The Language of Loss: Mastering the key metrics - Workplace Audit workshop part 3 of 10

In part one you calculated your rough people-cost baseline, in part 2 we put those numbers into context against UK benchmarks, now in today's episode we learn the language your business is speaking - the language of loss.

- Why these metrics matter

- The eleven core metrics

- How the metrics interconnect

- Homework

Once you understand the language you are ready to move onto definitions and then diagnosis.

#workplacewellness #auditing #workplacemetrics #languageofloss

Transcript

SPEAKER_01 0:05

Hello everybody and welcome to the Chronic Edge Unleashed. Behind the Edge. And we're back to the audit. We are going to be hidden we'll be talking hidden costs, real gains, well-being, return on investment uncovered from the chronic edge. And I am Elliot Evans and I will be talking about that today. So if you had listened to episode one, where you calculated your rough people cost baseline, episode two, we put those numbers into context against 2020 2026. UK benchmarks, which 9.4 sickness days per employee, uh around about£39,000 median salary, over£30,000 plus turnover costs, which was pretty thing uh good. I'd like to see how anybody has uh done all any of those types of things and looked at them in their own company. I'd be interested to hear how you got on with that. So today's episode uh we're gonna be taught learning about the exact language your business is already speaking, the language of loss. So those 11 key matrix we talked about turn your l raw HR data into clear financial insight.

SPEAKER_00 1:27

Master them and you stop guessing where your money is leaking. So let's have a look.

SPEAKER_01 1:36

Now every report we produce, the uh well-being impact assessment or CEDA um starts with the same foundation your data plus the metrics. It's not just HR jargon, these are precise levers that translate human behavior into pounds and pence in your bottom line. We use your payroll records, absence logs, turnover figures, and apply these definitions to the latest industry baselines, which is what you will be doing while listening to these. You will look at your own records and apply them to current UK metrics and benchmarks to look at your own figures. The results you see exactly which hidden cost is your biggest hole in your organization and which quick intervention will give you the fastest return on investment, ROI. So we're gonna so we're gonna go through each one of them clearly to give you some examples. Now, the best way of looking at this is uh why, more than why and everything, as we talked about in episode one, is once you know what is the foundation of your issue as your company, um, and you might not think there's an issue. There's probably an issue. You go through all your company details and everything, you're making decent money. When you go through all the metrics, you're looking at things, you realize that your retention figures are astronomically high. You're wondering why. Maybe you're just in that type of job that people just leave, they come and go. Sales, you know, they come and go are really easy. But then you start looking into it deeper. You start realizing that every time you let go of an employee or you let go of a long-term employee, it costs you a lot more money than it would just letting go of somebody new. You then start looking at people on their presentism scores of when people are actually in the office, but are they actually working and things like that, and you realize that you're actually losing so much more money in untapped potential of productivity, retention costs, all of those types of things. Let's say you're a couple of million pound business, uh, 10 million pound business, say, uh, congratulations, uh, but you're losing 100 grand a year. 100 grand a year in lost productivity, untapped potential, and everything else. And you're looking at it, go, I can make an extra hundred grand, pure profit. Where what's going on? What's going on? Now, once you say you're losing 100 grand, now you're interested, now you're looking, and you start deep looking and deeper diving, you start applying the metrics, looking at all the information, you realise your attention figures are shocking. You're losing great staff and left with the dross. The people who don't care, they might turn up to work, but they ain't at work. They're pretend uh presentation uh sorry, presentism figures. When you break it all down, they might be working eight hours in the office, but they're only actually working four hours. You realize that the good people are going. Why are the good people going? We now start by breaking it down. Well, there's toxicity in the workplace, discrimination, people aren't being looked after. Right, but when it plug that, once you know where the problem is, you can go, right? That's what we need to plug. What do we need to bring in? What are the policies, processes, what well-being strategy do we need to plug in to stop those people from leaving? Then you plug it in, and suddenly that£100,000 drain does a return on investment five pounds per pound.

SPEAKER_00 5:24

Maybe less, maybe more. But now you're earning. You're earning extra.

SPEAKER_01 5:29

People are happy, the dross is gone. Everybody's happy. All the problems that you had and everything because you've broke broken down all the different foundations, you've worked it out, you've you've gone through one, then you've hit tackled the other, then you've tackled the other, you've tackled the other, you've now tackled them all. You're now earning an additional£250,000 more than what you were a couple of years ago. Nothing else has changed other than you putting these processes in place and it's cost you 20 grand.

SPEAKER_00 5:56

You're now not losing 80 grand from the 20 grand that you put in, but you're now earning an additional£150,000.

SPEAKER_01 6:05

Might be worth it. And that's why these figures are important and everything. They're important to actually look at your own figures as well because everybody's gonna be different, everybody's gonna have a different sort of thing. So the audit figures are really important to plug them in for yourself. So we're gonna be talking about the basic stars of first couple of episodes on this and everything, and then we'll probably deep dive into some others at a later point. So, why do these metrics matter? Now, as we talked about before, uh we've just talked about that. I'm reading my notes and I've just gone through the same thing again. But we'll come back to that. So the 11 metrics. Absentism. This is the time where employees are away from their workload without good reason. Longer breaks, arriving late, leaving early. In the report, we calculate it as the actual hours and wage. We just mentioned it there about the four hours. They're eight hours, but they ain't there, they're only there four hours. So we use an example. In a team of about a hundred, ten people are absent four hours a day, and ninety are absent for one hour and twenty four minutes, costing you thousands per year. That is money you aren't paying for work that you are paying for work, but it isn't happening. Now, the way you work the calculation out for that is you go right now. If you're being paid hourly, it's easy to work it out. You just work it out as four hours at whatever the pay is, and that's your calculation at one hour 24 minutes. If it's a yearly salary, break it down into the hour, into the hours, into an average for that for that people. If you've got a basic say work it out as an average and then work it down into hours, and then that's your average hours per thing. If you can break it down into department, that's even better, but that that's whatever you need. Break it down into average, if it's a yearly salary, break down your average salary, and then break it down into an average hour per cost. And if you've got individual, if you want to do it individually and be precise, do it whatever their hourly rate is and everything, and that'll work out those costs. Wage dissatisfaction. This is when people feel they are not being paid for fairly for their contribution. In terms of the our seed report, we base it costs on about 30 minutes of lost focus per day, about 35 to 41% of staff, which is the current UK way uh range, even smaller percentages will add up fast because salary is the multiplier. So that's where you're looking at it where the uh you're for example, you're in Preston in Lancashire, and you're paying your um developer£25,000 a year to do the development. You've got added skill things in there that you want them doing as well. Now, um Adam, your employee, is on his£25,000 and he does a lot of work for you, and he is very good, he's very good at his job. And then he looks at Blackpool and he sees that there's a job that he does for you, and it's paying£35,000, and it's not as much work. So the stuff that they actually want is stuff that he does for you as part of his description, but you have him doing extra jobs. So for he could go and work for this other company in Blackpool, yeah, he'd have to travel because he lives in Preston, and obviously it's Preston Blackpool, but you know that's the football, uh, but he's not into football, so that doesn't matter. And he can go over and get an extra£10,000, and it's not gonna cost him£10,000 to commute every day. So he's gonna go there, and you look at it and you go, Well, we pay low wage we're paying low wages because we don't fully understand the where this job is in relation to other people, the wages have gone up for this particular job, we're not paying a fair wage, and people look at it and they go, Well, I could be earning this here, I could be earning that here, and everything. So you're look looking at what the average pay is for your types of jobs and everything is really important. So job job dissatisfaction in general, as opposed to just wage dissatisfaction, is about 90% of all workforces across the world. Not wage in general, just dissatisfaction in general. So really important to look into that as well. Levism, next up, levism, uh, is employers using annual leave, flexi time, and toil to cover their illness instead of taking sick leave. It is the opposite of presentism and often hidden. Around 60% of UK workers do this according to the CIPD 2025. It may look like good attendance on paper, but it is quietly building burnout and long-term forward, long-term sickness issues. That is important to see your way up to. Now it might be difficult, they might not want to communicate it, they might not want to take the sick leave because once you're on sick leave, that really does massively impact a lot of the some places or three strikes, you're out. You know, you've got to take all this type of you know, return to work. Are you fit to work? And if you've got a long-term condition, you're probably never fit um fully and in the traditional sense, but you are able to work. So um looking at what they're actually taking that time off for is vital, and having those communications, as we talked in a lot of our illnesses, not a burden series, is looking at the strategies that you as an employer can take and the employee can take to help you bridge the gap between the two to combat the illness to so everybody benefits. That's where that comes in. So they're no longer taking toil and different things out, they're they're actually taking their annual leave to do something. Uh so that's a good one to be looking at. Retention, we've talked about that a lot in here. That is uh simply your organization's ability to keep people. Measured it as the number of people left in the last 12 months and the direct replacement costs. Currently, on average, it's around about 30,000. On average, you've got to take into consideration advertising costs, timeout for employees that uh maybe doing the interviews and the paperwork and all of that type of thing. Uh, then the training element of the actual new employee uh compared to the work rate of the previous employee. You've got to take a few things into consideration there. Is it worth getting rid of Fred? For Michael, if cost effectively, it'd be better just to give Fred the time or the money or whatever it is needed to keep him because he's an outstanding employee, than it is to hire Michael, and you might need a series of Michaels to replace Fred. You know, he's those types of things to consider looking at. Next up, long-term sickness. Any absence longer than four weeks due to ill health. These cases drive the biggest per person cost because they trigger covered arrangements, lost knowledge, and potential tribunal risks. Uh, that one is a lot that we cover in illness, is not a burden. So, um, I'm not going to cover it much in here because we do do a full-on series on that. So if you only listen into the audit, why you're missing so much information. So illness is not a burden, tends to cover a lot of how you can get around, how you can work with that one and everything. Next up, salary average. That is the total of all salaries divided by headcount, it is the single most important multiplier in all of the cost value million. Because let's be honest, as we said with Adam, if Adam can get an extra£10,000 doing the same job or less for£10,000 more, he's gonna go. And so you need to be desperately looking at that and do it as an average, do it as an average, is is it's good if you can do it per person, brilliant if you've got the time to do that, but do it as an average. Are we an average for our company in our industry paying good wages compared to our competition? You the last thing you want to do is lose a great employee to your competition and they go thrive and you start going downhill. That's the worst thing you want. Company turnover, your gross revenue, the denominator used to express every loss as a percentage of income. If you see an£830,000 leak as 16.5% of your turnover makes a problem in the boardroom real. Always look at it like that. Use it as percentage against gross thing because that makes a big difference in relation to looking at profitability and return on investment. Industry baselines and standards. We talked about it in benchmarking. This is the external reference points that we compare you against. CIPD sickness figures, ONS wage data, Delottes presentism costs, tell you whether or not you are an outliner. Looking at the actual data that's out there on average and everything across the world, the UK, everywhere, depending on where you do business, is really important. Are we going to be able to bring in the right staff based on the figures that we actually have based on average benchmarks? If you can do it for your actual town as well, that's even better because uh how what peace being paid in Preston compared to the cost of living is completely different to how it is in London, so you've got to take those things into consideration. Which brings us on to locality, your town or city-specific wages and average costs, a£39,000 town wage versus a national£39,000 medium can mean you're paying competitively or quietly losing out to the firm down the road. As we said before just a few moments ago, Blackpool are paid£35, you're paying£25, I'm gonna go for the£35. If London is paying£45, but Blackpool is paying$35, I'm going to Blackpool because the costs to go to London will outweigh the savings. So you've got to take those into consideration as well. And those are the types of conversations you have with the employers where the employer goes, I can get 45 in London. 25 here, that's an extra 20 grand. Yes, but the cost of living in London is twice as high as Preston. So your four twenty-five is actually only worth 20. So you're actually going to lose five grand. It's important to understand locality as how that works in the medium rates as well and everything. Really important, really important. Ripple effect retention. One departure triggering triggering others. In the raw effects assessment that we do, because obviously we don't include your employee feelings in there and everything because we haven't got them. We can only use the actual data. We limit this to around about 35% of remaining employees, losing around 42 days each over a two-month period. But the real multiplier could be far higher if toxicity and dissatisfaction is present. Now what that means is so we'll use Fred. Fred's gone. He brought in Michael. So um everybody loved Fred. You love Fred, he was a great employee and everything. You didn't want to get rid of him, but he was he was ill. You decided to get rid of him because he was ill. You didn't want to work on all the different things to do to support him. For whatever reason, you didn't afford it, you just didn't believe in it, whatever it was. But Fred's gone. Now, in that team of five people, Fred's gone.

SPEAKER_00 18:05

You've now got four other people. Now two of them have certain things that are up with them, but they haven't disclosed them.

SPEAKER_01 18:15

And they were very good comments with Fred.

SPEAKER_00 18:17

Fred has disclosed it with them. They've seen how you've booted Fred because he was ill. And they're thinking we're next. We'll go first.

SPEAKER_01 18:29

So they fire you first. But we'll just say one of them goes. So Nancy goes. Nancy's been there ten years, and Nancy's off. Well, if they're not gonna take me my path, if they're not gonna look after Fred, they ain't gonna look after me, I'm gonna go first, I'll fire them first. And Nancy goes, you now lost Fred and uh Fred and Nancy ten years. Ten years, five years, six years, whatever it was. You've now got three staff. From that three staff, you've got one that's still a bit niggly, but you know, we'll see how things go, and two staff that are okay, they're they're they're fine, they're fine, you know. They like Fred, but they understand the system, they're happy to carry on working. So you bring in Michael, Michael's the new member of staff. Now Michael's a bit of a lad, and everybody else in the office wasn't, apart from maybe George, should we say? George is a bit of a lad, but he downs he tones it down because everybody else in the office wasn't, and he's a bit chill, but Michael isn't chill, Michael's not chill in the slightest, and he starts getting George to do a lot of stuff with him as well, and they're being a bit laddish and things like that. And uh Michaela really doesn't like she does not like that one bit, and it starts getting a bit toxicity, it starts getting a bit awkward coming into work, you know, there's always the little comments, the little things, and everything else. Michaela really doesn't want to be there. The two people she was really close with was Fred and Nancy, and they've got so and she can't bond with with George and Michael in the slightest, so she's going too. Now of your five members of staff, you've booted one and the other two have buggered off. You're now left with George and Michael. George is alright at his job, but he can be easily swayed. Michael, on the other hand, is the worst employer you've ever hired. So you actually want to get rid of Michael, but you can't because you've already lost Fred, Nancy, and Michaela.

SPEAKER_00 20:28

Now you're stuck.

SPEAKER_01 20:30

You can look at getting rid and then try and replace your entire team, or you can try and bring in other people and hope they're a little bit like Fred, Nancy, and Michaela, and they get Michael and George to tone it down. So that's where you've got to consider of the ripple effect. That one decision of getting rid of Fred, and you have now lost Nancy and Michaela, and you're left with Michael and George, and you wish it was the other way around. So that's where you're looking at it from the ripple effect in there. It's not as always as simple as that, but it's important to consider it, and people might take days off and time off. It's look at the size of your thing, it's important to look at that. Next up, our last shoe shall we say is presentism. The opposite of levism. This is people at work but only operating at between 40 and 60% of their capacity, often because of ill health, but also stress and dissatisfaction. To be honest, the highest cause of people operating at this percentage is dissatisfaction. I always thought it was long-term illness. It's one of the reasons I did it. But I when I first did a lot of my research and everything, I had a I did I wrote a book on um burning profits available on Amazon, destroying your workplace, looking at myths of ill health and employment. And I looked at this type of thing and actually found out that in comparison, short term health, long term health, dissatisfaction, long term health was the smallest. Impact. Which was weird, isn't it? You know, you would think absolutely it's going to be the strongest one because I'm losing a member of staff potentially for six months. But the way you look at it on a on a data point of view is I lose we've used Fred's, we'll just use Fred. Um I lose Fred for like six months, and I lose his job and his impact and everything else. But I've still got Nancy, George, and Michaela in the team. And now I haven't sacked Fred yet, he's just off sick. So they haven't that ripple effect thing hasn't kicked in yet. They still think that you know he's coming back. They don't know that you've decided to you you booted him. But so they still think he's coming back, so they're still, you know, okay. And they can cover Fred's role for while he's not there and everything, and they're able to do that. Um but so that's a long-term hill, and you would lose his money and lose his impact and everything else. It's big, but it's not as big. But then you have something like um the flu. We'll use the flu, uh uh cold in the office. You always come in, you've seen a cold, come in, and everything. So you get Fred, so Fred's we'll use Fred's again. So we'll use Nancy. Nancy, Nancy comes in, Fred's in, you've now you've got your five member staff. Nancy comes in, she's got a cold, she's got a really bad cold. Now, technically, she should be off sick because colds go through the offices like wildfire, but she comes in because it's only a cold, and she comes in and and she's really poorly, and it gets to the point that she ends up having to take time out for a couple maybe about a couple of days, maybe about a week due to the illness because she's bedridden. Now she's come in while she was sick.

SPEAKER_00 23:48

Suddenly Michael is ill, and then Fred's ill because he's got a low immune system, and George is ill. Now everybody's ill. And at one week you've got no staff.

SPEAKER_01 24:01

You can't even lock up, you can't you can't open the doors because like the HR person who pays the wages is off sick, and the person who has the keys to open the office is off sick, and now you've lost everybody, or a good percentage of key players, because somebody's come in when they really should have been at home and infected everybody, and then when you work out those costs, those two weeks of losing key members of staff where you can't operate your business at all is more of an impact than losing Fred for six months, because I'm only losing Fred, but I've lost the entire office and full operations for the for the couple of weeks. I could be losing a hundred grand a week. I lose thirty grand, thirty-five grand for Fred being off well, sorry, sorry, fifteen grand for Fred being off for six months. I've just lost a hundred grand because every because some idiot came in because they were ill. And they should have been at home. And then you get sick and all. 100 grand short term, massively. But then, and this is was the interesting thing was dissatisfaction, because I knew about it, but I didn't know properly about it. I started reading into it. The figures worldwide is 90% of employees, employees, sorry, say, are dissatisfied in their job for whatever reason, multiple different reasons, and we've talked about them. And so they're looking at the presentism and they're like, you know, four hours here, one hour's there, whatever it is.

SPEAKER_00 25:27

And you work out those costs of dissatisfaction and the impact of dissatisfaction, that could be a hundred grand on its own. You know, that could be two hundred grand. That could be massive.

SPEAKER_01 25:42

You could be look we talked about in the very beginning, 800 and you could have a hundred and thousand eight hundred and thirty thousand pound leak based on dissatisfaction. Alone. Your fifteen thousand pounds for Fred being off six months six months doesn't seem as bad that now, does it? So that one's really interesting. When you weigh them all up against each other and you put them into actual practicality of uh you know examples. I use a in the book I use a car showroom as a great example of sell sales and everything else of great of great people, um, but also illness. So when you actually start breaking it down, the the long-term sickness is actually the least impactful financially compared to dissatisfaction and short-term illness over a 12-month period. Really interesting. So it's it's good to be having a look at them. So look at the dissatisfaction there is a silent killer. You don't usually know about it until it comes and bites you. And it's Dilotte, again, uh look at look up your own figures, and uh Delote estimate it costs UK employers£24 billion a year, often three times the visibility of the sickness bill. As I've just said, dissatisfaction, three times sickness, often not subdued because it's hidden. It's hidden cost. You don't see the cost unless you start breaking it down and looking for it. And a lot of these things are this is the reason the audit needs to be there, is you're looking at the foundations, you're looking at what's going on without knowing what's going on. Understanding the foundations of how your business is running, where the leaks are, and plugging them before moving forward will save you so much money and stress, it is unreal. And that's the reason we look at these. So, how do the main matrix in uh the matrix? Well, yeah, so we're all in there. How do the metrics interconnect? Now, none of these are standalone. You can quite clearly tell why as we start running down them. Wage dissatisfaction fuels presentism and absentism, poor retention creates the ripple effect of long-term increases of sickness, leavism masks problems until they become expensive long-term cases. And that's why the report looks at them all together, so you can see the real picture and target the solution. When in our report, when you break it all down, you look at it, you've got a big graph, and it tells you that these are your three K, but we'll break it down, these are your three K areas. Your problem is you've got a bunch of Michaels, so the toxicity is really high, uh, your retention's rubbish, and uh your dissatisfaction is astronomical. So you've looked at your three there and everything, you go, right, how do we fix it? You go, right, well, let's pick one, let's pick the highest one, let's look at that, what it interconnects with, then you go into the workplace with your with your employees and you talk to them with the with the report stuff and everything else, and talk to them and find out what their issues are, why do they want to leave, what's going on, da da da da da and everything, break all that down and everything, and then you can properly target that particular one and start knocking it down. And then you pick the next one and then the next one, and then after a while, you've got all of them, you then redo your test, and you realise your figures are back in and everything, and you've just made 500 grand back. Massive, massive. But it's a it's a I always uh relate to it as um doing car and car mechanics, so I I don't I don't drive much anymore, but um mainly due to illness. But if if you if your car broke down, you're not going to speak to your mate who has a buddy who could diagnose your fo your car over the phone and then send it in to him to get it paid. You're not gonna do that. What you are gonna do is you're gonna take it to a reputable dealer who can look at your car underneath the hood, work out exactly what's going on with it, and then give you a bill estimate based on what you need as opposed to what they think you want. They might add some additional things in there in relation to things you want, but let's be we're just using this for the sake of argument of the of well, this is what's wrong with your car, this is what's wrong with your car, this is what you need to do to fix it. That's what you want. You don't want to be ringing Bob, you don't want to be looking at all these well-being strategies and everything that people say this works, we've had this amount of percentage that works for£10 a month. You we'll we'll come and talk to you, we'll we'll plug this into you, we'll plug this into you, and it'll save you four to five pounds per pound back in return on investment because that's what the figures are. That bit is correct, but how do they know that that's what you need? Because you don't know what you need, but once you know what you need, you can then go back to and say, Well, actually, we don't need the inspirational talks or Muffin Monday or or head massages because our employees are all gluten-free, nobody wants to be touched, and because of the the circumstances and everything, the inspirational talks don't make sense. What we do need is we need some ergonomic chairs, uh, we need uh some quiet space, and I need to give flexible hours, and that'll give me a return on investment five times, maybe ten times, more than the solution base that you were giving me, because now I know exactly what's going on with my business, and and that makes sense. I'm not trying to knock the other things at all. Head massage is absolutely fantastic. I some days I love a head massage, I'm a big, sweet person, I love a muffin and everything, but I really shouldn't be eating it. And some inspirational talks are absolutely fantastic. I love listening to some podcasts, and a lot of my and some of my friends and and colleagues are inspirational talkers and they are brilliant. But if it is not relevant to what I need, it it could be anything.

SPEAKER_00 31:47

It could be an egg butty. I don't want an egg butty. I don't need an inspirational talk, I don't need gluten, I need I don't need the gluten, I don't need the other thing.

SPEAKER_01 32:00

What I need is this, and that's what you need. I need this. So that's why we do these reports, and that's why it's dead important how they into So an actionable goal. So we're gonna do homework, homework. I hope you've been doing your homework, it's really important. You hope you're doing your homework because you need to be doing this so you can actually get the right information. So you take your people cost baseline from before you calculated in episode one. Write down three metrics that you feel are most relevant to your organization. Now put it down next to each one. Note one piece of data that you already have or could easily pull out that would let us calculate the costs. So we'll use an example. This is you. We have 620 absences days last year for retention 12 levers, averaging salary of 42,000 pounds. Now keep that in mind. Next few episodes we're going to be looking at those numbers into pounds and pence. And they're the types of things, and then that'll actually help you when you actually start looking at your baselines and some of your other stuff and everything. Ah, that's what that is, that's what that is. And you can start doing some of the stuff we've talked about. You can start doing some of the calculations now and start working out where some of your leaks are. It might be staggering, you might look at it. Got 620 absence, isn't it? Yeah, 12 people. What? They've cost us 42,000 pounds, plus what as we said before, six thousand pounds to thirty thousand pounds, Fred's Georges, all of those types of things. It gets interesting now, doesn't it? So now you have the language. And next time we're gonna move on to like definitions to diagnosis, start calculating the actual costs of absentism and sickness into real money. Now, if you want a full diagnostic and everything, you want us to do a CEDA report for you and everything, absolutely get in contact. I will happily work with you in uh providing a CESA report for you and everything with costs in there and things of what it will actually be. Uh, I tend not to do them very often uh because I like to talk about it in this way uh and everything, but I will do them. I will do them. I absolutely um that to be honest, some of them are really fun, especially when you start breaking down the proper numbers and you can see the individual, the company are going, wow, they're really big numbers we could be looking at. Also, you know, I do a workshop. You don't have to listen to a uh to weeks upon weeks upon weeks of little 30-20-minute episodes of this audit report. You know, I could come and do a full workshop with you and we'll do a full day. I'm actually looking at uh working with an organization of doing a uh a strategic day where we'll be doing half a day of the audit where we'll break down all the data stuff, the information stuff of why it's that important, and then the other side of it where we're looking at the mindset and motivation stuff of how you can help your employees understand that they are not a burden. It looks at those types of things, so we're looking at it in an individual way basically and a strategic basis of looking at that side of it. Uh, because as we said before, inspirational talks is one thing of talking at it, but really looking at a person's self-image, their mindset, their their approach to their condition, but moving forward of how they can see themselves that they can actually really achieve in with you as their employer and really give it their all in in their own lives as well, is really really vital. So we are looking at doing, and that'll be blackpool-based. Uh it's no proper plans yet, but um the uh the other the the the other company and I have had this this discussion that we are going to look at doing that, and it'll be a full day, uh, half day on the strategic side of it, which will be the auditing, talking about all of the figures that we've just talked about there and the importance, and we'll we'll do some examples, and then half a day on the self-image mindset and everything else for the for your employees to probably get the best out of themselves and your obviously management side of it as well, and how you can then promote that and put that throughout your company that you're you're there for everybody and everybody can your real leadership in there and everything. And if you're interested in any of that, you know, just drop me a message and we can we can have a conversation. The website, if you do go to the website, the website is down because I'm trying to concentrate on the the podcast side of it here with the audio and doing the external stuff out there. I don't really need a website for that per se at the moment. Uh so if you are interested in any of those types of things we've talked about than just the talking, then do get in contact. Um my email address is uh in contact through these things and everything else. But it is Elliot at the chronicedge.co.uk. So I I really appreciate today uh and everything. When you go back to the next episode, it'll be back to illness is not a burden. Uh depending on where we are on the on this batch and everything, uh it'll probably be uh still on the CKD um and everything, chronic uh kidney disease. If you've only been listening to the audit, I would advise looking at the in the bill that in the illness illness is not a burden series because it does look at strategies and inclusive workspaces or for different conditions. We have done by the time this one comes out, we have done um autism, endometriosis, and um just finished in finishing CKD chronic uh kidney disease. So I really appreciate it. We've still got a couple of episodes left to do in this audit, uh, and I really appreciate your time today. And uh you've got to remember it's that time, it's time to unleash your edge in your work, in your business, and in your life.

SPEAKER_00 37:59

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