A sample report
This is what your client receives.
A People Health Check for Westbrook Manufacturing Ltd, a fictional 48-person business, prepared by a fictional consultant, Sarah Mitchell of Mitchell People Co.. It is the exact output the product generates today, shown here as a web page and downloadable as the PDF.
Generated in your browser when you click. Nothing is stored, nothing is real, and no tool can be run from this page.
The client edition
Four pages. Their name on the door.
Clear, visual and jargon-free. The kind of document that gets forwarded to the other director, which is the point.
Read it here
The full client report, as a page.
The same content, rendered from the same data. Every score, strength, priority and phase below is what the product produced for this fictional company.
People Health Check
Westbrook Manufacturing Ltd
Mitchell People Co.
Prepared by Sarah Mitchell · 20 August 2026
Executive summary
Westbrook Manufacturing Ltd completed the People Health Check and scored 65 out of 100. The business is in the established stage, with solid foundations and consistent people practices.
People practices are well-established and consistently applied. Managers are confident in their roles, employees understand what is expected of them, and the business uses feedback and data to identify and address gaps. HR is a recognised support function rather than a reactive one.
What is working well
These areas of strength emerged from the assessment answers and are worth recognising.
Are you confident the legal foundations of employment - contracts, right-to-work checks and pay compliance - are in good shape?
Hiring & Foundations
Do new starters get a structured first month - induction, a training plan and early check-ins?
Hiring & Foundations
Does every employee have a clear, written picture of what is expected of them in their role?
Clarity & Fairness
Three priorities
These are the three areas where focused effort will make the most difference for the business and its people.
- 1
Absence, Wellbeing & Retention
This area carries meaningful risk and is a priority for early action.
Unmanaged absence, low wellbeing and disengagement carry a measurable cost. The average UK employee takes 6.9 days' absence per year, and poor mental health is estimated to cost UK employers up to 45 billion GBP annually in absence, presenteeism and turnover. Every pound spent on wellbeing support returns an average of 5 GBP.
- 2
Performance & People Management
This area shows some gaps that are common in growing SMEs - addressable with focused effort.
Weak performance and people management is the single biggest driver of disengagement and voluntary turnover. Research shows that 70% of the variance in team engagement is accounted for by the manager. Poor management is estimated to cause over half of all UK voluntary departures.
- 3
Clarity & Fairness
This area is performing well relative to comparable UK small businesses.
Inconsistent policies and unclear expectations are a leading cause of grievances and management friction. Employment disputes are estimated to cost UK businesses an average of 2,000 to 5,000 GBP per case in management time alone, before any legal cost is considered.
The route forward
A three-phase programme designed around what will make the most difference in sequence.
Address the foundations - the things that, if left unattended, create risk or friction for the team.
Start tracking and reviewing absence data
Absence, Wellbeing & Retention
Early identification of patterns reduces the average UK absence rate of 6.9 days per employee per year - each day of absence costs roughly 120 GBP in lost productivity and cover.
Build the people practices that drive performance, trust and engagement across the team.
Establish a regular one-to-one meeting routine
Performance & People Management
Research shows that managers who hold regular one-to-ones see team engagement scores 3x higher than those who do not.
Embed what is working, measure progress, and position the business to attract and keep the people it needs to grow.
Introduce an early-resolution approach to conflict
Clarity & Fairness
Prevents informal friction escalating to formal grievances, which on average cost businesses 2,000 to 5,000 GBP and several days of management time per case.
This programme becomes possible with the right support alongside it.
Ready to take the next step?
Sarah Mitchell at Mitchell People Co. is here to help you work through what these results mean and shape a plan that fits your business. The most valuable starting point is often a short conversation about the two or three things that matter most right now.
The consultant edition
What only you see.
Findings and statistics, not action plans. It is written so you walk into the follow-up call already knowing what the scores mean and what to ask.
- A finding under each of the five areas: where it sits against the others, what the band means in practice, and the published evidence for why it matters
- "What the shape says" - reads the pattern across all five areas rather than listing five problems
- Data confidence: which answers were firm and which were hedged
- A debrief guide for the follow-up call: what to listen for and the common trap in each area
- The commercial openings the scores point to
Now put your own name on it.
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