What was the result of the Innotel Hotel project?

Company-wide, to the HPB framework. This engagement is described by scope rather than a measured outcome, because the client letter did not state one.

What type of consulting engagement was this?

Workplace Health Promotion, delivered over 12 months for a company in Hospitality.

Workplace Health Promotion

A wellbeing programme built to a national framework

Q: What did iGROW do for Innotel Hotel?

A hotel built its employee wellbeing programme on the Health Promotion Board's Workplace Health Promotion framework, designed around its own workforce data.

What this shows Company-wide, to the HPB framework

Sector: Hospitality
Duration: 12 months
Verified by: George King, General Manager

A hotel building its employee wellbeing programme to a national framework, with the content shaped by its own workforce data.

The engagement

Innotel Management operates in hospitality, an industry with shift patterns, high turnover and front-line staff absorbing guests' moods for a living. The brief was a company-wide employee wellbeing programme built on the Health Promotion Board's Workplace Health Promotion framework.

We ran a needs analysis and lifestyle survey, then designed and executed the programme against the framework's structure and the company's own findings.

What the client said

Signed by George King, General Manager, confirming the design and delivery of the company-wide programme.

What this one demonstrates

Working inside someone else's framework without losing the diagnostic. A national framework tells you the categories to cover. It does not tell you which of them matter in your hotel, and a programme built only to satisfy the framework produces compliance rather than change.

Running the needs analysis inside the framework is how you get both: a programme that satisfies the structure and one the workforce actually recognises as being about them. That distinction still governs how we approach any client working to an external standard.