A leading global commercial real estate organisation was alarmed by cultural challenges on a key account. Top of their concerns were employee's health, engagement and the resulting performance.

A global professional services firm recognised that it needed to increase the bench strength of its succession pipline to meet the company's growth ambitions, while maintaining its culture and values.

A Housing Association had a rigid approach to performance management, focused on narrow objectives, ignoring wider contributions and was not suitable for operational roles. The process for performance management was not fit for purpose and the managers did not have the skills or confidence to have honest or engaging performance and career conversations.

A facilities management firm was investing in a talent programme for emerging leaders to support the transition from technical competence to manager of others. However, only 10% of learners were achieving the ILM3 Institute of Leadership and Management qualification in leadership and management.

Cadent Gas wanted to lead the industry and shape the future of gas as a best-in-class operator. To achieve this ambition it required a radically different target operating model to impact customers, communities and the environment.

A global insurance company with operations across EMEA, Americas and AsiaPac sought to identify and develop emerging talent across the Group (7-10 years proven career success) to meet the future capability and talent needs of the organisation.

Following a promotion into an executive role, a managing director of a global commercial real estate and facilities management firm wanted support in making a successful transition.

Cadent Gas is a gas distribution company that owns, operates and maintains the largest natural gas distribution network in the United Kingdom, transporting gas to 11 million homes and businesses across England. With a rich heritage that can be traced back as far as 200 years, Cadent Gas looks after 82,000 miles of gas pipes. The company is powered by nearly 6,000 employees.

Re-imagine. Re-engage. Re-emerge. To thrive in these uncertain times, our three-step model will help you reflect and plan for your career moving forward.

The global health crisis and recent geopolitical events have tested humanity's resilience, inspiring many amidst significant stress. Psychologists at Peoplewise have researched "positive resilience," emphasising not just coping but thriving. Supported by seven pillars—purposefulness, perspective, control, connectedness, growth, coping, and wellbeing—positive resilience enables effective navigation of challenges.

Our networks provide us with emotional and tangible support which in turn shapes how we think about things. Positive relationships and supportive environments at work as much as at home have a worthy role to play in building individual, team and organisational resilience.

When it comes to thriving, leaders need to forget the bounce-back and start role modelling the bounce forward.

Our client needed to identify, nurture and grow its talent pipelines to meet the challenges of climate change, carbon reduction and bio-diversity. Not to mention ownership and development of a G7 country’s critical transport infrastructure.

Going into the next phase of its evolution, a renewable energy company wanted to identify the future people capabilities to deliver sustainable growth, combat climate change and create a net zero future.

Following the roll-out of a new business model, a bespoke leadership development programme was designed and delivered for a critical operational population within an engineering business.

The non-executive board of directors of a government organisation challenged the leadership team to identify the people skills to deliver longterm return on investment.

Our global commercial real estate management won a large contract with a FTSE 100 company. The partnership included the TUPE transfer of over 2,000 employees across 700 sites. As well as commercials and customer service, critical to the success was the effective cultural integration of the transferring employees, including care for their psychological safety and well-being.

A large UK utilities company came to us with a tough, strategic problem. To prepare for entering a new regulatory cycle, it needed to deliver a radical transformation in its approach to talent management to achieve a step change in customer, operational and financial performance.

Complexity and uncertainty can make us anxious. The world we live in is increasingly both. Between a cost of living, political and economic uncertainty, strained public services, a climate emergency, and heightened worry about our future, no wonder our mental health is under strain. This is creeping into our work lives too.

We've all experienced the feeling of being overwhelmed or unmotivated when it comes to achieving our goals. Whilst many factors can help or hinder us, as psychologists we know the best place to start is developing the right mindset. Doing so will allow you to tackle any goal you’re working towards.

Organisations often rely on past performance to select leaders, yet research shows this approach is flawed as success in one role doesn't guarantee success in more complex positions. Peoplewise’s PsyCap Potential™ offers a forward-looking approach, helping organisations identify talent and navigate challenges moving away from past performance assessments.