Specialised Industries
Trusted by Leading Organisations
About Skillogy International Ltd
Visit WebsiteAI has made human capability urgent
Organisations are adopting AI quickly. Far fewer are sure their people have the judgement, accountability and control to check what it produces, recognise when it may be wrong, or know when not to rely on it.
That is a Human-Centric capability gap — and technology alone cannot close it.
Skillogy PERFORM™ is a connected Human-Centric capability system, researched and refined since 1996. It helps organisations identify and develop the human abilities that turn knowledge, experience and technical expertise into effective workplace performance.
Abilities developed at individual level carry forward into management and leadership, so capability grows as responsibility widens rather than being treated as a series of disconnected courses.
What we help with: AI literacy and adoption, critical thinking, decision-making and problem solving, accountability, delegation and priorities, change, and management and leadership development.
Not sure where to begin?
Start with the PERFORM Capability Challenge Review (PCCR) — a structured, no-commitment way to take one real organisational or performance challenge and identify the Human-Centric capability it may require.
Start your Capability Challenge Review → https://www.skillogycampus.com/Resources/challenge_review.html
Why Skillogy exists
Throughout Mike Bolam’s career in Human Resource Management and performance development, he repeatedly encountered the same question:
Why were capable organisations continuing to experience the same management and leadership problems?
The people involved were intelligent, experienced and technically competent. Whether working in sales, engineering, manufacturing, technology, law enforcement, finance or marketing, technical knowledge was rarely the fundamental problem.
Something else was missing.
Across very different organisations, recurring difficulties appeared in areas such as:
- generating ideas and managing change
- decision-making and problem solving
- communication and handling information
- setting objectives and priorities
- managing time and delegation
- managing people effectively
- developing the judgement, confidence and influence required to lead
These were not simply gaps in technical knowledge.
They were gaps in the Human-Centric Skills that enable people to turn knowledge, experience and technical expertise into effective workplace performance.
That insight became the foundation of Skillogy.
From insight to a capability system
The challenge was not simply to create more training. It was to understand which Human-Centric abilities contribute to effective performance, how those abilities connect and how they can be deliberately developed as responsibilities grow.
That thinking led to Skillogy PERFORM™.
Today, the system brings together:
215 Defined Abilities → 30 Human-Centric Skills → Connected Capability → Human Capability → Workplace Performance
At its heart is a simple but important principle:
Workplace skills do not operate in isolation.
Developing one ability can strengthen and reinforce others, creating broader improvements in personal performance, management effectiveness and leadership impact.
From learning to performance
Skillogy PERFORM™ does not treat learning content as the end point.
Development follows a continuous cycle:
ASSESS → LEARN → APPLY → REVIEW → REFLECT
Learning is applied through real workplace activity. Reflection then informs the next assessment and development cycle, creating an ongoing connection between learning and workplace performance.
Developing what matters
Not everyone needs to develop all 215 abilities.
Capability Navigation helps identify the Human-Centric Skills most relevant to an individual’s current role, movement into another role at the same level, or preparation for greater responsibility.
Development takes place across three connected performance domains:
SELF → MANAGER → LEADER
Human-Centric capability does not disappear as responsibility increases.
It expands.
Earlier capabilities remain essential, but they must be applied across a wider field — through more people, greater accountability, broader influence and increasingly complex organisational consequences.
The pathways therefore represent a widening scope of performance, rather than three separate collections of training.
Building capability before the gap becomes a problem
Strong performance in a role today does not automatically mean someone is ready for the next level of responsibility.
As responsibility widens, new Human-Centric demands emerge.
Skillogy PERFORM™ makes those transitions visible, enabling individuals and organisations to identify and develop capability before the gap becomes a performance problem.
That principle has been at the heart of Skillogy since its beginning — and AI has made it more important than ever.
- Location
- United Kingdom
- Group size
- 1 - 100
- Daily rate
- £1,000 – £1,000
- Number of employees
- 1 to 10
- Years trading
- 18
- Years of training
- 30
- Has own premises
- No
- Apprenticeships
- No
- Funded Courses
- No
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Problems We Solve
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Client Results
United Biscuits
An 800-employee manufacturing site faced high waste, sickness and staff turnover, alongside the need to develop 24 empowered line leaders.
Skillogy delivered an 18-month blended management capability programme for 24 line leaders, combining online learning, peer cohorts, workshops and workplace projects. Fourteen practical performance skills addressed structure, productivity, leadership and motivation, with progress and ROI measured at individual, team and organisational levels.
Delivered 1200% ROI and a £1.2m gain, cut waste by 50%, reduced sickness, absence and attrition from 40% to 8%, and raised output to 97% of target.
Ethiopian Roads Authority
A technically strong highways team needed stronger management skills to improve planning, control, productivity and major project delivery.
Skillogy delivered a two-year management capability programme combining structured learning, job-based action plans, peer learning and adviser support. Managers applied new techniques directly to live organisational challenges, strengthening planning, delegation, decision-making, teamwork and leadership.
Highlighted results — Claims fell 50%, saving over $1m. Productivity rose nearly 60%, absenteeism fell 75%, and 100 management hours were saved each w
Specialised Industries
- Financials
- Industrials
- Energy
- Utilities
- Technology
- Telecommunications
- Manufacturing
- Legal
- Construction
- Healthcare
- Banking
- Government Administration
Trainers
Michael J. Bolam Founder and CEO, Skillogy International Ltd Mike Bolam is a highly experienced human resource and performance development specialist with more than 40 years’ experience. His career has encompassed all aspects of human resource management up to director level, together with the design and implementation of capacity-building and workplace performance programmes across multinational companies, non-governmental organisations and diverse international sectors. Throughout his career, Mike recognised that many workplace challenges were not caused by a lack of technical expertise, but by gaps in the human capabilities needed to communicate, make sound decisions, manage people and lead change effectively. This insight led Mike to establish the development company that evolved into Skillogy International. In the mid-1990s, he commissioned an extensive research project to investigate the characteristics and traits influencing workplace performance. The findings were refined and translated into an integrated architecture of connected abilities, tutorials and courses, providing the foundation for Skillogy PERFORM™. Skillogy PERFORM™ is a proprietary, research-informed learning system that helps people perform, manage and lead effectively. It recognises that workplace skills do not operate in isolation: developing one capability can strengthen related abilities and produce wider improvements in personal performance, management effectiveness and leadership impact. The system supports individual, manager and leadership development, talent and succession programmes, performance improvement, organisational change, blended learning and AI-era workforce readiness. Delivered through accredited partners and trainers, Skillogy PERFORM™ courses are accessed by approximately 1,000+ organisations across around 60 countries. Mike remains committed to practical learning that produces meaningful behavioural change and measurable workplace improvement. His work increasingly explores how organisations can build AI capability while retaining human judgement, accountability, creativity and control. Michael’s career history, the origins of the research and his leadership of Skillogy are supported by his LinkedIn profile and his published work for Training Industry.
Heidi Adick PCC, CPTD, MBA, BA (Psy) is Skillogy International’s Global Lead Consultant and an experienced leadership development professional, facilitator and executive coach with more than 25 years’ experience helping organisations develop the capabilities of their people, managers and leaders. Based in Hong Kong, Heidi has worked with Skillogy since 2010 and became Global Lead Consultant in 2022. She facilitates and coaches learning consultants and supervises the Skillogy PERFORM™ Master Practitioner Certification Course. A strong advocate for blended learning, Heidi brings extensive practical experience of using Skillogy to support individual, management and leadership development. Her wider career spans leadership and managerial effectiveness, communication and influence, emotional intelligence, coaching, performance management, team effectiveness, change, problem-solving and strategic alignment. She also has substantial experience using assessment and 360° feedback approaches to identify development needs and support individual and organisational growth. Heidi has designed and delivered learning and coaching for organisations across a broad range of sectors and environments, including international banks and financial institutions, global retailers and supermarket groups, engineering and manufacturing businesses, professional services firms, educational institutions, government organisations and multinational corporations. This breadth of experience gives her a practical understanding of the different challenges L&D and HR teams face when developing capability across diverse roles, cultures and organisational settings. A Professional Certified Coach (PCC) with the International Coaching Federation and Certified Professional in Talent Development (CPTD), Heidi combines qualifications in psychology and business with more than 500 hours of executive coaching experience. Known for an engaging, practical and personable facilitation style, Heidi focuses on helping people turn learning into workplace action — and helping organisations use development to strengthen individual performance, management effectiveness and leadership capability.
