PRC Workforce
Features, Benefits & Value
PRC Workforce · Employer Reference

What PRC does.
What it costs.
What it returns.

A complete reference for HR Directors, Finance leads, and board sponsors. Financial savings, cultural outcomes, employer brand impact, and talent attraction. Every figure is sourced or labelled a PRC calculation.

£30bn
Rise since 2018 in the annual UK cost of employee sickness · IPPR, 2024
44 days
Productive days lost per employee per year, on average, to working while unwell, against 6.7 days to sickness absence · Vitality, reported in IPPR, 2024
£30,614
Average cost of replacing one professional employee · Oxford Economics & Unum, 2014
What PRC is

A 90-day behavioural protocol.
Delivered by email. Anonymous by architecture.

PRC is not a platform, an app, or a coaching programme. It is a structured email sequence that identifies the automatic patterns reducing a person's output, builds replacements, and installs those replacements until they run without effort. No sessions. No disclosure. No clinical record. No IT integration required.

Delivery
58 structured inputs across 90 days. 74 emails in total.
Delivered to the participant's personal inbox on a fixed schedule. Three phases: Mapping (days 1 to 30), Redesign (31 to 60), Installation (61 to 90). The two figures reconcile as follows: 58 structured inputs from Day 1 to Day 90, plus 13 weekly worksheets closing each protocol week, plus a pre-start email, a closing email on Day 90 and a post-protocol email on Day 91. That is 74 emails across a 91-day span for a 90-day protocol. No login. No app. No new behaviour required to access it.
Anonymity
Anonymous to your employer by architecture
Participants enrol on a personal device using a personal email. A seat number is assigned. The email is held only to deliver the protocol and is never shared with the employer. Nothing the participant writes is ever sent to the employer. The record is deleted on request at any time, and on a defined retention schedule set out in the data processing agreement. To the organisation, each participant is a seat number and nothing more. This is architecture, not policy.
Measurement
PRC Index · 7 measures at 4 points
Self-rated at Days 1, 30, 60, and 90 across seven operational measures: output quality, decision confidence, focus, presence in meetings, energy management, reset between demands, perceived operational capacity. Aggregate cohort movement reported quarterly to the employer.
Evidence base
Five published research frameworks
Beck (CBT, cognitive model), Linehan (behavioural chain analysis, phase sequencing), Wood and Neal (habit and context, environmental cues), Gollwitzer (implementation intentions, if/then planning), Lally (automaticity, 66-day median, 18 to 254 day range). Each maps directly to a protocol phase.
Deployment
Site-wide licence. No seat cap. No IT.
One licence covers the entire workforce. Anyone can enrol at any time from any device. No IT integration, no HR system involvement, no rationing decisions. Seat activation within 48 hours of procurement. HR sets up the initial communication. After that, the system runs.
Clinical boundary
Performance protocol. Not a clinical service.
PRC does not diagnose, treat, or refer. No clinical record is created. If a clinical concern surfaces, the participant is directed to their GP or NHS 111 · their seat is held with no fee. PRC sits alongside your EAP, Occupational Health and any support or wellness programmes, apps or meditation. No contract changes required.
Reporting
Aggregate cohort data. Quarterly.
Seat numbers, completion rates, and aggregate PRC Index movement across the cohort. Nothing that identifies an individual. Quarterly reporting tied to protocol completion cycles. A board-level briefing is available on request.
Contract
12-month contract. 90 days notice.
One annual licence for the site. No per-seat charge and no cap on numbers. 12-month contract, 90 days notice to cancel. Direct access to Jon Cull. No account management layer. No onboarding fees.
The cost of doing nothing

Left alone, the pattern
does not fix itself.

Every quarter a pattern runs unchecked, the gap between what a person is capable of and what they are producing widens. The people around them absorb the drag. The decisions they are not making, the conversations they are not having · that cost is already on your books. It is just not on a line item you can see yet.

What inaction costs
Workforce sickness
£30bn
Rise in the annual UK cost since 2018 (IPPR, 2024). £25bn of it is lower output from people working through sickness, £5bn more sick days. Separately, 44 productive days lost per employee per year against 6.7 to absence, measured by Vitality and reported in the same IPPR report.
One senior professional
£10,500
Lost output from one £70k employee at 70% capacity for six months. Illustrative but directly calculable for any salary.
SSP liability · from April 2026
£400m
New annual SSP cost added to UK employers under the Employment Rights Act 2025 (DWP, Economic Analysis). Sick pay is now due from the first day off sick, so a short absence now costs payroll directly.
Replacement cost
£30,614
Average cost of replacing one professional employee · recruitment, onboarding, lost institutional knowledge. A 2014 figure, not updated since.
Team drag
Unquantified but real. A senior professional operating at 70% capacity slows the decisions, approvals, and outputs of everyone reporting to them. That multiplier is not captured in any single-person calculation.
What PRC costs
A funded place
£0
A full 90-day run with no protocol fee, for three organisations. The £3,450 Usage Audit comes first.
The Usage Audit that comes first
£3,450
One site of up to 500 staff. An anonymous measurement across your own workforce, about three weeks end to end. You keep the written report whatever you decide next, and it is yours to circulate internally.
What you actually commit
A decision and one message
You decide who gets asked. I write the invitation and you send it once, to everybody, under a senior name at your organisation. I never receive a list of staff. Then half an hour with me at the end to go through the report.
No IT cost
£0
No integration. No infrastructure. No onboarding fee. No account management overhead. Runs entirely on email.
No HR management overhead
£0
After the initial deployment communication, the protocol runs automatically. HR is not in the loop at any stage of delivery.
Daily cost · one affected senior
~£81
Lost output per working day at 70% capacity. £70k salary basis. PRC calculation On a 30% capacity gap. The 30% is a PRC assumption, not a published figure.
4-week decision window cost
~£1,600
Output lost from one person during a typical procurement delay.
Quarterly inaction cost · 5 seniors
~£26,250
Five affected professionals at £70k, 70% capacity, one quarter. PRC calculation On a 30% capacity gap. The 30% is a PRC assumption, not a published figure.
vs what a funded place costs you
£0
A full 90 days across your whole workforce, with no protocol fee. The £3,450 audit comes first.

Lost output: PRC illustrative calculation. The 30% capacity gap is a PRC assumption, not a published figure · SSP: DWP, Economic Analysis (effective April 2026) · Replacement cost: Oxford Economics and Unum, 2014

Financial return

Where the savings land.
And how to calculate them.

PRC is built to produce a return in four categories. None has been measured in a finished group yet. Each is calculable using your own payroll data. The figures below use a 250-employee organisation with 10% of the workforce carrying an active pattern as the worked example.

Saving category
Worked example · 250 employees, 10% affected
Your calculation
Lost output regained
Output returned from participants who complete the protocol and restore productive capacity.
£52,500
25 affected × £70k salary × 30% capacity gap × 6 months = £262,500 potential; £52,500 shown assumes 20% is realised, a PRC assumption. PRC calculation The 30% capacity gap is a PRC assumption, not a published figure.
Affected headcount × avg salary × capacity gap × measurement period × realised uplift rate.
Retention · potential value of avoided replacement Scenario
Potential value of avoided turnover, not turnover demonstrated to have been avoided. Professionals carrying an unaddressed pattern are more likely to leave. Whether PRC changes that rate is untested.
£91,842
Assumes 3 retentions avoided × £30,614 replacement cost (Oxford Economics & Unum, 2014). 12% annual attrition, a PRC assumption, from the affected group of 25 is three people. This line assumes all three stay, which is the ceiling on it, not a conservative case. PRC calculation
Estimated leavers from affected group × £30,614 replacement cost (Oxford Economics & Unum, 2014).
Sick pay from day one
Patterns that generate absence now trigger SSP from day one under the Employment Rights Act 2025 (Acas, SSP).
Variable
Each absence day avoided saves SSP (£123.25 a week from 6 April 2026, Acas, SSP) plus management time, cover costs, and productivity loss from the team. Whether PRC avoids any absence is untested.
Estimated absence days reduced × SSP daily rate + internal cover cost.
Management time · potential saving Scenario
HR, line manager and senior leadership time spent on performance issues, absence and informal support conversations. This is time the organisation is already spending.
Variable
No published figure. Use your own managers' hours. PRC is designed to address the pattern before it reaches a manager. How many cases that removes from the queue is untested.
Active managed cases × estimated management hours × manager hourly rate.
What has to come back to break even
How much of the opportunity below you would need to recover for this to pay for itself.
Nothing
On a funded place, the £3,450 audit fee: about a third of the £10,500 one affected £70k senior at 70% loses over six months. On a paid licence, £9,750 in total with the audit fee credited. PRC calculation
What it costs you ÷ the opportunity identified. Requires no assumption about retention, recruitment or absence.
Total opportunity identified · 250 employees, year one Example figures
The two lines cover different periods and the total says so. Output is the six-month measurement period. Retention is a full twelve months, because attrition is an annual rate. Do not read the total as six months of anything.
~£144,000
Year one. £52,500 of output over six months plus £91,842 of avoided replacement over twelve. Rounded deliberately, because every input is an assumption and precision beyond this would be false. This is the ceiling of the model, not a forecast, and no finished group has produced it. PRC calculation
£52,500 on output alone
Recovered output, before any retention, recruitment or absence effect. PRC calculation The lines above depend on retention and recruitment assumptions holding, and no finished group has shown either yet. Judge this on the output line, which needs the fewest assumptions of any figure here.

Stated assumptions. Every figure in this table derives from six inputs, all of which the buyer can change: an affected population of 25 in 250 (10%), an average salary of £70,000, a capacity gap of 30% while a pattern is running, a six-month measurement period, 20% of the gap realised, and 12% annual attrition. The 10%, 30%, 20% and 12% are PRC working assumptions, not published figures. Substitute your own and the break-even moves accordingly. PRC calculation

All figures illustrative. The 30% capacity gap is a PRC assumption, not a published figure · Replacement cost: Oxford Economics and Unum, 2014 · SSP: DWP, Economic Analysis

Cultural outcomes

What changes in the organisation
when patterns stop running.

Financial savings are quantifiable. Cultural change is harder to count, and no finished group has measured it yet. Below is what the protocol is designed to change, and how.

01
What happens
Avoidance patterns stop running at senior level
The most costly patterns in any organisation are the ones running in the people who make decisions. A senior leader whose default is to delay difficult conversations, defer decisions under uncertainty, or present at reduced capacity · that pattern costs the organisation in every direction it faces.
Cultural outcome
Designed so decisions move faster and conversations happen sooner. The bottleneck that looked like a structural problem · the stalled project, the unresolved conflict, the strategy that never quite got confirmed · turns out to have been a pattern in a person. When the pattern is replaced, the organisation moves differently.
02
What happens
Depleted people stop depleting teams
A professional operating at 70% capacity does not absorb that cost alone. Their direct reports receive less attention, less clarity, and less pace. Their peers carry more. The team's collective output is lower than any individual calculation captures.
Cultural outcome
Team performance is built to lift without team-level intervention. When the person at the head of a team gets capacity back, the team is designed to feel it too. The morale impact of that change is disproportionate · a high-functioning senior is a multiplier, not just an individual contributor.
03
What happens
Private support signals real commitment
Support that most employees never use sends a weak signal, whoever provides it. A protocol built for the people who choose not to use conventional support sends a different signal: the organisation has thought about what actually works for senior professionals, not just what looks good in a benefits summary.
Cultural outcome
The signal is specificity, not volume. Employees read the difference between a platform added to the benefits stack and a product that was built because someone understood why the standard routes fail. That distinction affects trust · and trust is the substrate of culture.
04
What happens
Normalisation without disclosure
PRC removes the equation between needing help and being seen to need help. When a protocol is available to everyone and used by no one visibly, it changes what the organisation implicitly says about patterns, performance, and what it means to carry something privately.
Cultural outcome
The culture becomes one where addressing patterns is normal · not where disclosing them is required. That distinction matters enormously to the professionals this product reaches. They do not need permission to use it and no one needs to know they did.
05
What happens
Lost output becomes visible and addressable
The aggregate PRC Index provides, for the first time, a quarterly read on how the workforce rates its own operational output. Not engagement. Not satisfaction. Actual self-rated performance across seven measures. That data has commercial utility independent of any individual outcome.
Cultural outcome
Leadership can see the gap between what the organisation says and what the workforce experiences. If a cohort rates decision confidence at 4.8 on Day 1 and 7.1 on Day 90, that would be a measurable read on how the organisation was running before and after. Illustrative Figures shown are illustrative of the output format, not results. That measurement is new information.
Employer brand

A non-toxic culture is not just
a retention asset. It is a recruitment asset.

Employer brand is now a pre-application filter. Candidates look up what current staff say before they apply. An organisation that demonstrably invests in the people other companies write off appears differently in that pre-application scan than one that does not.

83%
Of job seekers research company reviews and ratings before deciding where to apply.
Glassdoor and Harris Poll, US, 2023
53%
Of job seekers look for more company information after reading a job post.
Glassdoor and Harris Poll, US, 2023
44%
Of Gen Z say they have turned down an employer on grounds of personal ethics or beliefs.
Deloitte, 2024
50%
Of Gen Z say they have turned down an assignment on grounds of personal ethics or beliefs.
Deloitte, 2024
+16%
More application starts after a company's Glassdoor rating rose by 0.5 stars or more.
Glassdoor data, worldwide, 2022
+20%
More job clicks after a company's Glassdoor rating rose by 0.5 stars or more.
Glassdoor data, worldwide, 2022

How it would show: PRC does not appear in a marketing brochure. It appears when a current employee is asked · in a Glassdoor review, an interview conversation, or an offboarding survey · what the organisation does differently. The answer "they have a completely private performance protocol that HR cannot access" is a specific, credible, memorable signal. It is the opposite of a platform nobody uses. It is support they actually used.

Talent attraction

Does PRC make a company more
attractive to potential hires?
It is built to. Here is the case.

The question is not whether a non-toxic, high-trust culture attracts talent. The published data points consistently in one direction. The question is whether PRC contributes to that culture in a way that is visible to potential hires. It does · through four distinct mechanisms.

01
What happens
Word of mouth from current employees
83% of job seekers research company reviews and ratings before deciding where to apply Glassdoor and Harris Poll, US, 2023. Their primary source is not the careers page. It is current and former employees, whose accounts carry more weight with candidates than anything the company publishes about itself. A workforce where PRC has run would include people who used private support that nothing else gave them.
Attraction outcome
The review is specific, not generic. "They have a completely private 90-day protocol · HR cannot see who uses it" is a different signal from "great culture." It is specific, credible, and unusual. Specificity is what candidates remember and repeat.
02
What happens
Gen Z and Millennial screening criteria
44% of Gen Z say they have already rejected an employer whose values did not match their own Deloitte, 2024. That is a recorded behaviour, not a stated preference. This cohort screens employers on whether stated values match actual practice, and its share of the UK workforce rises every year. Support nobody uses does not pass that screen. A protocol built for the people conventional support does not reach, and that is genuinely private, should.
Attraction outcome
Proof, not promise, once it has run. Younger candidates have high tolerance for imperfection and low tolerance for support that is only for show. A product that was built because the standard routes fail, and that is private because of how it is built, not because of how it is marketed, reads as real. That is the differentiator.
03
What happens
Senior professional screening criteria
Experienced professionals moving roles at senior level are the candidates most likely to have done the insurance calculation. They know what a clinical record costs. An organisation that provides effective, non-clinical, completely private support removes a barrier that most employers do not even know exists in the candidate's head.
Attraction outcome
The insurance argument is a pull factor for the exact population PRC is built for. A senior professional who has previously avoided support because of what a clinical record does to their insurance cover will notice · and value · an employer who has solved that problem structurally. That is a differentiated offer. Few employer benefits remove this specific barrier.
04
What happens
Reduced vacancy periods and hiring costs
Companies whose Glassdoor rating rose by 0.5 stars or more saw 20% more job clicks and 16% more application starts Glassdoor data, worldwide, 2022. That is a pattern on Glassdoor's own data, not proof that the rating caused it.
Attraction outcome
Fewer roles filled by agency. Shorter time to fill. Lower cost per hire. The aggregate effect of a genuinely differentiated employer brand · one built on real support that real employees talk about · shows up in recruitment economics. Whether PRC moves those figures for a given employer is untested.
Employer brand · application starts
+16%
More application starts following a 0.5-point rise in Glassdoor rating. Glassdoor data, worldwide, 2022.
Employer brand · job clicks
+20%
More job clicks following a 0.5-point rise in Glassdoor rating. Glassdoor data, worldwide, 2022.

Candidate research behaviour: Glassdoor and Harris Poll, US, June 2023 · Rating effect: Glassdoor data, worldwide, 2022 · Values-based employer rejection: Deloitte, 2024, global sample of nearly 23,000 across 44 countries, not UK-only

What it costs

Both are priced.
Three protocol places are still funded by me.

Anyone in your workforce can take part privately at any time, and you never see who. What it costs you is set out below.

The Total Support Usage Audit is priced and you can commission it today. It is a measurement, not the protocol. It tells you how much of your workforce actually uses your existing support, and how many of your people never do.

£3,450 · one organisation, one site, up to 500 staff
£5,450 · up to five sites or five parts of the business, any size
£1,750 · repeat audit at twelve months, for the comparison
£4,650 · both audits committed together, single site

Invite at least two hundred people. Thirty replies is the reporting floor. If fewer than thirty reply, no figures are issued and the fee is refunded in full. There is no breakdown by department, site or team. The figures cover the whole organisation, everybody added together, then broken down three ways and no others: how long people have been with you, whether they manage anybody, and how they work: on site, hybrid, remote, or shift and field based. Each side of each breakdown has to reach thirty replies on its own or it is folded back into the total. Beyond those three, the questions ask for nothing that could form a group.

The 90-day protocol is £9,750 a year. One licence for one site of up to 500 employees. Above 500 it is priced on headcount, from £9,750. Your audit fee comes off it in full, so it is £6,300 if you go ahead within three months of your report.

Three organisations can run the full 90 days at no cost. Three is what I can fund, and each one takes 90 days of my time, so places do not come back quickly. Places go in the order Usage Audits finish, not the order enquiries arrive. The fourth organisation to reach the front of that queue pays £9,750, less the audit fee already paid.

A funded place is agreed in writing before it starts. In return I ask for two things, none of which is money: the anonymous before-and-after figures from your group, and one HR Director willing to take a phone call from another. Founding places are for audits booked by 31 January 2027. After the free 90 days, a founding organisation pays the same licence price as everyone else.

It is one annual licence covering everybody you employ. No cap on numbers, no rationing, no deciding who gets a place. At 500 employees that is £19.50 a head for the year, and £12.60 once the audit fee comes off. A single line in a budget, alongside your support or wellness programmes, apps or meditation, aimed at the people they do not reach.

Compared to what you already offer: what you spend on your support or wellness programmes, apps or meditation is committed, and it earns its place for the people who use it. But every one of those formats only reaches the people who put their hand up. The people it leaves out still take sick days, and since April 2026 sick pay is due from the first day off. PRC is offered to every employee, which is what lets it reach the people the rest does not.

Summary

What PRC is built to address.
Across every dimension.

Financial · direct
Lost output recovered
UK employees lose an average of 44 productive days a year to working while unwell, against 6.7 days lost to sickness absence. Measured by Vitality, reported in IPPR, 2024. The larger figure is the one nobody tracks. PRC addresses the days that do not show up on a sickness record but show up on everything else.
Financial · indirect
Replacement cost avoided
The professional carrying an unaddressed pattern is more likely to leave. At £30,614 average replacement cost for an employee earning over £25,000 a year (Oxford Economics & Unum, 2014), three avoided departures a year at a 250-person organisation would cover the licence cost several times over. Whether PRC avoids any is untested.
Financial · statutory
Sick pay from day one
Since 6 April 2026, SSP applies from day one of any absence under the Employment Rights Act 2025, at £123.25 a week or 80% of average weekly earnings, whichever is lower (Acas, SSP). Short absences now cost payroll directly. PRC is built to address the pattern before it turns into absence. Whether it avoids any absence is untested.
Cultural
Decisions move. Teams lift.
When the person at the head of a team operates at full capacity, the team is designed to feel it too. PRC is built to work on that at source. No finished group has measured it yet.
Cultural
Normalisation without disclosure
PRC changes what the organisation implicitly says about carrying something privately. When private support is available to everyone, addressing a pattern becomes normal. That is a cultural shift a benefits platform does not produce.
Employer brand
Specific, credible, repeatable
83% of job seekers research company reviews and ratings before applying (Glassdoor and Harris Poll, US, 2023). What they find from current employees matters more than what appears on a careers page. PRC is built to give employees a specific, repeatable, credible story to tell, one that sounds different from other employers.
Talent attraction · general
Employer brand economics
Companies whose Glassdoor rating rose by 0.5 stars or more saw 20% more job clicks and 16% more application starts (Glassdoor data, worldwide, 2022). Whether PRC moves those figures for a given employer is untested. The proposed route is not marketing but what employees say about support they have actually used.
Talent attraction · senior
The insurance argument
Senior professionals considering a move are running the insurance calculation. A clinical record affects premium loading and policy validity at claim. PRC creates no clinical record. For the candidate who has already done this calculation, an employer who has solved it structurally is meaningfully differentiated.
Talent attraction · Gen Z
Values in practice, not values statements
44% of Gen Z have already rejected an employer on values grounds (Deloitte, 2024). They tell support that is only for show from real investment. A protocol that was built because the standard routes fail, and that is private because of how it is built, reads as real.
References

Every figure, and where it comes from.

Each source below is cited in gold beside the claim it supports. Primary sources are linked to the original work. The employer-brand figures are stated by their publishers and are marked for verification · confirm each against its named source before relying on it in a pitch.

Primary sources
Employer-brand figures, read at source 4 Oct 2026. US and worldwide data, not UK

Start with a Usage Audit across your own workforce.

See the Total Support Usage Audit → Apply for a funded place → Or speak to Jon direct → jon.cull@prcworkforce.com +44 7493 087262 www.prcworkforce.com