Cavendish Consulting
eNPS up 29 points. The picture clear enough to act on.
Cavendish wanted to know what its people genuinely thought, by team, by level, and by region, then act on it in a way people could see. That is exactly what the programme made possible.
The question they came with
Cavendish Consulting has 12 regional offices across the UK. Leadership needed a clear, honest picture of how people felt across that footprint, broken down by level and business unit, not a single organisation-wide average that was too broad to use.
What they were hearing: a picture that was broadly positive but harder to act on than it should have been.
What they needed: findings specific enough to own, not conclusions too general to use.
What happened
Q&R designed a 14-question independent programme, benchmarked against Q&R’s PR and public affairs sector aggregates, and analysed in depth by level and business unit. Just over three quarters of Cavendish employees responded.
The programme showed what was working well across the organisation, where there was room for improvement, and which benefits made the most material difference to people. Findings were followed by a structured debrief and action plan, so the work did not stop at measurement. It moved directly into decision-making.
The outcome
eNPS increased by 29 points. Just over three quarters of employees responded. The top five areas for improvement and the strongest benefits were identified clearly enough to act on.
What Changed Because of It
Cavendish could act with precision rather than generality.
Because the analysis was broken down by business unit and seniority, leadership could see where specific teams or regions needed attention, where the experience was stronger, and what was worth replicating across the business. The programme also identified the benefits people valued most, giving the firm a clearer basis for shaping its offer around what mattered in practice, not what sounded good in theory. Areas of excellence became visible. So did the priorities for change.
That is the real shift. Not just a better score, but a clearer decision path.
Proof Back
Cavendish made the follow-through visible. Staff could see that their answers were shaping the people agenda and that changes were being made in response to what they had said.
That matters. When people can see that feedback leads somewhere, the next conversation is easier, and so is the one after that. The changes Cavendish made were not announced as strategy. They were traceable back to what people had said. People could see it had.
The Method, in One Line
This followed the Listen Better Loop: independence, judgement, follow-through, proof back.
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If you want to know what your people would say if they knew it was safe to say it, start with a call.