Returning to the workplace
Following the PMs announcement about returning to the workplace, Liz speaks with BBC News discussing the return to work process and the role leaders will need to take.
Our Model of Excellence
We grow people and their potential. We work with individuals, teams and businesses helping them get clear about what they want and how they can achieve it. We love what we do and passionately believe in the power of the human spirit.
The Aspiring team have become an extension of us. They know our business and they know their stuff. Whether it’s development, organisational change or employee relation advice, the Aspiring team are always on hand. They provide us with sound, forward thinking options that makes my decision making clearer and safer.
Hugo Boss
Liz and Patrick worked tirelessly to get us where we needed to be. They balanced strength, fierce feedback, encouragement and stretch in just the right measure to get us the outcomes we were looking for. A truly commercial and courageous partner for times of challenge and growth.
Knauf
Aspiring are critical partners for the delivery of our People Strategy. Liz and her team are experts in skill development, leadership, employee relations, coaching and change and ensure we always have the support we need - delivered with a pragmatic and commercial approach. Things are just easier with them around!
Crabtree and Evelyn UK
We have had the pleasure of working with Aspiring over the last six months, which happened to be a period of significant flux for the business. I have found their support, in the form of reliable, practical and commercially minded questioning and advice invaluable to my decision making.
Armit Wines
A wealth of experience, peppered with anecdotal stories and role play scenarios, made our sessions highly engaging. Aspiring empowers participants to take their learning forward into every-day life. They are our go-to trainer for people related coaching.
Aspects Beauty
In the news
-
-
15 ‘Head Noises’ in the time of Covid-19
For the past two weeks, I have been noting down some of the head noise that’s going on right now, in this time of Covid-19. I’m sure many will resonate with you all.
-
Right time, right place: (P = P – I)
The first few weeks of the Coronavirus crisis in the UK triggered a familiar response in me… a response I’ve deployed many times before; a response that has seemingly served me well before.
-
Stress and Covid-19
Let’s dive into stress and consider what we know about it and how it’s impacting us in the current Covid-19 world.
-
Covid-19 – Facing the brutal reality
Rob talks us through the reality of Covid-19… “We are incredibly flexible and resilient and even though sometimes will doubt ourselves we all have the capacity to endure the most difficult of situations, to do this we must face reality, because then we are able to plan, innovate and ask ‘What if..?’”
-
MUM IN ISOLATION
An honest account of balancing parenting and work during the Covid-19 outbreak.
-
Asking what Gen Z want is not the right question. Should we even be asking?
Given that the workforce is ageing and we are all set to work way beyond traditional retirement, do we need to move away from pitting Gen Zs against the ‘Okay Boomers’?
-
Mental Health – The Stats
For many of us, we spend more time at work than we do at home. And we know that our environment can have a huge impact on our mental wellbeing. The stats speak for themselves, take a look!
-
10 things to remember at your work Christmas party
Whether you are the life and soul of the party or prefer to sit back and let others take the lead, a work Christmas party is a chance to switch off from the busy year you’ve had and socialise with your colleagues. Here are our tops tips for getting through the party.
-
Helping the dust to settle: ten top tips for tackling survivor syndrome
“Survivor syndrome” describes what happens with those who remain in the organisation after major redundancy programmes. Research shows that the personal and emotional consequences for them can be considerable. This can include feelings of grief and loss for the colleagues who are departing; guilt at having survived; and fear for the future, including anticipation of increased workloads and more lay-offs later.