Case Studies
Real Challenges, Practical Solutions, Measurable Outcomes.
A selection of real projects from across our HR, recruitment, psychometrics, development, workshop and outplacement work - grouped by service area. Client names are kept confidential.
Browse a cross-section of our client engagements by service area. Each is a real project - we keep client names confidential, but the challenges, approach and outcomes are as delivered.
A Sport and Leisure Charitable Trust needed to appoint a Director of Finance and Corporate Services. This was a senior, business-critical role. They required the rigour of an executive search process but at a cost that worked for them as a not-for-profit charity.
White Cube provided flexible support around a three-stage selection process, with the client using as much or as little support as required, paying only for what was accessed. The role was defined around its technical and behavioural competencies followed by a targeted attraction campaign and structured screening and interview process.
A Global Engineering Contractor running its annual graduate assessment centre wanted to tap into expert external support to help make the selection process robust, fair and consistent. In addition, to prepare both candidates and assessors effectively ahead of the day.
White Cube supported the assessment centre ahead of and during the selection day. Support included an interview-skills training session and assessor briefing to align the panel, plus the design and facilitation of group exercises to objectively measure graduate competencies.
An Industrial Fastenings Supplier needed to recruit a Finance and Administration Manager. They wanted an objective, rigorous process to source and select strong candidates for the role.
White Cube ran a flexible three-stage selection process, with the client charged only for what was used. The role was defined around the technical and behavioural requirements supported by a Belbin Job Profile. This was followed by targeted attraction, structured CV screening, competency-based first stage interviews, and Belbin behavioural profiling of candidates at second interview stage.
A Subsea Engineering Specialist business wanted to improve and standardise the way it recruited. Providing development support for over 20 Line Managers to enable a consistent, professional approach to recruitment. In addition a suite of recruitment documents and supporting materials were developed to help standardise the approach taken across each Manager.
White Cube built a bespoke recruitment toolbox and delivered recruitment and interview skills workshops to help embed the approach into the organisation. The Recruitment Toolbox brought together recruitment templates, Behavioural Interview Questions, Recruitment Processes and a Manager’s Guide. Workshops helped to upskill managers to effectively define roles, advertise and attract candidates, screen CVs and conduct competency based interviewing including a practical practice session.
A Food Processing business wanted to conduct an external review of its overall approach to recruitment. Including job descriptions, employer branding, recruitment advertising, recruitment strategy, systems, policies, induction, learning and development, and retention. The aim was to identify practical opportunities to improve on a cost-effective basis.
White Cube delivered a structured recruitment audit as the first stage. Reviewing what was currently in place, what was working well, where the gaps and priorities lay. This was followed by a findings presentation and detailed report with prioritised recommendations. A ready-made suite of recruitment and HR documentation was made available and adapted to help close some immediate gaps quickly and cost-effectively.
A growing Offshore Renewables Wind Developer required external HR support to put the core HR documents and processes in place. They were seeking a partner to review what currently existed, identify and fill any gaps, and provide ongoing operational and strategic input on a rolling basis.
White Cube delivered an HR consultation and audit. Reviewing what was in place, what worked well, and identified key priorities before scoping out a specific action plan. This staged approach allowed a proportionate level of support as the business grew, developing a suite of HR documents, processes and policies.
A Logistics Management company required external HR support in addition to focused Manager Development in some of the more challenging aspects of people management, including performance, discipline, grievance and absence management.
White Cube combined the provision of ad hoc HR support with practical, interactive one-to-one sessions for managers, run as guided discussions around real life situations supported by selected classroom based theory. Providing practical tools and confidence to handle formal processes effectively in line with legislation.
A National Third Sector Membership Body sought organisational development support across several areas. Refreshing the organisation’s vision and values, gathering employee feedback, understanding market perception, and updating HR policies in line with current legislation.
White Cube proposed a staged approach, drawing on consultants with in-depth, board-level not-for-profit sector experience. Provision of a facilitated vision and values session, structured employee feedback interviews, an external organisational perception review, a full HR policy refresh with a customisable HR document suite to reduce cost and development time.
A long-established Garden Centre Business needed to review its HR documentation and policies, including areas such as holiday and annual leave policy and process. They required the provision of flexible ongoing HR support as they had no formal internal HR capability.
White Cube provided a “bank of hours” retainer, spreading cost across the year with proactive as well as reactive support as required on an ad-hoc basis. This allowed support to be scaled up or down as required.
A North Sea Oil and Gas Operator wanted to support the development of around a dozen Senior Managers in the Leadership team with structured, objective feedback and development support.
White Cube built a short programme around 360-degree feedback reports followed by one-to-one coaching sessions. Each person received a 360-Degree Report and an initial feedback session to understand their report, strengths and focus areas. This was followed by developmental coaching sessions as required to work on areas identified and agree actions. Further coaching was made available as needed.
An Energy Services Company wanted to help a small team work together more effectively and perform at a higher level. They were looking for an objective way to help understand the team's behavioural dynamics on a cost effective basis.
White Cube used DiSC Behavioural profiling as a foundation. Each team member completed a DiSC report, supported by a collective team report and working-relationship reports. White Cube facilitated a short workshop session to talk through the results and start to turn this into practical actions. The primary aim was to help build self-awareness and adapt communication style to improve working relationships.
A Global Oil and Gas Engineering Contractor wanted to develop up to 80-90 people from within its young professionals community. A practical programme of short workshops was developed that built and enhanced core skills.
White Cube designed a modular programme of short (~3 hour) interactive workshops run every four to six weeks. These were aligned to priority development areas and reinforced with selected practical pre/post workshop activities. Sessions included areas such as Presentation skills, split into theory and coached practice sessions and a Belbin Team Roles workshop helped underpin several other development workshop topics.
A Space Satellite Launch business wanted to help a number of its employees become more confident and impactful presenters.
White Cube used its two-part approach; delivering a half day theory session followed by a half day, coached practice session. Delegates were given time to prepare and practise their presentations between sessions.
An Asset Integrity Services provider had promoted four employees into leadership roles and wanted to support them through the transition into management / leadership roles. The primary aim was to build capability, self-awareness and confidence.
White Cube delivered several customised coaching sessions for each person. Each new leader completed a DiSC Work of Leaders profile and a 360-degree report. Reports were used throughout the coaching process to help raise self-awareness and develop individual, practical action plans.
A North Sea Oil and Gas Operator was launching a mentoring initiative and wanted to give mentors and mentees the skills to make pairings as successful as possible.
White Cube delivered two different ~2 Hour workshops. One tailored towards Mentors, one for Mentees. Workshops covering the essentials of mentoring, managing the mentoring process, practical skills development, and how to manage the process if things don't go to plan. Each workshop was tailored to suit the different audience.
A Communication Consultancy wanted to develop several of their Line Managers and potential Line Managers with practical, workplace-focused skills. Sessions were designed in a partnership approach rather than off the shelf.
White Cube delivered a short modular programme of ~2-3 hour interactive workshops built around priority topics. Selected Pre / Post workshop activities were included to help embed learning.
A Social Enterprise Charity wanted to develop a number of managers and supervisors on a tight budget. Development support was provided over several years. The aim was to build practical, people-management skills in areas such as having difficult conversations, providing feedback, managing remotely and conducting effective performance reviews.
White Cube proposed a flexible programme of short, interactive workshops for small groups, blended with peer coaching, with managers paired to practise feedback and have difficult conversations. Selected, one-to-one coaching was supported by the use of behavioural profile reports to help managers adapt and communicate more effectively with different behavioural styles.
A regional economic development organisation wanted to help SMEs in a range of key sectors, including food and drink, technology and life sciences, by bringing recent graduates into the sector and providing support to develop them. Many SMEs lacked the necessary resources to recruit and develop graduate talent on their own as effectively. A bespoke programme was developed with funded support and run with two different Graduate cohorts over c12 months for each cohort.
White Cube designed and delivered a structured, off-the-job development programme for a large graduate cohort. Belbin Team Role Reports were provided to all delegates and a range of practical skills based workshops developed and delivered with the aim of building confidence and capability, further enabling SME growth and assist with succession planning. Associate delivery providers were utilised to help deliver specialist workshops in areas such as Sales and Finance.
A specialist paper manufacturer wanted to develop a range of new, entry-level and more experienced supervisors with a structured programme. The primary aim was to build confidence and management capability as they transitioned into greater levels of responsibility in people management orientated roles.
White Cube proposed a structured development programme, delivered as 6 half day workshop modules over approximately 6 months. This was to allow time to embed learning between sessions.
A Global Drinks and Spirits Producer wanted to run intervention workshops for around 50 hospitality orientated staff. The primary aim was to help them understand and manage their own communication and behavioural styles and increase confidence when they may need to intervene and have potentially difficult conversations, in areas such as providing constructive feedback or dealing with a problem or issue at work.
White Cube delivered short ~2.5 hour in-person workshops for smaller groups to maximise interaction. Attendees completed a behavioural / communication-style questionnaire beforehand, reviewed during the session to gauge their more natural behavioural style: assertive / passive / aggressive / passive-aggressive. The session included realistic work-based examples.
A social care charity wanted one-to-one coaching for an individual. The aim was to develop areas such as delegation skills, the ability to step back and reflect, build healthier work boundaries, and de-personalise the management of difficult situations in the workplace.
White Cube provided tailored, confidential one-to-one coaching built entirely around the individual's own goals.
An Offshore Drilling Contractor wanted executive coaching support for a senior leader, identified as having strong potential for future progression. The key aim was to support their development and improve their readiness to take on bigger roles.
White Cube provided executive one-to-one coaching led by a senior coach with 25+ years' experience. Support was delivered flexibly by video call and in person to fit the leader's work schedule and travel commitments. Coaching offered supportive challenge on their behavioural and communication style and the impact it had on their performance and on others. Support was provided in areas including decision-making, managing frustration levels, emotional intelligence and leading effectively across different cultural settings.
A Tourism Organisation wanted its team to understand each other better, further improve team cohesion, and take practical value back to their roles through an in-person short away day session.
As Scotland's licensed Belbin distributor, White Cube built the short session around Belbin Team Roles. Each member completed a report ahead of a half-day interactive workshop, exploring individual and team styles, working with opposite styles, and the stages of a team, closing with a short action planning session.
A national charity wanted to strengthen teamworking and cohesion across around 65 employees, with a focus on effective team and remote working, via an all-staff away day.
White Cube (Belbin Scotland) issued reports to all staff and delivered a ~4-hour interactive workshop on understanding our own style, working with opposite styles, communication strategies and the stages of a team. Team reports were reviewed in sub-teams with a short action planning session. The session was delivered in person in Edinburgh.
An Aviation Operator wanted a facilitated session for ~20 Managers and Leaders within the business. The session used behavioural profiling to help them understand their styles and work more effectively as a team.
White Cube delivered a full day team and business review session based around Belbin Team Roles. Reports were completed ahead of the facilitated day exploring individual and team styles, adapting to opposite styles, and the stages of a team and leadership. The session closed with a business review and action planning.
An Engineering Services Company’s Leadership Team of ~10 people wanted to get to know each other better, improve team cohesion, and combine real development with a memorable and impactful team building session.
White Cube designed an offsite, team building day. The morning covered individual and team styles, strengths and possible weaknesses, and the overall team profile and behavioural action planning. The afternoon session consisted of a series of practical, interactive team-building exercises to help cement the learning from the morning.
A senior team at a Local Authority wanted a facilitated away day for several senior managers. The aim was to understand each other's styles, improve collaboration, and agree clear priorities for the way ahead.
As Scotland's licensed Belbin distributor, White Cube built a two-part day: a morning of individual and team Belbin reports exploring styles, culture and communication with action planning; an afternoon of facilitated planning - context and priorities, the team's role, and agreed ground rules, SMART objectives and success measures.
A North Sea Oil Operator wanted to run Belbin reports and short workshops across the entire business. Reports and workshops were delivered for 600+ personnel. The aim was to improve teamworking, communication and cohesion and give teams practical skills to apply back in the workplace.
As Scotland's licensed Belbin distributor, White Cube designed bespoke ~3 hour workshops, delivered in person. Teams from respective business functions attended together. The workshop was aimed at helping teams move from understanding themselves, to the wider team, reviewing the profile reports, strengths, weaknesses, gaps and overlaps. Workshops closed with a short action planning session.
An offshore drilling contractor needed outplacement support for employees affected by an office closure. They required flexible, professional help to support departing staff during a difficult change process.
Drawing on 30+ years' Outplacement delivery experience, White Cube provided a tailored package of workshops and bespoke one-to-one support matched to each individual’s needs. Workshops were delivered in person, with one to one support delivered in person or online.
A University undergoing significant restructuring needed outplacement support for 100+ staff affected across a wide range of academic and business-support roles. Flexible and cost-effective delivery was an essential requirement.
White Cube provided a flexible offering with both one-to-one and workshop delivery, all delivered face-to-face. Practical workshops ran alongside individual sessions to combine shared / peer learning with personalised help.
A premium food producer needed outplacement support for a number of employees over an extended period, to help support ad hoc headcount reduction. Support was delivered sensitively and cost-effectively, with a tailored approach to assist each person.
White Cube applied its standard outplacement model, where a maximum budget / bank of hours is agreed per person, with tailored / bespoke support provided aligned to each individual’s needs. The client is only then charged for support which is actually delivered, either in person or online.
A North Sea Oil and Gas Operator needed outplacement support for ~60 employees affected by a significant headcount reduction. Professional, flexible help was required to be delivered at a reasonable scale, through a combination of in person and online support. Delivery helped support people to transition into their next roles while protecting the company's reputation.
Drawing on 30+ years' experience and a significant oil and gas network, White Cube provided tailored one-to-one support using their standard outplacement approach. Agreeing a budget per person and charging only for support actually delivered, with support tailored to each individual's needs and delivered face-to-face or online.
Whatever people challenge your organisation is facing, we would welcome the opportunity to talk it through.