.

Most recent projects have included the definition, design, promotion and successful implementation of:

  • Performance Management Strategies and Programmes
  • People Management Strategies
  • Work-life Balance & Flexible Working Strategies
  • Learning and Development Strategies
  • Wellbeing and Stress Management Strategies
  • Coaching Programmes
  • Career Skills Development Programmes
  • Workplace Wellbeing Charter
Under UK law, employers have a legal duty of care to ensure their employees are not harmed by work-related stress. They also have a duty to assess the risks arising from hazards at work, including stress. To help organisations meet these duties, the Health and Safety Executive introduced Management Standards and guidelines on work-related stress. We run a variety of Stress Management programmes for both managers and staff, which focus not only on the causes, signs and symptoms of stress, but also cover a range of practical coping strategies.

The personal and business impact of not achieving a good work-life balance is very real - people who are under an immense burden, just donít perform to their best. Research has shown that organizational performance suffers where people are struggling to maintain the balance between work and their home life. The common factor in all work-life balance solutions is that they recognize the different needs of different people.

Finding and keeping the right people can be a real challenge for many organizations. The performance of all staff is maximized by the creation of a progressive, high performance and innovative environment, developing talent and capability, identifying and fulfilling potential, championing a climate of self-development. Through a robust and effective Performance Development process, performance and business objectives are focused to develop the personal skills of staff in line with the future needs of the business. Progressive organizations are keen to promote flexible working and other wellbeing initiatives, recognizing the value and benefits this brings to the business, in terms of staff loyalty, reduction in sickness and attrition and higher productivity.


I wanted to write to thank you for your input on Performance Management and Coaching.

The Performance Management materials have enabled us to have conversations with our staff that would not previously have taken place. The performance wheels were highly effective in identifying targets which were personalised and meaningful. This in turn has led to staff having a greater desire to achieve their targets to the full, rather than simply because they know they have to. The wheels also provided an effective vehicle for teachers to have a better understanding of the professional standards document which is an unwieldy document.

The Coaching sessions were also extremely useful. We have not used them as part of our Performance Management process because we wanted the staff to dictate the content of the sessions. However, they have provided our staff with the confidence to take greater ownership of their performance and more importantly, what they need to do in order to improve it. Thanks again for your support. Yours sincerely

Adrian Martin, Headteacher Greasby Junior School

I have been fortunate to work with Rachel over the past year, on two projects. The first was to develop materials for school staff performance management; the second was to attempt to improve my own performance through one-to-one coaching.

The materials for performance management have been very effective in ensuring that school staff have a well defined role in reflecting on and developing their targets. These targets clearly relate to the aims of the school, whilst giving direction to staff which leads them to reflect on their own professional development goals. The structure and content of the documentation also encourages staff to clearly envisage the importance of HOW they meet their targets, thus reinforcing the vision and values
of the school.

As a trained coach, I have had the privilege of experiencing at first hand the transformational power of coaching for professional development for staff. However, until working with Rachel, I had not had a recent opportunity to be coached myself. Presently, I have one coaching session with Rachel each academic term. These one-to-one sessions have been invaluable in enabling me to meet the goals I have chosen to work on, in a short time frame. Rachel is extremely skilled in using coaching to identify how I can move forward to meet my goals, motivating me to overcome barriers in creative ways that have truly enhanced the way I work.

Margaret Jackson, Head Teacher, Ladymount Primary School

“Sarah Jones has worked with me at Liverpool PCT for approximately 3 months, to develop a Workplace Wellbeing Charter for Liverpool City Region businesses. It has been a pleasure to work with Sarah who I have found to be hardworking, professional and productive.  She is able to fully interpret the requests that I have made and turn them into tangible products. The PCT has been delighted with the work she has produced.”

Joan Brookman, Head of Stakeholder Engagement, Liverpool PCT, NHS .

“Having decided to develop and implement a suite of  tools, designed to improve associate Well-being and manage workplace stress, (policy/risk assessment/training for line managers) Sarah supported this objective by providing a full day of training to myself and Personnel/Occupational Health colleagues. The course was extremely informative and covered a broad range of data pertaining to the causes and effects of Stress. Sarah's style of delivery encouraged much interaction and debate, and her expertise meant that all of our questions were given qualified answers. From the information provided, I have been able to develop a Well-being programme that I am confident will meet our business objectives.

Christine Holloway, HR Manager, Bentley Motors

"The Wellbeing Programme has worked with Merseyside Fire and Rescue Service to develop a bespoke training programme that meets health and safety requirements for the Stress Risk Assessment process. Rachel and Sarah have been extremely adaptable and flexible in ensuring the training met our specific requirements.

The course they developed for us has received consistently positive feedback, and transformed the way in which we conduct Stress Risk Assessments across the organisation.

The Wellbeing has also delivered a number of Wellbeing workshops and taster sessions in support of local and national health initiatives such as Stress Awareness Day. These have been very popular and well attended, and we hope to work with Sarah and Rachel again in the future. "

Paul Blanchard-Flett, Occupational Health Services Manager, Merseyside Fire & Rescue Service

“Often the difference between a successful man and a failure is not one’s
better abilities or ideas, but the courage that one has to bet on his ideas,
to take a calculated risk – and to act.”

“Get a good idea and stay with it. Do it, and work at it until it’s done right”.