If You Don’t Know How Engaged Your People Are, I’ll Help You Find Out

Refining Your Employer Value Proposition

Many leaders sense something’s off - low energy, high turnover, poor innovation - but don’t know how to diagnose it. That’s where I come in.

I help organisations uncover what truly motivates their people, and what’s quietly driving them away. Through conversations, analysis, and a framework built on what truly engages people at work, I help you:

Understand current engagement levels
Identify what would make the biggest difference
Measure meaningful change, not just survey scores

This isn’t about benchmarking against the average. It’s about becoming the best version of your organisation, by listening to the people who know it best.

We Should Talk If…

There’s uncertainty or change in the organisation - and you need to know how committed and bought-in people are
You’re spotting red flags like higher turnover or declining performance - and want to understand what’s behind them
You’d like people to do new things or behave in different ways - and need to know if they understand the benefits
You want to better support initiatives like wellbeing or inclusion - and need to know if you’re hitting the mark

What I Offer

1) Deep Discovery
We start with conversations, not just surveys. I design inclusive sessions, interviews, and reviews that surface what really matters to your people.
2) Insight and Analysis
Using those insights, I help shape a clear, compelling EVP that reflects where you are now, and where you want to be.
3) Actionable Reporting
You’ll get a clear portrait of what matters most, what to do now, and how to keep listening. Plus, the metrics that show whether it’s working.

And to all of this, I bring experience across many industries - getting to the heart of issues without accepting the obvious answers.

What you’ll get:

Engagement map / EVP summary / Action plan / Metrics dashboard

Pricing Guide

Up to 100 people: £2,000–£4,000
Up to 250 people: ~£6,000
Up to 500 people: ~£8,000

Ready to Make Engagement Your Advantage?

If you know engagement is critical to your success, let’s talk. I’ll show you how we can uncover what matters—and what to do next.

Book a free - no-obligation - discovery chat or explore our introductory offers.

Explore our Introductory Offers

CASE STUDY: Manufacturing

This manufacturer wanted to understand levels of engagement in their organisation. Ultimately, they wanted to improve engagement to unleash performance.

We started with a traditional engagement survey, inheriting a question set and scoring methodology that they had run for many years.

This gave us a picture of engagement, by key topic, and by geography, function and other demographics.

But we went further than this, and explored deeply the sentiment that was expressed in the survey: what people said, how they said it and how this linked to the other themes that we were hearing.

It was this sentiment that enabled us to make sense of why people felt as they did, and the key actions that we could recommend to improve engagement.

And we took that further still with targeted and bespoke listening to gain a much richer understanding of areas of particular interest.

Equipped with this insight the business could implement change, react to specific needs and desires of the workforce.

This lead to an 8% increase in engagement scores, while over the same period profit increased by 4%.

CASE STUDY: Public Sector

This public sector organisation knew already that their staff were under strain. They knew how, but they didn’t know why, so it was hard to see where to start. Here’s how I helped.

Initially, they ran a survey that started to identify causes for the stress. Namely, unrealistic expectations, not enough time or resources, not the control people would like over their work.

But … that sounds like a lot of organisations. It didn’t help them understand their own situation and what specifically they need to resolve to ease the pressures.

I conducted a series of focus groups, based on the initial findings, probing deeper into the reasons why these pressures are felt.

Some were standalone issues. Like IT systems implemented in a piecemeal way rather than viewed collectively. There was an opportunity to gain a lot of efficiencies there.

But I was also able to link ideas and show how pressure builds.

There were financial pressures, and they were heightened because the client group, post-Covid, now demanded more. That meant there was more change, more often. It also meant that, outside of their specialism, people’s roles were getting broader. They feel like experts less often.

And that brings us to the crux. They are totally committed to serving their clients, but feel less able in time and confident in skills to do so.

And, when everyone else is the same boat, it wasn’t OK to say “no”, because you’d possibly be letting those clients down.

There is nowhere for the pressure to go.

For all of the findings I developed an action plan to address each point, with clear next steps and a RAG rating of the Ease / Time / Cost of each action.

On the very specific point about not wanting to speak out, it needed a clear leadership message that however much you want to support clients, you can’t be nearly as effective if you’re stressed. It’s OK to ask for help.

The message was clear: You need to put your own oxygen mask on first.