Build the Workplace Skills Your Business Runs On
Soft skills and management training teaches employees and managers to communicate, write, present, think a problem through, lead a team, manage their time, handle pressure and deal with customers and colleagues. GullyHR designs and facilitates sixteen programmes as practice on your own workplace situations, with discussion, cases and role play, and follows each with assessment and reinforcement.
Soft Skills and Management Training in brief
Soft skills and management training is workplace behaviour training: teaching employees and managers to communicate, write, present, think a problem through, lead a team, manage their time, handle emotion and pressure, adapt to change, and deal with customers and colleagues. It is normally delivered as facilitated practice, using discussion, cases and role play, rather than as a lecture.
- GullyHR is an HR consulting, HR services, training and software company based in Bengaluru, working with Indian startups and small and medium businesses.
- This pillar covers sixteen training programmes, from everyday communication and business writing through to leadership, customer service, sales, interviewing and workplace AI use.
- Each programme is built from situations collected inside your own business at a needs discussion, not delivered from a fixed courseware pack.
- Delivery runs as a single workshop, a roll-out across cohorts, or a longer journey with reinforcement, at your workplace, online or a mix. Duration is scoped per engagement rather than fixed in advance.
- The next step on this page is a discussion about a custom training programme, not the purchase of a fixed course.
The starting point
Can You Say What Last Year's Training Changed?
Behaviour in a growing business is usually learned by copying whoever you reported to. That works while the founder is in every conversation. Once a manager layer exists, each team picks up a different habit, and one-off workshops rarely change what happens on Monday.
We pick the programme against a named behaviour, build it from your situations and check afterwards.
You may be experiencing:
- A strong specialist made a team lead who has still not held a single review conversation.
- Training that has been a day somebody booked, with nobody able to say what was different afterwards.
- Managers who learned to manage by copying whoever they reported to, visibly team by team.
- You remaining the quality check on every proposal, customer mail and difficult call that leaves the building.
- Budget for one programme this year and no honest way to decide which behaviour costs you most.
- An appraisal form scoring communication, ownership and teamwork, none of which anyone has been taught.
- Capable people leaving, and the reason in their exit conversation being a manager rather than the work.
- A training calendar built around what a vendor offered rather than the behaviour costing you most.
- Participants returning from a workshop with notes and nobody to practise with or report to.
- Two teams sent on the same course though their needs differ, because one standard programme was bought for everyone.
- Managers asked to reinforce training they were never briefed on.
What we can help with
The Programmes We Run
Communication and Writing
Communication skills, business writing and email etiquette, and presentation and public speaking: making an instruction land, a mail get acted on, and the best-informed person heard in the room.
Working With People
Interpersonal skills, emotional intelligence and conflict management: managing a working relationship on purpose, leaving a gap between feeling and reply, and raising a disagreement while it is still small.
Thinking and Time
Critical thinking and problem-solving, and time and productivity management: ending the habit of fixing the same problem twice and making a deadline something people plan for.
Leadership and Management
Leadership and people management: delegation, coaching, feedback and performance conversations, giving a promoted specialist a way to manage rather than only a title.
Customer and Sales
Customer service skills, and sales and negotiation skills: building judgement for the point where the script runs out, and protecting the relationship along with the price.
Professional Conduct and Change
Professionalism and work ethics, and adaptability and resilience: reliability in the small daily things, and shortening the time a team spends resisting a change.
Hiring and Digital Practice
Interviewing skills for managers, and digital and AI workplace productivity: making a hiring decision defensible later, and setting the boundary employees are currently guessing at.
Training Consulting
Building the training function rather than another workshop: a skill map against your roles, an annual calendar, a nomination route and a way to check whether anything changed on the job.
The scope
What the Programme Covers
Sixteen programmes sit under the families below, and each has its own page. You can take one programme, or several in an agreed sequence. The scope is agreed with you and starts with the behaviour you want to change.
Communication Skills
Giving an instruction, listening, questioning, speaking clearly, saying no and communicating across functions and upward.
Business Writing and Email Etiquette
Building an email, point-first writing, reports, meeting notes, tone, customer writing and internal writing.
Presentation and Public Speaking
Planning before the slides, structuring an argument, delivery, speaking to a room, managing nervousness and presenting online.
Interpersonal Skills, Emotional Intelligence and Conflict Management
Working relationships, trust, feedback, noticing and handling emotion, raising a disagreement early and mediating between colleagues.
Critical Thinking and Problem-Solving
Stating the problem, finding the cause, separating fact from assumption, comparing options and planning the action.
Time and Productivity Management
Priorities, planning a real week, managing interruptions, running meetings, delegation and follow-up.
Leadership and People Management
The first year of managing, delegation, motivation, coaching, feedback and performance conversations.
Interviewing Skills for Managers
Knowing what you are testing, structured and behavioural questions, scorecards, recognising bias and recording a decision.
Customer Service, and Sales and Negotiation
Hearing the real concern, handling complaints and recovery, understanding customer needs, handling objections and preparing a negotiation.
Professionalism and Work Ethics
Ownership, accountability, reliability, integrity, respect, confidentiality and everyday workplace conduct.
Adaptability and Resilience
Working through change, learning agility, managing pressure, working with uncertainty and recovering from a setback.
Digital and AI Workplace Productivity
Everyday digital skills, online collaboration, where AI tools help, responsible use, checking what they produce and protecting confidential information.
Working together
Ways to Work With Us
Single Workshop
One programme, one cohort, built around your workplace situations. The most direct way to see whether the approach suits your business.
Multi-Programme Roadmap
Several programmes taken up over time in an agreed sequence, such as communication before leadership.
Learning Journey With Reinforcement
A workshop followed by spaced practice clinics, manager check-ins and a closing review, suited to behaviours that take weeks to settle.
Training Consulting and Implementation
Where what you need is a training function rather than a programme: a skill map, a calendar, a nomination route and records.
Delivery is at your workplace, online or a mix. Nothing is scheduled until you have approved the design in writing.
The deliverables
What You Receive
Depending on the programmes chosen, deliverables can include:
- A written training needs summary and a recommended combination of programmes and modules.
- A participant workbook and a scenario pack built from your own workplace situations, for each programme.
- Facilitator-led sessions at your workplace, online or as a mix.
- Pre- and post-programme assessment where the programme supports one, and a participant feedback summary.
- An individual action plan for every participant.
- A manager briefing note on what the cohort practised.
- A certificate of participation for each attendee who completes a programme, where you want one.
- A written report to management covering participation, assessment movement, feedback and what we would take up next.
- A programme roadmap showing which programmes suit which roles, in what order, and which you can leave out.
- A selection note recording the behaviour each chosen programme is aimed at, so training spend can be reviewed against it later.
- A reinforcement calendar for follow-up clinics and manager check-ins across the programmes chosen.
Step by step
How We Work
Discuss the Need
A conversation with you and the managers concerned about which behaviours are the actual constraint, which programmes might address them, and which problems training will not fix.
Select and Design
We recommend a combination of programmes and modules, and say which we think you can leave out. Modules, sequence, cohort composition and format go to you in writing before anything is scheduled.
Gather Real Situations
Real instructions, escalations, customer calls, reviews and meetings are collected from your business, de-identified and written into the practice material, so participants rehearse their own work.
Facilitate and Observe Practice
Short input, then structured practice through discussion, activity, case and role play. Participants rehearse the harder version of the behaviour and take feedback from the facilitator.
Check and Reinforce
A baseline and a comparable check afterwards where the programme supports one. Each participant writes an action plan, their manager is briefed, and a follow-up clinic runs after an interval you set. Where it is included in the engagement, a pilot workshop is run with one cohort first, and the roadmap for the other programmes is adjusted from what that cohort and their managers report.
The difference
What Trained Behaviour Gives You
Programmes built on named behaviours help you:
We do not promise outcomes. We record a baseline before work starts, covering the behaviour training is meant to change, and any assessment the programme supports, and report against it, so you can see what changed and what did not.
- Move instructions, feedback and decisions through the business without repeating or refereeing them.
- Have a first-time manager hold a delegation or a review conversation rather than work around it.
- Let disagreements be worked through by the people in them before they reach your inbox.
- Keep customer conversations sound at the point where the situation leaves the script.
- Have managers in different teams handle the same situation in recognisably the same way.
- State what training spend was for before it runs and what to look for afterwards.
- Choose the next programme by the behaviour costing the most, rather than by what is on offer.
- Sequence programmes so each builds on the situations gathered for the one before.
- Brief managers on what a cohort practised so they can reinforce it at work.
- Review training spend on the same measures from one year to the next.
Find your fit
Who This Service Is For
Businesses Past the Founder's Reach
Companies where the founder is no longer in every conversation, so behaviour now has to be taught rather than watched and copied.
A New Manager Layer
Team leads promoted for their own output who have never been shown how to delegate, correct or review.
Customer-Facing and Sales Teams
Teams whose conversations decide whether an account renews or a complaint reaches the internet.
Companies Absorbing a Change
Businesses taking on a second location, a new customer segment, merged teams or a system going live.
Technically Strong, Hard-to-Follow Teams
Employees whose work is sound and whose spoken or written English is losing them credit at the client's end.
Businesses With Untaught Appraisal Terms
Companies whose appraisal rates communication, ownership and teamwork with no training behind any of those words.
HR Heads and Training Coordinators
People who choose programmes and need a way to compare them against named behaviours rather than course titles.
Founders and Business Heads
Owners deciding which skill to invest in first, with a limited training budget.
Good to know
How the Programme Runs
Before the sessions
- Needs analysis: a conversation with you and the managers concerned about which behaviours are the constraint and which problems training is unlikely to fix.
- Selection: a recommended programme or combination, and a view on which you can leave out.
- Design around your roles: practice material built from de-identified situations in your own business.
During and after
- Delivery: facilitated sessions at your workplace, online or a mix, in short inputs followed by practice.
- Practice: discussion, cases and role play, with feedback from the facilitator.
- Follow-up: individual action plans, a manager briefing and a review after an interval you set.
Each programme in a roadmap follows the same cycle, so what one cohort learns can inform the design of the next.
Good to know
How We Check It Is Working
Before and during
- Needs summary: which behaviour the programme is aimed at, written before it starts.
- Baseline: where participants start, where the programme supports one.
- Attendance: who took part in each session.
- Participant feedback: what the group found useful and what they would change.
After and at work
- Comparable check: what moved between the baseline and the later check.
- Action plan follow-through: which habits participants are practising.
- Manager observation: what managers see in the work in the weeks that follow.
- Roadmap review: which programme to take up next, or whether to stop.
We report what moved and what did not. Behaviour change is confirmed in the work, not in the room.
Good to know
Format and Boundaries
Each programme defines
The audience, group size, format (at your workplace, online or a mix) and duration. These are agreed with you in writing before anything is scheduled.
Separate from the programme
- Individual coaching for participants or managers.
- Formal assessments or psychometric instruments beyond the programme's own pre and post checks.
- Any external certification or accredited qualification. A certificate of participation, where you want one, records attendance only.
- Licences for third-party content or tools, where you ask for them to be used.
- Travel, venue and printing costs, unless agreed in the proposal.
Decisions about who attends and how skills are used at work remain with you.
Good to know
What We Need From You
Participants and sponsors
- A sponsor who can say which behaviour matters most and why.
- The roles and levels in each proposed cohort.
- Managers who are available to be briefed and to reinforce the practice.
- Release of participants for the agreed sessions and follow-up.
Examples from your work
- Situations from your business that show the behaviour, such as an escalation, a customer call or a review.
- Existing training records or appraisal terms linked to the skills in question.
- Anything already tried and how it went.
Where possible, examples are shared redacted or described rather than handed over.
Good to know
Participant Information
Feedback and assessments
Before the programme we agree what is reported to you: whether participant feedback is shown in summary or by name, who sees any pre and post assessment results and how long records are kept.
Examples and practice
Real situations are de-identified before use, and what individuals say during practice is not reported to their managers unless agreed with the group beforehand.
Everything in this section
All soft skills and management training
Adaptability and Resilience
Business Writing and Email Etiquette
Communication Skills
Conflict Management
Critical Thinking and Problem-Solving
Customer-Service Skills
Digital and AI Workplace Productivity
Emotional Intelligence
Interpersonal Skills
Interviewing Skills for Managers
Leadership and People Management
Presentation and Public Speaking
Professionalism and Work Ethics
Sales and Negotiation Skills
Time and Productivity Management
Training Consulting and Implementation
Good to know
Frequently asked questions
It is workplace behaviour training: teaching employees and managers to communicate, write, present, think a problem through, lead a team, manage time, handle pressure, and deal with customers and colleagues. It is normally facilitated practice using discussion, cases and role play rather than a lecture.
The one against the behaviour costing you most, which the needs discussion establishes. Where a new manager layer is the issue, communication and leadership often come first. We will also say when a problem is a process or a structure issue that training will not fix.
Yes. Several programmes can be sequenced over time, such as communication before leadership, or conflict after interpersonal skills. The roadmap is agreed in writing, and each programme builds on the situations gathered for the one before.
No. Many of our clients have neither. A single workshop on one behaviour is a reasonable starting point, and the needs discussion keeps the scope to what you can sustain rather than to a standard package.
We collect real situations from your business — instructions, escalations, customer calls, reviews — de-identify them and write them into the exercises. Participants then practise on their own work rather than on generic cases.
Both, or a mix. Role play and observed practice suit a room, while follow-up clinics and refreshers work well online. The format is agreed at the design stage against your locations, shifts and how many participants you can release at once.
With a baseline and a comparable check afterwards where the programme supports one, participant feedback, individual action plans and a manager briefing. We report what moved and what did not. We do not promise outcomes, and behaviour change is confirmed at work.
Training builds a skill in the people attending. Competency and talent management defines what each role requires, assesses people against it and decides who is developed or promoted. Many businesses use the second to decide where to apply the first.
No. Training is delivered independently of any software. Where you use the GullyHR platform, nominations, attendance and feedback can be recorded there, but that is optional.
Pricing depends on the programmes selected, the number of cohorts and locations, how much customisation is needed, the delivery format and whether assessment and reinforcement sessions are included. Share your requirements and we will send a tailored proposal.
Duration is agreed with you rather than fixed in advance, because it depends on the modules chosen, where the cohort starts and how much practice each behaviour needs. The proposal states the pattern before you commit.
Where you want one, each attendee who completes a programme receives a certificate of participation. It is a company training record, not an external or accredited qualification.
We say so at the needs discussion. Some problems come from structure, workload, process or a decision that needs revisiting, and training would not address them.
Managers receive a briefing on what the cohort practised, not on what individuals said. Any exception is agreed with the group before the programme starts.
The roadmap follows the behaviour costing you most, and we say which programmes build on others. For example, communication often comes before leadership, and interpersonal skills before conflict management.
No. Some programmes are aimed at managers, such as leadership and interviewing, and others suit anyone in a role, such as writing, time management or customer service. The needs discussion matches the audience to the programme.
Train Against a Behaviour You Can Name
Pick the programme that matches the behaviour costing you most, build it from your own situations, and check afterwards whether anything changed at work.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
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