The coaching, delivered inside your organisation
This is the delivery detail: formats, slot lengths, logistics, reporting and what a rollout involves. If you are still weighing up whether to offer coaching at all, start with the employer overview.
Four components, mixed to fit
Nobody has to buy all four. Most start with workshops and clinics, then add the rest once take-up is proven.
Workshops
Live group sessions on a named topic, with room for real questions.
One-to-one clinics
Confidential individual slots, booked by staff themselves, on site or online.
Manager briefings
A short session on spotting strain early and responding well.
Pressure-point support
Coaching attached to the moments that trigger it: promotion, leave, restructure, retirement.
Formats people will give up a lunch hour for
Sessions are live, not recorded modules nobody finishes: a worked example on screen, room for questions, one thing everybody can do that week. Slides go out afterwards.
Attendance is voluntary and never reported by name. People do not turn up to money sessions their manager is watching.
- Lunch and learnOne topic, one takeaway, over a lunch break.
- Half-day intensiveWorkbook-led, smaller group, a plan started before anyone leaves.
- SeriesLinked sessions across a quarter, so the habit topics get a second look.
- Team sessionsTailored to a group: shift workers, graduates, people near retirement.
A lunch-and-learn runs to the lunch hour; a half-day intensive to the morning or the afternoon. On site we need a room that seats the group with a screen we can plug into, ideally away from the main floor. Online we will use your platform or ours. Group size is agreed at scoping. The smaller the room, the more questions people are willing to ask.
- Making a budget survive a real month
- Your payslip, tax code and deductions
- Your workplace pension: contributions, matching, what to ask
- Getting on top of debt in a sensible order
- Building a buffer when there is nothing spare
- Preparing for a pay or progression conversation
- The last five years before retirement
Topics follow what your people are actually asking about. No product is mentioned, promoted or sold in any session.
The part that changes individual outcomes
Workshops give people permission to think about it. Clinics are where somebody actually sorts something out.
A clinic day is a block of individual slots. Staff book directly with us, not through HR or a manager, and what they discuss stays between them and the coach.
A slot can be a single conversation or the start of a longer programme, funded by the employer or continued privately. Both routes are agreed before the day.
- Slot lengths
- A full session is 60 minutes, with shorter triage slots for people who want one question answered. How many run in a day is set with the schedule.
- Booking
- Staff book through a link we provide: no manager approval, no HR inbox. HR sees slots filled, never names. Booking opens with the launch communications, and allow four to six weeks from a signed agreement to the first clinic day.
- On site or online
- On site needs one private room with a door that closes, away from the main floor. We cover London and the South East as standard and travel further by arrangement. Online is UK-wide and suits multi-site and hybrid teams.
- Frequency
- Monthly or quarterly. Take-up peaks in the weeks after a workshop or a pay announcement.
- Accessibility
- Slots are arranged around shift patterns and part-time hours. Tell us what somebody needs: captions, an interpreter, materials in another format, and it is arranged before the day rather than apologised for afterwards.
Managers notice first
A short session for line managers, run separately from the staff programme. What financial strain looks like at work, how to open a conversation without prying, and where to point people, including free services that have nothing to do with us.
It is explicitly not training to coach their own team. The line between a supportive manager and someone carrying a problem they cannot hold is the most useful part of it.
Support at the moments that need it
- Onboarding: pension choices, benefits, a first payslip that makes sense
- Promotion or a pay change: what actually lands, and what it changes
- Restructure or redundancy consultation, alongside the formal process
- Parental leave, long-term sickness or a phased return
- The last few years before retirement, while there is time to plan
Anonymised, aggregated, and nothing else
Read this part twice: it decides whether anyone uses the service. Confidentiality is in the agreement, not offered as a courtesy.
A written report every quarter, in the same format each time so you can put two side by side, plus a fuller review once a year that looks at the whole picture and what to run next. Themes from any group smaller than 5 are suppressed entirely.
You receive
- Slots offered, booked and attended
- Workshop attendance by session, not by person
- Broad themes, grouped so no group is small enough to identify
- Suggestions for what to run next
You never receive
- Names of who booked or attended
- Anything discussed in a session
- Notes or figures belonging to an individual
- Anything that could identify a person by team or role
Not a second version of your EAP
Most organisations already pay for something in this territory and are right to ask what is different. An employee assistance programme is built for crisis: a helpline, a few sessions, reactive by design. Coaching is the opposite shape: proactive, sustained over months, aimed at people who are coping but stuck. A pension provider’s sessions explain that scheme, and stop at the edge of it; coaching starts from the whole picture.
In practice the three route people to each other. We point staff back to the EAP where the need is clinical, to their provider for scheme specifics, and to free independent services where those fit better. The employer overview covers the case for offering it.
How a programme gets off the ground
The failure mode for workplace wellbeing is a launch email nobody opens. This sequence exists to avoid it.
Scoping conversation
Headcount, sites, shift patterns, what you already offer and what prompted the question.
Shaping the programme
Which components, which topics, what cadence. A written outline before anything is booked.
Agreement and boundaries
Confidentiality, data handling and reporting agreed in writing, so both sides can describe the limits accurately.
Launch communications
We supply the wording. It has to come from a name people trust internally, and say plainly that nothing is reported back.
First sessions
An opening workshop, then clinic slots while interest is warm. Booking takes under a minute.
Review and adjust
Anonymised reporting, a short review, a decision on what runs next. The first round usually rewrites the second.
Contracting is deliberately dull. A written agreement covering scope, fees, confidentiality and data processing is signed before anything is delivered, and we are happy to work on your paper. Fees are quoted per programme after the scoping call and invoiced monthly in arrears on 30-day terms. Allow four to six weeks from signature to the first session.
What your people receive
A workplace programme is these two services, delivered through you.
Things people ask before they get in touch
How small can an organisation be and still make this work?
There is no minimum headcount. Small teams tend to prefer online clinics and a short series, since a full on-site day is more capacity than they need; larger sites justify a recurring clinic day. The only thing that changes with size is reporting: below 5 in a group we run the sessions and skip theme reporting rather than risk anyone being identifiable.
Will managers or HR find out who booked a slot?
No. Staff book directly with us, and reporting is limited to numbers and broad themes. We say so in the launch communications, because people reasonably assume the opposite until they are told.
Do sessions have to come out of working hours?
That is your call, and it is the biggest single factor in take-up. Programmes that allow attendance during paid time see far more of it. Otherwise we run slots around shift patterns and offer evening options.
Are any financial products discussed or promoted?
None. No product is named, promoted or arranged in a session, and we have no commercial relationship with any provider. Where somebody needs a specialist or a free debt charity, we point them there.
Let us design the first quarter together
A scoping conversation costs nothing and produces a written outline you can take to whoever signs it off.