Our Approach

Methodology and professionalism

Stiller Hughes Consulting delivers rigorous practices based on extensive experience and the leveraging of practice-based research.

We offer the advantage of direct access to latest thinking, academic research, and global expertise through our close working association with Robertson Cooper Ltd. Professor Cary Cooper, co-founder of Robertson Cooper Ltd, has been voted the sixth most influential “Thinker in HR” by Personnel journal in 2009.

Our benchmarks are across-industry as well as specific for the public sector, private sector, managerial and professionals. Our benchmark data provide:

clarity in the areas that really matter for each organisation
an external perspective on organisational issues
a scientific viewpoint on concerns around generational differences, risks associated with work/life balance, and the impact of work relationships.

Qualifications

Stiller Hughes Consulting professionals have relevant Master’s level qualifications and many years’ experience across a variety of industries. The mix of broad experience and academic rigour provides the foundation for delivering real, measurable results.

Measuring performance

At Stiller Hughes Group, we actively use measurement and feedback loops to check that we are obtaining meaningful results from our programmes. We use both hard and soft measures to show attainment of organisational goals.

In addition to measuring changes in key organisational metrics, Stiller Hughes Consulting employs scientifically validated psychometric tests to measure changes in individuals for factors that relate to the objectives of the programme. For example, one programme showed a significant:

increase in participant goal attainment
decrease in participant depression, anxiety and stress
increase in participant work satisfaction.

The recommendations and approaches used by Stiller Hughes Consulting are underpinned by academic and organisational evidence, which make for a strong business case.

For example, using the ASSET tool and implementing recommended changes have led to a 25 per cent reduction in absence due to illness and substantial increases in commitment within two years (see Case Studies ).

We are also able to demonstrate the superior financial benefits of using an integrated wellbeing and engagement approach compared to a discrete intervention, such as an assessment centre.