Workplace learning program with AI
Become a
Performance
Consultant
- Six months
- L&D teams and HR business partners
- Performance Consultant AI included
Your team works like performance consultants from day one.
Workplace learning program with AI
- L&D teams
- HR business partners
- Guidance by leading experts in Performance Consulting
- Fifty real requests from your own desk, about one a week per person
- Four sessions of ninety minutes, spread over six months
- Personalized for your cases and training requests
- Learn and work with the Performance Consultant AI to amplify yourself and the team
- More online coaching available on request
- In personAnywhere
- OnlineAnywhere
- English
- Dutch
Six months, four sessions
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Session 1 · 90 min
The first request, and the first doubt
How to put a real request to the Performance Consultant AI, what a good question looks like, and what to do the moment you are not sure.
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Session 2 · 90 min
Reading what comes back
How to read an analysis: the binding cause, the evidence, the confidence level, and what the report deliberately does not claim. Where your judgment overrules it, and where it should not.
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Session 3 · 90 min
The method behind the answer
The five analytical steps and the six conditions across three levels, and why it asks what it asks. Once you know the method, you can push back on the output instead of accepting it.
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Session 4 · 90 min
Judging the work
How to assess your own analysis and a colleague's, which decision a confidence level can carry, and how you take that decision to a manager and to finance.
- Performance Consultant AI: a twelve-month team license, in your team's hands from session one.
- Online coaching is already in the Performance Consultant AI. Teams that want more can add support.
Working, learning, implementing
Your team does not leave the job to learn this. It learns on the requests it already has.
- Working
The requests that already arrive, analyzed for real. Fifty across the team, none of them invented.
- Learning
How to ask, how to read what comes back, and what to do when you doubt it.
- Implementing
The Performance Consultant AI is in your team's hands from the first session. Implementation is the program.
Business partners
Interested in becoming a business partner? Let us know and you will receive an information package.
Performance Consultant AI
Your team analyzes the requests that already land on its desk, learns performance consulting while doing it, and the Performance Consultant AI is in their hands from the first session. What took a trained consultant a week takes minutes.
- A twelve-month team license for the Performance Consultant AI
- Online coaching and office hours whenever you need them
- The Spend at risk calculator, run on your own figures
- A register of every request, every analysis and every revision
Two ways to run it
- Take it to your training request meeting
- Collect additional data
- The AI starts analyzing
- Get professional reports within minutes
Testimonials
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I used to dread performance consulting. Now I run a training request through the Performance Consultant AI and have a full report in minutes.
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The speed is unreal. My team can use it right away to show the value we bring. That used to take weeks.
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I always found the methodology overwhelming. The Performance Consultant AI changed everything.
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For the first time a manager asked me what the analysis showed, instead of when the training starts.
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We said no to a course for four hundred people, with the evidence on one page. Nobody argued.
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Every request now leaves a report we can find back a year later. That alone was worth it.
Spend at risk calculator
How much of your training budget is aimed at a cause training cannot fix?
Training spend
0
Taking it to your CFO
A number is not an argument. Most L&D business cases die in the first minute of the meeting, and always for the same reason. Here is how this one survives it, in the words that work.
Why this calculator exists at all
Finance stopped believing learning business cases because they add everything up and call the total a saving. A CFO discounts a number he cannot verify, and from then on the meeting is about your credibility instead of the decision.
So this one counts a single thing: money the organization approved and did not have to commit, on requests where the decision actually changed. It shows what leaves the building and what goes back into the operation, refuses every number that cannot be defended, and hands the interpretation back to finance.
What it counts, and what it refuses to count
Two things the request already counted: the money you pay out, and the hours of work the training takes, at the hourly cost your own finance team uses. One total as the request arrived, one after the analysis, and the difference between them.
The hours count because they were in the request. If they count when the organization buys the training, they count when it does not.
It refuses productivity gains, revenue effects, ROI multiples and the cost of the problem that stayed unsolved. And every request where the analysis confirmed the training counts zero, which is why the rest is believed.
The conversation, in six steps
- Open with the decision, not with L&D. We received a request, we analyzed it before spending, this is what changed.
- One subtraction, out loud. What the request asked for, what it costs after the analysis, the difference, and the split between money paid out and hours back into the operation.
- Say what you are not claiming. No ROI, no productivity effect. Avoided spend only.
- Hand over the choice. Avoided cost becomes a saving the moment finance decides not to release the budget, and capacity if it does. Then stop talking.
- Show the register, not the total. Every amount has a date, a request and the cause that was found. Offer the register itself.
- Ask for one thing. The next request routed to your team before the date is set.
The four things finance will say, and what to answer
That money was never going to be spent anyway. It was approved, dated and in the plan, and here is the request. If it truly was not going to be spent, that belongs in the register too.
Those hours are not real money. They were real enough to go into the request, at the rate the business case used. Hours out of a queue before peak season come back as overtime, agency cover or a longer queue, so they land in somebody's budget either way.
How do I know the analysis was right? You do not have to take it on trust. Every entry carries its confidence level and what was still unconfirmed. Start with the entries at eight and above.
So L&D is now saying no to training. No. Four of these twelve requests were confirmed as training and sit in the register at zero. What changed is that we know which four, and why.
What to bring, and what to leave at your desk
Bring three things on one page: the register extract for the period, one request worked out from arrival to decision, and the summary the calculator writes for you, with the split visible.
Leave behind the method, the framework and the names of the models. A CFO is not buying the instrument. He is deciding whether the number in front of him is one he can use.
This conversation is part of the program. Session four is about exactly this, because an analysis that never reaches the people who decide changes nothing.
Stop taking orders. Find the root cause before you fund the training.
Our experience
Arets L&D Business Models
Pricing
Questions and answers
What does it cost?
A team program with the annual license included, priced per department per year rather than per seat, with HR business partners joining as a second department. You get the number in the first conversation, because the same package is worth three times more to one organization than to another.
The more useful question is when it turns positive, and you can answer that one before you speak to us. It pays for itself the first time your team stops a request that was never going to work. Not the tenth time. The first. The request on this page arrived at £115,000 with £55,500 of working time attached to it, and the analysis took £156,391 out of it in three minutes and forty seconds. That is one request. A team of advisers handles dozens in a year.
So this is not a line in the training budget. It is the one item in that budget that decides what happens to the rest of it.
We do not claim a saving, and we never will, because a saving nobody can point to is one your finance director takes apart in a minute. What we count is what your team examined before the money was committed. Run the calculator above on the largest request currently on your desk, with your own figures. If what comes out is smaller than a year of the program, do not buy it.
Bring one real requestWhat happens to our recordings and our client data?
You ask the requester for permission before you record, and that permission is part of the method rather than a formality. We walk through data handling and retention in the demo, with your own privacy officer present if you want one.
Are you against training?
No. We advise our clients on when a course works and when it does not, and the analysis says yes as often as the evidence warrants. A yes with evidence behind it is worth as much as a no.
Can we not just use ChatGPT for this?
You can, and you will get a useful answer and a different one next week. What a department needs is the same method every time, the reasoning kept on file, and twenty years of applying it in practice sitting behind the answer.
Who owns the analyses?
You do. Every request, every report and every revision stays in your own register, and you can change any line at any time.
