Human performance
Organisations that perform because their people can
Our Human Performance practice designs the structures, roles, reward and people foundations that let an organisation perform well and keep performing. It applies the science of how people perform to a practical question: how do we organise so that good people can do their best work?
What we help with
Organisation design and operating models
Structures, roles, decision rights and hand-offs designed around how work really flows. This is the core of our advisory work.
Reward and performance
Pay, grading, incentives and performance management that reward what the organisation genuinely needs, at a cost it can sustain.
Reward benchmarking groups
Like-for-like pay data built with employers in your sector. Hospitality is running now, and education is launching.
People foundations
The policies, processes and people structures a growing organisation needs, sized to what you will actually use.
How we think
We see an organisation as a system of levers: structure, roles, decision rights, reward, leadership, culture and climate, capability and the technology people use. Each lever has a setting. Performance comes from the configuration, how the settings combine, and a good configuration is more than the sum of its parts.
That is why we rarely change one lever in isolation. A new structure undermined by old decision rights, or a bonus that rewards behaviour the culture discourages, wastes effort and goodwill. We look at the levers together and design for a performance envelope, the range in which the organisation performs sustainably, then help you keep recalibrating as things change.
Built on the Organisation Maturity Model
Our advisory work runs on the Organisation Maturity Model: 42 people capabilities in six domains, each examined through the same seven evidence lenses. It usually begins with an organisation maturity audit, which gives leaders a shared, evidence-based view of where to focus. Engagements range from that audit to fractional leadership, reward design and whole-organisation change.
For organisations of every size
For a growing business, this might mean a clear structure and pay framework that frees the owner from every decision. For a large or regulated organisation, it might mean an operating model redesign across several entities. The thinking is the same; the scale of the work is fitted to you.
We also have a dedicated offer for schools and school groups. Our flagship projects span education, aviation, defence and global logistics.
Working with our Technology practice
Human Performance and Technology are two equal practices, and you can work with either on its own. Where the work calls for it, our Technology practice can automate redesigned processes and put governance around them, and our integrated systems work brings both together.
Your organisation is the system. Let’s talk about how it could work as one.
Start with a conversation about what you’re seeing. No pitch, and no obligation.
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