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  • Optimising positive resilience to enable a global organisation to flourish

    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.

  • Developing high potential leaders to create a ‘ready next’ talent pipeline

    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.

  • Powering performance through skills training

    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.

  • Leadership development programme for new managers

    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.

  • Developing intrapreneurial leaders to fuel business transformation at Cadent Gas

    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.

  • Developing leadership potential through business simulations

    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.

  • Springboard to success within a global facilities management firm

    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.

  • Predicting and selecting the best early careers talent at Cadent Gas

    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.

  • Redefining your career trajectory

    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.

  • Navigating adversity: the power of positive resilience in a complex world

    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.

  • Encouraging people to look to connections can make your organisation stronger

    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.

  • A positive new dawn for leadership resilience

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

  • Strategic talent pipelining at a transport and infrastructure organisation

    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.

  • Nourishing organic talent pipelines at a renewable energy firm

    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.

  • Leadership Development Programme

    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.

  • Constructing people capabilities for strategic success at a government company

    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.

  • Uniting a commercial partnership with a shared vision, values and culture

    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 better way to assess high-potential talent

    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.

  • 3 Things leaders can do to support employees with anxiety

    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.

  • 3 Psychological Tools to Stay Motivated and Achieve your Goals

    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.

  • What most organisations get wrong about predicting leadership potential (and how to fix it)

    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.

Ready to get results?

As a strategic partner, we combine on-demand services and bespoke solutions to meet your organisation’s talent needs.

Contact us to find out more and get started.