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 the stage of the talent lifecycle they support. Client names are kept confidential.
Browse a cross-section of our client engagements, grouped by the stage of the talent lifecycle they support. Use the filters to jump to one stage. 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.
An Industrial Equipment 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 Tourism Organisation needed to appoint a new Chair of the Board, a voluntary, non-remunerated role. They wanted an objective, rigorous process to identify and secure a strong candidate, delivered cost-effectively in recognition of their not-for-profit status.
White Cube proposed a flexible three-stage selection process with the client charged only for the elements used. The role was defined around the technical and behavioural attributes required. Attraction focused on a proactive LinkedIn search of first, second and third level connections in their geographic area, alongside promotion on the client and White Cube website and social media channels. Applications were screened and shortlisted for interview stage.
An Industrial Equipment Supplier needed to recruit an HR Advisor / Co-ordinator. Having previously worked with White Cube on a leadership appointment, they wanted the same objective and rigorous approach to source and select strong candidates for this role.
White Cube ran a flexible three-stage selection process, with the client charged only for the hours worked. The role was defined around the technical and behavioural requirements supported by a Belbin Job Profile. The vacancy was advertised on the White Cube website, social media, LinkedIn and Indeed, backed by a direct approach to relevant HR contacts in White Cube’s Aberdeen network. This was followed by structured CV screening, competency-based first stage interviews of the top candidates, and Belbin behavioural profiling at second interview stage, with feedback provided to each candidate.
A Global Pipe Manufacturer needed to hire a Talent Attraction and Development Specialist. They wanted external support to bring objectivity and rigour to sourcing, screening and first stage interviews, with the option of behavioural profiling to support the final decision.
White Cube proposed a three-stage selection process. The role was defined around the technical and behavioural requirements, supported by a Belbin Job Profile. The vacancy was advertised on the White Cube and client websites, free job boards and social media, with targeted paid LinkedIn advertising and a direct approach to White Cube’s network of over 1,400 HR professionals. Applications were screened and shortlisted, competency-based first stage interviews were conducted, and Belbin Team Roles reports were provided for the top candidates at second interview stage.
A North Sea Oil & Gas Operator needed to recruit a Corporate Analyst on a staff basis. They wanted a recruitment partner who could sell the organisation and the career opportunity, reach the right finance-qualified candidates, and manage the campaign on a single-source, outsourced basis.
Building on an established working relationship, White Cube developed the recruitment advert and an employer-branded campaign funnelling all applications to a dedicated vacancy page. Attraction combined the client and White Cube websites, posts to a combined LinkedIn network of over 8,000 first level connections, and paid LinkedIn advertising targeted at CA, ACCA, CIMA and MBA qualified candidates in the Aberdeen area and selected professional body job site adverts. Candidates were telephone screened, then assessed through bespoke competency-based interviews with summary notes provided for each. Psychometric assessment was provided at final interview stage.
A growing Offshore Wind Developer needed to hire an HR resource to support the business. They wanted external help to source suitable candidates and bring objectivity and rigour to screening and first stage interviews, with Belbin profiling to explore behavioural fit.
White Cube proposed a three-stage selection process with the client charged only for the hours used. The role was defined around the technical and behavioural requirements supported by a Belbin Job Profile. The vacancy was advertised on the White Cube and client websites, free job boards and social media, with targeted paid LinkedIn advertising and a direct approach to White Cube’s network of HR professionals. Applications were screened, competency-based first stage interviews were conducted, and Belbin Team Roles reports were provided for the top candidates at second interview stage.
A local Construction and Maintenance business needed to recruit an Office Manager. They wanted to attract candidates with the right experience from the local area and hand over CV screening and first stage interviews, while retaining second stage interviews in-house.
White Cube developed the advert content and promoted the vacancy through the White Cube website, social media, LinkedIn and Indeed. Applications were screened and shortlisted, and competency-based first stage interviews were conducted with the top six candidates, with summary notes provided to support the client’s own second interviews. Belbin Team Roles reports were offered as a low-cost way to add objectivity to the final decision.
An Offshore Equipment Specialist needed an HR Co-ordinator or HR Advisor, initially to cover a three to four month period with the potential for a longer-term staff role. They wanted a flexible approach that could source someone for the interim that could become a permanent hire for their own payroll.
White Cube proposed a three-stage selection process. The role was defined around the technical and behavioural requirements, with a Belbin Job Profile recommended to support candidate matching. The vacancy was advertised on the White Cube and client websites, free job boards and social media, with selective paid LinkedIn advertising. Applications were screened, competency-based first stage interviews were conducted, and Belbin profiling was provided for candidates at second interview stage. Support with salary negotiation, reference checks and developing a contract of employment was included as a final step.
A North Sea Oil & Gas Operator needed to recruit a Reservoir Engineer on a staff basis. They wanted an employer-branded campaign that would reach highly skilled reservoir engineering candidates in Aberdeen and London, and an outsourced process to manage a high volume of applications.
White Cube developed the recruitment advert and a multi-channel campaign combining the client and White Cube websites, advertising in the SPE Review publication and online, posts to White Cube’s LinkedIn network, and a targeted LinkedIn advertising campaign aimed at Reservoir Engineers in the Aberdeen and London areas. Applications were handled and screened professionally to protect the candidate experience, with telephone screening interviews, followed by bespoke competency-based first round interviews and detailed written summaries. Psychometric and behavioural profiling was provided to add rigour at final interview stage.
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.
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.
An Offshore Drilling Contractor wanted to help c10 managers and key employees understand and improve their management capability, leadership and communication skills. They were looking for objective, structured feedback that each individual could act on, delivered at a sensible cost per person.
White Cube designed and administered a 360 Degree feedback report for each of the participants, gathering structured input from line managers, peers and direct reports. Each person was then offered a confidential one-to-one feedback session to talk through their report, understand their strengths, potential weaknesses and challenges, consider the impact of their behavioural style on working relationships, and identify improvements to take back into the workplace.
A Global Oilfield Products & Services Company was recruiting a General Manager and wanted to add greater objectivity and rigour to the selection of ten candidates. They needed a cost-effective assessment tool that would assess behavioural fit to the role at first stage interview.
White Cube provided assessments to sit alongside the client’s first interview stage. A Belbin Job Profile defined the behavioural requirements of the role, and each candidate completed a Belbin Self Perception report, with a Job / Candidate Match report showing their fit in comparison to the role.
A Medical Technology Company was recruiting for five apprentice and graduate level roles and wanted to enhance the quality and validity of its selection process. They needed cost-effective, easy to administer assessments that could be used for c25 candidates ahead of final stage interviews.
White Cube recommended a combination of behavioural and ability assessment. A Belbin Job Profile was created for each role to define the behaviours required, and every candidate completed a Belbin GetSet report, designed for those at the start of their careers, alongside a Psytech Adapt-G reasoning assessment measuring verbal, numerical and abstract reasoning. Candidates received instructions by email before final interview, with reports shared with both the candidate and the client and consultancy support available to help interpret the results.
A Global Engineering Contractor wanted to support the development of one individual through structured feedback and coaching. They needed a confidential process that would gather honest input from colleagues, and follow-up support to help the individual act on it.
White Cube designed a 360 Degree feedback report with questions customised to the client’s requirements, gathering feedback from six colleagues who knew the individual well. The report was then used as the foundation for a programme of four one-to-one coaching sessions, focused on the development areas identified and on building practical strategies for the workplace.
An Offshore Drilling Contractor wanted to run 360 Degree feedback for five personnel in the senior leadership team, followed by executive coaching to help each leader reflect on the feedback and strengthen the behaviours they wanted to develop. They wanted to source a bespoke 360 process and needed an experienced partner to support HR and deliver the report and feedback.
White Cube provided a flexible bank of consultancy hours, used to support the HR team in making the client’s own 360 process work effectively and to deliver a two-hour feedback and coaching session with each senior leader. The sessions helped each individual absorb and reflect on their feedback, create personal development objectives, and receive constructive challenge and support in enhancing the behaviours they wished to strengthen.
A Global Pipe Manufacturer needed a paper-based group exercise for its graduate assessment process. The exercise had to be practical for up to eight participants, achievable within an hour, and capable of assessing the organisation’s own graduate competencies.
White Cube designed a bespoke paper-based group exercise aligned to the client’s graduate competency framework and constructed to draw out the target behaviours in a group setting. To make the exercise usable by the client’s own assessors, White Cube provided descriptors of how each competency should show up for assessment during the exercise, together with scoring sheets aligned to the exercise and the competencies.
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 newly established Engineering business needed HR foundations in place from day one but had no internal HR resource and a start-up budget. They wanted customised HR policies and documentation, employment contracts for new starts, and access to HR advice as and when issues arose.
White Cube offered a 12-month retained hours service, invoiced quarterly, with rates reduced to reflect the start-up stage. The retainer provided customised HR documentation and policies, contracts of employment for staff and contractors, and proactive as well as reactive HR support throughout the year, with hours reported quarterly and reconciled annually.
A Global Testing, Inspection and Certification Company wanted flexible access to a broad range of HR, assessment and development expertise over the year, without committing to separate projects or an in-house hire.
White Cube set up a 12-month retained service with a bank of consultancy hours that could be drawn down for any White Cube service or product, from HR consultancy and recruitment support to psychometric reports, coaching and team development. Hours used were reconciled and reported quarterly, with unused hours carried forward or refunded and the option to extend if the bank was used early.
A North Sea Oil & Gas Operator wanted to gather structured feedback from its workforce on organisational diversity, culture and employee engagement, and needed an independent partner to design, run and report on the survey.
White Cube designed a medium-sized survey of c30 questions covering engagement, culture and diversity and inclusion, built and administered it through an online survey platform, and managed the process end to end. The results were analysed and presented in a summary report combining quantitative and qualitative data with practical recommendations, supported by client meetings throughout.
An Offshore Equipment Specialist needed to cover its HR lead’s maternity leave, estimated at nine months, while continuing to develop a more junior member of the team. They wanted ongoing strategic and operational HR support, employment law guidance to maintain compliance, and a flexible commercial model that could scale up or down.
White Cube proposed a bank of hours support to cover the nine-month period, with a volume discount and quarterly invoicing. Alongside day-to-day HR support, the engagement was designed to transfer knowledge and skills to the junior HR team member and included a range of soft-skills lunch and learn development sessions for staff.
A Regional Charity supporting young people and communities needed additional HR capacity to support its HR Advisor and to help deliver ad hoc HR projects through to year end, at a cost appropriate to the third sector.
White Cube provided a bank of 150 hours of HR consultancy support across two quarters, invoiced quarterly in advance and reconciled monthly, at a rate reduced to reflect the organisation’s charitable status. The support could be paused at any time with hours reconciled and any unused time credited back.
An Architectural Practice needed its contract of employment and associated paperwork brought up to date to ensure legal compliance and operational effectiveness, and wanted the option of ad hoc HR support without committing to a retainer.
White Cube offered a simple pay-as-you-go arrangement with a single flat consultancy rate and a separate admin rate, charging only for the time actually required. The contract review was completed and approved, and the ad hoc support arrangement was provided for any further operational HR support requirements.
A North Sea Oil & Gas Operator acquiring a new business needed to manage the TUPE transfer of around 60 personnel into the business and wanted experienced external HR support to run the process correctly and on time, with the potential for wider HR support as the business grew.
White Cube’s lead HR consultant managed the HR and TUPE transfer process for around 60 employees, with administration support for contracts of employment and offer letters. An HR consultation and audit was provided alongside the transfer process to review what was in place at the organisation being acquired, identify gaps and priorities, and scope any ongoing support, with access to White Cube’s suite of HR documentation and templates at no charge beyond adaptation time required.
An Industrial Surface Treatment Company wanted an independent review of its company handbook and HR policies, together with access to ad hoc HR support across areas such as resource planning, performance management, employee engagement and discipline and grievance.
White Cube’s senior HR consultant carried out a review of the existing HR documentation to establish what was working well, identify gaps and prioritise areas for improvement, followed by a written summary of findings and recommendations. Where new documents were needed, the client had free access to White Cube’s suite of policies and templates, paying only for the time to adapt them, including newer policies such as flexible and remote working, bribery and modern slavery.
A Renewables Energy Services Business with no internal HR function was seeking outsourced HR support covering areas from performance management, discipline and grievance and induction to salary benchmarking, organisational structure and management development.
White Cube proposed starting with an HR consultation meeting and short audit to review what was in place, identify gaps and priorities, and pick up any immediate operational or disciplinary support needed, followed by an accurately costed proposal. Ongoing support was provided at a discount on standard rates across Director, Senior Consultant, Consultant and Administration levels, with access to White Cube’s full suite of HR documentation and templates free of charge beyond adaptation time.
An Industrial Equipment Supplier wanted ongoing external HR support on an ad hoc and project basis, covering areas such as performance management, discipline and grievance, induction, learning and development, salary review and organisational structure development.
White Cube’s nominated HR consultant began with an HR consultation meeting and short audit to review what was in place, identify gaps and priorities, and pick up any immediate operational support required. Ongoing support was then provided, with access to White Cube’s suite of HR documentation and templates free of charge beyond adaptation time, with separate, bespoke proposals provided for any larger projects required.
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.
A Space Satellite Launch Business needed to support three employees leaving the organisation. They wanted confidential, personalised outplacement that would help each individual move on positively while protecting the company’s reputation as a responsible employer, at a clear and modest cost.
White Cube agreed a maximum budget of five hours of one-to-one support per person, with each individual free to use their hours on whatever they needed most. Support was delivered face to face where possible and online where preferred, starting with an introductory session and personality profile and moving through CV development, job search strategy, LinkedIn and interview skills, with retirement planning, business start-up and career transition available for those who wanted them.
A Broadcaster and Media Company needed outplacement support for a senior leader leaving the organisation. They wanted a bespoke, confidential programme delivered by an experienced consultant, with enough depth to help an experienced professional plan the next stage of their career.
White Cube agreed a budget of eight hours of one-to-one support, tailored to the individual’s needs and delivered face to face or online. The programme began with an introductory session and personality profile review, then focused on CV development, job search strategy, making the most of LinkedIn and interview skills.
A Social Care Charity was carrying out an internal reorganisation that required several existing employees to interview for roles in the new structure. They wanted to give each person fair, practical support to prepare, so that the process was seen as open and everyone had the best chance of presenting themselves well.
White Cube provided a confidential one-to-one session for each of the employees, tailored to the individual and the role they were applying for, covering how to prepare for a competency-based internal interview, how to present their experience and strengths, and how to handle difficult questions. Relevant supporting materials were provided for each person to keep, and a discounted charity rate was applied with only sessions actually delivered charged.
A North Sea Oil & Gas Operator anticipated a staged reduction in headcount over three to four years as its assets moved towards the end of their life. A total of 40+ onshore and offshore personnel needed outplacement support, and the company wanted a consistent, fair programme it could offer to each group as they left.
White Cube set up a per-person budget of ten hours of bespoke, confidential one-to-one support, with each individual able to use their hours on what mattered most to them and the client charged only for support actually delivered. Every person could choose a personality or behavioural profile (Belbin, DiSC, 16PF or MBTI) to inform their career planning, followed by CV development, job search strategy, LinkedIn, interview skills and, where relevant, retirement planning, business start-up or relocation and career transition support. The same model was designed to be repeated for later groups over the life of the programme.
A Global Engineering Contractor needed to provide outplacement support to around 60 blue-collar personnel leaving the business. With a large group spread across sites, they wanted practical, accessible support that could reach everyone quickly and cost-effectively.
White Cube designed a series of two-hour online workshops, each run more than once via Microsoft Teams so that all 60 people could attend at a time that suited them. The first workshop covered CV development and job search strategies; the second covered getting the most out of LinkedIn and interview skills. Slides, handouts and supporting materials were provided so participants could continue working on their own after the sessions.
An Oilfield Technology Company needed to support approximately 50 employees affected by a headcount reduction. They wanted a programme that combined the reach and efficiency of group sessions with genuinely personal support for each individual, at a cost that was realistic for the number of people involved.
White Cube designed a blended programme. Everyone attended a 45-minute introductory outplacement webinar in groups of 15 to 20, followed by four two-hour webinars covering CV development, job search strategies, LinkedIn and interview skills, each run four times so every group could attend at a time that suited. Each employee then received two hours of confidential one-to-one support to apply the learning to their own situation. The programme provided the equivalent of around 11 hours of support per person.
A North Sea Oil & Gas Operator was acquiring another company and needed HR support to manage the integration over a four month transition, including consultation, communication, the review of terms and conditions across two locations, and the redundancy, outplacement and relocation decisions that would follow.
White Cube provided a senior HR consultant, working to a structured transition plan across six workstreams: an HR planning session, risk register and legislation compliance check; redundancy and relocation communication plans, ongoing HR communication and FAQs; an HR documentation review; a salary and benefits review benchmarking the two locations, with retention bonus options; voluntary versus compulsory redundancy, the consultation process and statutory versus enhanced packages; and relocation packages and plans. Time was written against an agreed purchase order and invoiced monthly, so the client paid only for support used.
Whatever people challenge your organisation is facing, we would welcome the opportunity to talk it through.