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Learning & people support

Learning design and independent people support

Practical capability, and steady support when things get difficult.

Two connected strands of work: designing learning that people actually use, and providing independent, experienced support when workplace situations become complicated — employee relations advice, investigations, mediation and conflict resolution.

A laptop and coffee on a table overlooking the beach, ready for online learning and support

Learning design

eLearning and learning design

Louise has designed and built eLearning courses accessed by more than 6,000 learners worldwide, alongside online learning events and communities of practice. That work was about sharing learning across a whole system and helping colleagues feel more confident and able to take action themselves.

Learning design work can include:

  • Bespoke eLearning modules and full courses
  • Massive Open Online Courses (MOOCs) where learning needs to reach a large, dispersed audience
  • Blended programmes combining self-paced learning with live facilitated sessions
  • Online learning events, webinars and communities of practice
  • Learning that supports culture change specifically — helping people understand what good looks like and what to do on Monday morning

The approach starts with what people need to be able to do differently, then works backwards to the shortest, clearest route there. Accessibility and inclusion are designed in from the start rather than checked at the end.

People support

Independent employee relations and conflict support

Some situations need experienced, independent help. HR teams and leaders are often too close, too busy, or too involved to be the right person to hold a difficult process fairly — and being seen to be fair matters as much as being fair.

  • Independent employee relations advice. A confidential sounding board for a live, complicated situation: options, proportionality, process and the culture consequences of each route.
  • Workplace investigations. Independent investigation of grievances, bullying and harassment complaints or conduct concerns, conducted fairly with clear terms of reference and a factual report.
  • Mediation and conflict resolution. Structured, voluntary conversations that help colleagues move from stuck positions to a workable way forward.

Handled well, these situations do not just get resolved — they demonstrate something about the organisation. People watch how conflict is handled far more closely than they read the values statement.

When it helps

Situations this service supports

  • A grievance where everyone internally is too close to investigate
  • A bullying or harassment complaint involving senior colleagues
  • Two capable people who can no longer work together
  • A conflict that has been consuming leadership time for months
  • An HR team that needs an experienced view before deciding on process
  • A formal outcome that resolved the question but not the relationship
  • A learning intervention that helps line managers to explore the art of managing people well rather than focusing on processes in policies
  • Culture change that needs learning to make it real for people
  • A new set of behaviours or standards that needs explaining well
  • Managers who need practical confidence in difficult conversations
  • Learning that must reach a large, dispersed or multi-organisation audience
  • Existing training that people complete but do not apply
  • A need to build internal capability rather than repeat buying support

What it may involve

How this work usually starts

  1. 01

    A confidential conversation

    What is happening, what has already been done, what constraints exist and what needs to be true at the end. For live employee relations issues, sooner is much better than later.

  2. 02

    Clear terms

    For investigations and mediation, written terms of reference and scope agreed before anything begins, so everyone understands the process and its limits.

  3. 03

    Careful delivery

    Learning designed and tested with real users; investigations conducted fairly and confidentially; mediation held with equal care for everyone in the room.

  4. 04

    Handover that leaves capability

    Learning you own and can maintain, or a report and recommendations clear enough for your organisation to act on with confidence.

Potential outcomes

What this work is for

  • Difficult situations handled fairly, proportionately and with dignity
  • Decisions that stand up to scrutiny because the process was sound
  • Working relationships repaired rather than simply separated
  • Less leadership and HR time consumed by unresolved conflict
  • Learning people complete because it has been designed to meet their learning needs and is delivered in a way which works with the reality of their availability
  • Consistent understanding of expected behaviours across the organisation
  • Managers who feel more confident having the conversations they were avoiding
  • Internal capability that reduces the need to buy support repeatedly

Why Yew Thrive

Why bring in Yew Thrive

Louise combines senior HR and organisational development credibility — MA, FCIPD, ILM7, with more than 18 years in senior NHS leadership — with genuine learning design experience and a deep understanding of how culture and process affect each other.

That combination matters here. An investigation handled without cultural awareness can resolve a complaint and damage a team. Learning designed without organisational understanding gets completed and ignored. Yew Thrive treats both as culture work, because that is what they are.

Questions

Frequently asked questions

Can you build eLearning that works with our existing systems?
Usually, yes. Courses can be produced for a standard learning management system, or as open online learning where you want to reach a wide audience. The design starts from what learners need to be able to do differently, not from the technology.
What is a MOOC, and would we need one?
A Massive Open Online Course is learning designed to be taken by very large numbers of people, often across organisational boundaries. It suits situations where you want to share learning widely and build a shared language — for example across a system, network or membership. For most single organisations, a focused course or blended programme is a better fit.
What does independent employee relations advice involve?
A confidential sounding board for HR teams and leaders handling a difficult situation: thinking through options, testing whether a formal process is proportionate, and considering the culture consequences of each route. It is practical, experienced advice — not a substitute for legal advice, and Louise will say clearly when a solicitor is needed.
How do workplace investigations work?
An independent investigator is commissioned with clear terms of reference, gathers evidence and conducts interviews fairly and confidentially, and produces a factual report with findings against the allegations. The decision on any outcome stays with the organisation. Independence matters most where those involved are senior or where internal trust is already strained.
Can mediation happen after a formal process?
Often it needs to. A formal outcome resolves a question but rarely repairs a working relationship. Mediation is voluntary for everyone involved, confidential, and focused on how people will work together from here.

Let's talk

If something difficult is happening, it is worth a conversation.

Early, confidential advice often changes what is possible. Tell Louise what is going on and she will be straight with you about what would help.