A CAT coaching centre runs on quant, verbal and DILR faculty, strong mock analysis and interview preparation. Here is how to hire, pay and keep teachers and mentors who are often former test takers and management graduates.
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Share your requirementsA CAT coaching centre prepares graduates and working professionals for management entrance tests, with sections in quantitative ability, verbal ability and reading, and data interpretation and logical reasoning. Batches run on weekends and evenings, so teachers are often working managers, alumni of top institutes or full-time trainers. The team also includes mock test analysts, group discussion and interview mentors, counsellors and operations staff. Students are older, pay more and expect expert teaching. Faculty gain a following and are easily approached by rival centres or online platforms. See also HR for education. People work here is about weekend rosters, part-time faculty terms, mock data quality and keeping star teachers through admission and result seasons.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in CAT coaching centres. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Many teach after a day job, so weekend classes clash with their own office work and late cancellations follow.
Students enrol for specific names, so the centre depends on a handful of people and fears their moves.
A faculty member can record courses or teach for a rival, leaving the centre with a gap and shared notes in circulation.
One section may be taught well while another lags, and students blame the centre rather than one person.
After every mock, analysts must produce reports quickly, and a late or wrong report damages trust.
Alumni and managers help on interview panels with no fixed terms, so availability and feedback quality vary.
Students ask about their chance at a given institute, and counsellors are tempted to give assurance they cannot back.
Hourly, per batch and revenue share all coexist, and faculty compare notes and feel treated unequally.
Start with the topics that matter most here: Recruitment and Talent Acquisition; Retention and Attrition Management; Performance Management. Then work through the rest. Each topic is written for education, not in general.
Requisition to joining, the same way every time.
Who leaves, when, why — and which of them mattered.
Goals, reviews and ratings that hold up in a conversation.
How many people, in which roles, by when — and what they will cost.
Structure, reporting lines and who is allowed to decide what.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Salary structure, payroll inputs and a month that closes on time.
Training planned from need rather than from the calendar.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes — one for complaints, one for conduct — kept separate.
Policies a manager can apply, and obligations with owners and dates.
Induction, records, incident reporting and follow-through.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a CAT coaching centres business puts in place, in an order that makes each easier. Open any card for the detail.
A trial class, student feedback and a check of recent test results as a learner, using the recruitment process.
A trial class, student feedback and a check of recent test results as a learner, using the recruitment process.
Class days, notice for cancellation, replacement duty and payment dates.
Class days, notice for cancellation, replacement duty and payment dates. Confirm wording with a qualified professional and file it under HR documentation.
At least one backup per section, brought into classes occasionally so students know them.
At least one backup per section, brought into classes occasionally so students know them.
A clear note on online courses and rival centres, with notice and handover, reviewed with a qualified professional.
A clear note on online courses and rival centres, with notice and handover, reviewed with a qualified professional.
Report timelines per mock, with checks before release.
Report timelines per mock, with checks before release. The performance management process covers review.
A list of mentors with agreed time, feedback format and pay or recognition, run under the learning and development process.
A list of mentors with agreed time, feedback format and pay or recognition, run under the learning and development process.
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
Demo-based hiring and a ready bench for each section.
Clear, signed terms for part-time faculty and mentors.
Review of teaching and mock analysis quality by section.
Mentor briefings and feedback formats for interview preparation.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in education, and one on each of the topics this page points to.
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A practical design for an IT services appraisal cycle: when to run it, how to rate fairly across projects, and how to explain hikes so they hold.
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Set days, cancellation notice and replacement duties in writing, keep a backup for each section and pay on time so they place you ahead of other commitments.
Build a bench, rotate backups into live classes and keep recorded lesson plans. Recognise stars but do not make the centre's survival rest on one person.
That is for you to decide. State your position at hiring, agree notice and handover, and confirm wording with a qualified professional.
Give analysts a calendar, a checked template and a reviewer before release. Treat late reports as a process fault, not a personal one.
Keep a pool, agree time and feedback format, and thank them in a way that keeps them coming back.
Train them to speak about preparation and past practice, not guarantees. Review calls and keep the script honest.
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