Corporate Training & Development
I have planned and executed more than ten thousand manhours of training, and set up the training and development function from scratch at greenfield stage. Programmes are built from a training needs identification, not selected from a catalogue.
The problem
Most corporate training is bought rather than designed. A vendor arrives with a standard deck, delivers an enjoyable day, and nothing changes, because the programme was never connected to an identified capability gap and nothing was measured afterwards. The budget is spent, the feedback forms are positive, and the underlying problem is untouched.
What this covers
- Training needs identification using skill matrix and competency mapping
- Annual training calendar and budget built against the identified needs
- POSH awareness for employees and separate orientation for IC members
- Managerial effectiveness — delegation, feedback, difficult conversations, performance discussions
- Behavioural and soft skills programmes
- Policy inductions and new employee orientation
- Train-the-trainer, so capability stays inside the organisation
- Individual learning plans and development plans for identified key resources
Why me for this
Planned and executed more than 10,000 manhours of training. Established the training function from scratch at a greenfield plant, implemented training manuals, budgets and calendars, identified internal and external trainers, and conducted training needs identification through skill matrix and competency mapping.
Common questions
Is POSH training mandatory in India?
The POSH Act requires employers to carry out awareness programmes for employees and to orient Internal Committee members on their responsibilities. In practice, documented training is also one of the strongest indicators that an employer took its obligations seriously, which matters considerably if a complaint is ever examined.
How do you measure training effectiveness?
By deciding before delivery what should change, and checking afterwards whether it did. That means a defined capability gap identified through training needs analysis, a measure agreed in advance, and follow-up at a sensible interval. Feedback forms collected at the end of the session measure enjoyment, not effect.
Related
POSH Compliance & External Member
Internal Committee constitution, external member appointment, training and annual filings under the POSH Act, 2013.
Fractional CHRO
CHRO-grade judgement on a part-time retainer, for companies that need the thinking without the salary.
HR Function Set Up From Scratch
The complete people infrastructure — policies, letters, onboarding, payroll structure and compliance — built once, properly.