Build a Training Programme Around Real Business Needs
Training consulting and implementation is the work of building a training programme around what a business needs changed, and carrying it through: finding the gap, selecting the modules, setting a baseline, delivering, checking afterwards and reporting back. GullyHR designs the process that turns a business need into a delivered and measured programme, and can build your own capacity to run it.
Training Consulting and Implementation in brief
Training consulting and implementation is the work of building a training programme around what a business needs changed, instead of buying a course. It covers training needs analysis, competency mapping, custom programme design, pre- and post-training assessment, instructor-led or online delivery, effectiveness measurement, reinforcement and train-the-trainer — so the calendar reflects named gaps rather than last year's line items repeated.
- GullyHR is an HR consulting, HR services, training and software company based in Bengaluru, working with Indian startups and small and medium businesses.
- This service covers how a training programme gets built: needs analysis, custom design, competency mapping, assessment, delivery format, measurement and reinforcement.
- It applies across GullyHR's soft-skills and management training topics, and to skill gaps that have no named programme yet.
- Delivery can be instructor-led, online or hybrid, as a single intervention or a full annual calendar.
- The engagement includes a written proposal stating scope, modules, cohorts, format and measurement before delivery begins.
The starting point
Can You Say What Last Year's Training Changed?
Training often happens because the calendar says so or a vendor pitched well. The session runs, feedback forms are filled in, and nobody can connect it to a change at work, because nothing was measured before or after.
We connect each programme to a named gap, set a baseline and check afterwards.
You may be experiencing:
- Training happening once a year because the calendar says so, not because anyone worked out what the workforce could not yet do.
- A budget going to the vendor who pitched hardest, with no connection from the session to a business problem.
- Three departments running three versions of similar training from three vendors, none agreeing on content or standard.
- Nobody able to say what changed at work after last year's spend, because nothing was measured before or after.
- A training need written into the appraisal form every year, and nothing turning it into a session.
- Your best subject expert asked to run a session and delivering a lecture, because presenting and facilitation were never taught.
- A board or investor review asking what the spend achieved, and the honest answer being attendance.
- A training budget approved each year with the topics taken from last year's list.
- A manager asking for training on a problem that turns out to be a process or role issue.
- A subject expert whose sessions get good feedback and little change in what people do at work.
- No single place showing who has attended what, so the same people are nominated repeatedly.
What we can help with
Our Training Consulting Services
Training Needs Analysis
Structured conversations with management and employees to find the gap before anyone designs a solution for it, so a named gap leads to a specific set of modules.
Module Selection and Sequencing
Choosing and sequencing the right training, from GullyHR programmes or elsewhere, so the combination fits the gap rather than a catalogue.
Competency Mapping
Tying content to the competencies a role actually needs, so every module has a reason that can be stated.
Baseline Before Delivery
A self-assessment, a manager view or a scenario before delivery, so you know where each cohort starts from.
Classroom Delivery
Facilitator selection or briefing, session design and materials, planned rather than improvised on the day.
Online Delivery
Platform, session length and structure designed for participation rather than only attendance.
Check and Report
A comparable check after delivery and a report to management on attendance, assessment movement and feedback, closing the loop the baseline opened.
Reinforcement and Train-the-Trainer
Follow-up sessions and manager briefings on the calendar, and preparing your own subject experts to facilitate, so the capability ends up inside your business.
The scope
What the Consulting Covers
The aim is a training programme that starts from a named business gap, is delivered by the right people and can be checked afterwards. These are the parts we can review or design. The scope is agreed with you and can take all twelve areas or only some.
Training Needs Analysis
Conversations with management and employees, and a review of appraisal data, to find where skills or behaviours fall short.
Role and Competency Mapping
Linking the knowledge, skills and behaviours each role requires to the training that supports them.
Training Matrix
A view of which roles and levels need which programmes, and who has attended what.
Prioritising Needs
Deciding which needs come first, based on business impact, timing and what training can and cannot solve.
Programme Design
Objectives, modules, sequence, cohorts and format for each programme.
Module Selection
Choosing from GullyHR programmes, other providers or internal experts, based on the gap and not on a catalogue.
Vendor and Trainer Selection
Criteria, briefs and a comparison approach for choosing external trainers or vendors.
Internal Trainer Briefing
Briefing and preparing your own experts to facilitate, from session design to giving feedback.
Annual Training Calendar
A calendar sequenced against business priorities, with cohorts, timing and a budget view for approval.
Logistics and Delivery Coordination
Nominations, venue or platform, materials, joining instructions and attendance.
Evaluation Approach
A baseline and a comparable check for each programme, with participant feedback and manager observation.
Records and Reporting
Training records, a standing report to management and a route for the next cycle.
Working together
Ways to Work With Us
Training Needs Analysis
A standalone diagnostic to identify and document the skill and behaviour gaps, ending in a prioritised list.
Single Programme Design and Delivery
Needs analysis, design, delivery and measurement for one intervention, start to finish.
Annual Training Calendar
The full cycle across a year: needs analysis, competency mapping, calendar planning, delivery and reporting.
Train-the-Trainer Capability Building
Building internal facilitation capability so your own experts or managers can deliver sessions well.
We can use GullyHR programmes, other providers or your own experts. The point is that the programme matches a gap, whoever delivers it.
The deliverables
What You Receive
Depending on the scope of your engagement, deliverables can include:
- A training needs analysis documenting the gaps, with each need traced to its source.
- A recommended programme: modules, sequence, cohorts and format.
- A competency map linking each module to what a role requires.
- A baseline for each cohort before delivery.
- Session designs, materials and facilitator briefs for the programme.
- A comparable post-delivery check and a participant feedback summary.
- A report to management covering attendance, assessment movement, feedback and what we would take up next.
- A reinforcement plan, and where included, a train-the-trainer programme for your own experts.
- A training matrix showing which roles need which programmes, with attendance recorded against it.
- A vendor and trainer selection note, with the criteria and brief used.
- An annual training calendar with a budget view for approval, where the engagement covers one.
Step by step
How We Work
Find the Gap First
Structured conversations with management and employees to find what people cannot yet do and where it shows, before any programme is chosen.
Select and Map Modules
A named gap becomes a set of modules, mapped to the competencies the role requires. We say where GullyHR programmes fit and where something else, or an internal expert, would serve better.
Set the Baseline
A self-assessment, manager view or scenario before delivery gives each cohort a starting point, so progress can be compared rather than asserted.
Deliver and Check
Sessions are delivered in the classroom or online, planned rather than improvised. A comparable check afterwards shows what moved.
Report, Reinforce and Hand Over
Management receives a report on what happened. Follow-up sessions and manager briefings are on the calendar, and where included, your own experts are prepared to run the next cycle. Where it is included in the engagement, a pilot programme is run first and the design refined from participant and manager feedback before the full calendar is rolled out.
The difference
What a Planned Programme Gives You
Training built around real needs helps you:
We do not promise outcomes. We record a baseline before work starts, covering the gaps identified, current training records and how past programmes were measured, and report against it, so you can see what changed and what did not.
- Plan training against a named skill or behaviour gap, so the budget conversation starts from a business problem.
- Have different departments' training follow one process, even where content differs by team.
- Give management a report on what the investment changed, built from assessment and observation.
- Hold a calendar for the year, with modules and cohorts planned instead of arranged reactively.
- Let internal experts deliver training with facilitation preparation behind them, not only subject knowledge.
- Give a training need raised in an appraisal a route into an actual programme.
- Agree training priorities with a short list of named gaps rather than a long list of topics.
- Decide whether training, a process change or a conversation with a manager is the right answer to a problem.
- Choose trainers and vendors against stated criteria, so the choice can be explained later.
- See at a glance who has attended what, and who has not yet been covered.
Find your fit
Who This Service Is For
Businesses With Calendar-Driven Training
Companies where training happens because it is on the calendar rather than because a gap was identified.
Companies With Several Training Sources
Businesses where departments buy similar training from different vendors without agreeing a standard.
Businesses That Cannot Show Results
Companies unable to say what the last year's spend achieved when asked at a review.
Companies Using Internal Experts
Businesses whose best specialists are asked to train others without facilitation preparation.
Growing Businesses
Companies that have outgrown one-off sessions and have nobody whose job is planning training properly.
Businesses With Unactioned Appraisal Needs
Companies where development needs are recorded each year and nothing converts them into sessions.
HR Teams Without a Training Function
Teams asked to run training alongside everything else, who want a process and a calendar they can follow.
Business Heads Approving Training Budgets
Leaders who want to know what a proposed programme is for, and how it would be checked.
Good to know
How the Programme Runs
Before the sessions
- Needs analysis: structured conversations with management, a sample of employees and a review of appraisal and training records.
- Design around your roles: needs are mapped to roles and competencies, and turned into programmes, cohorts and a calendar.
- Select delivery: we help choose between GullyHR programmes, other providers and internal experts, and brief them against the design.
In the room and after
- Delivery: programmes run in the classroom, online or a mix, with nominations and logistics coordinated.
- Practice: sessions include practice suited to the skill, and baseline and post-programme checks are run for each cohort.
- Follow-up: a report to management, reinforcement activities and a plan for the next cycle.
Each stage has a purpose and an owner, and the same stages apply whoever delivers the training.
Good to know
How We Check It Is Working
Coverage and participation
- Training coverage: how far the matrix is covered by programmes delivered, and where gaps remain.
- Attendance and completion: who took part and who still needs to.
- Nomination quality: whether participants were chosen for a stated need.
- Calendar adherence: how far sessions ran as planned.
Learning and application
- Baseline and post-programme comparison: where each cohort started and what moved.
- Participant feedback: how relevant and usable the programme was found.
- Manager observation: what managers see at work in the weeks that follow.
- Unactioned needs: appraisal needs not yet turned into a programme.
Measures use agreed definitions. We report what the evidence shows and where it does not, and do not treat attendance or feedback as proof of changed behaviour.
Good to know
Format and Boundaries
Each programme defines
Each engagement defines the roles, departments, locations, programmes covered, delivery arrangements and the part of the cycle included, agreed with you in writing before anything is scheduled.
Requires a separate agreement
- Delivery of individual programmes, unless separately agreed.
- Trainer and vendor fees, venues and materials.
- Individual coaching and mentoring.
- Skill, aptitude or psychometric assessments.
- Content licences and e-learning licences.
- External certification or accreditation.
- Travel and accommodation costs.
Training budgets, nominations and employment decisions stay with your authorised management team.
Good to know
What We Need From You
Useful inputs
- Organisation structure, role descriptions and levels.
- Past appraisal data and recorded training needs.
- Training records, vendor details and past feedback.
- Budget range and priorities for the period.
- Names of managers and employees available for the needs analysis.
If records are patchy, we can begin from conversations and build the records as part of the work.
Sponsors and managers
We ask sponsors to name the business problems they want training to address, and managers to take part in the needs analysis and in reinforcement afterwards.
Good to know
Participant Information
Handled by agreement
Appraisal data and employee input used in the needs analysis are sensitive. Before work begins we agree what we receive, who may see it, how it is summarised and how it is returned or deleted.
Feedback and assessments
Needs are reported by role, team or theme rather than by individual employee, unless a different arrangement is agreed in writing.
Good to know
Frequently asked questions
Needs analysis, module selection, competency mapping, a baseline, classroom and online delivery planning, a comparable check afterwards, a report to management, reinforcement and, where wanted, preparing your own experts to deliver. You can take the whole cycle or any part.
Both are available. GullyHR delivers soft skills and management programmes, and where a need is technical we help you select and brief another provider or prepare your own expert. The planning and measurement stay consistent whoever delivers.
That service, under process consulting, builds the standing process: skill map, calendar, nomination, approval, records and the effectiveness check. This is the programme-level work of designing, delivering and measuring a specific intervention. Many businesses use both.
Yes. Selection starts from the gap, not from our catalogue, and we say where another provider or an internal expert would be a better fit. We then set the baseline and the check so the result is comparable whoever delivered.
Partly, and honestly so. Assessment before and after, participant feedback and manager observation show movement. Whether behaviour changed durably is a judgement confirmed over time at work. We report what the evidence shows and where it does not.
Yes. Train-the-trainer capability building prepares your subject experts and managers to facilitate, since knowing a subject and teaching it are different skills. It is often the most cost-effective way to build a lasting training capability.
No. Many of our clients have none. The engagement can stand in for one for a defined period, and the process is handed over in a form a small HR team can run.
No. Planning, delivery and measurement work without it. Where you use the GullyHR platform, nominations, attendance and feedback can be recorded there, but that is optional.
After a conversation about the gaps you want closed. The proposal then states the needs analysis, the programmes, the measurement and the reporting, and it is agreed in writing before anything is scheduled, so you can see exactly what you are committing to and what is deliberately left out.
It is a structured way of finding out what people cannot yet do and where it shows at work. It draws on conversations with managers and employees and on appraisal data, and ends in a prioritised list of needs.
A training matrix shows which roles and levels need which programmes, and who has attended what. It helps you plan cohorts, spot gaps and avoid nominating the same people repeatedly.
We start from the gap and set criteria such as relevant experience, method, fit with your people and how the result can be checked. A brief and a comparison approach keep the choice explainable.
Yes. The calendar is sequenced against business priorities, with cohorts, timing and a budget view for approval, built from the needs analysis.
Role descriptions, appraisal data and training records are useful, as are managers' views on gaps. If records are patchy, we can begin from conversations.
Yes. We look at what each programme was for, who attended, how it was delivered and what was checked afterwards, then say what to keep, change or stop.
Yes. A small business can start with a short needs analysis and a simple calendar, without a full programme of work.
Pricing depends on the number of roles, departments and locations, whether the scope is one programme or a full calendar, who delivers and the evaluation approach chosen. Share your requirements and we will send a tailored proposal.
Connect Every Programme to a Gap You Can Name
Find the gap, choose the training, set a baseline, check afterwards and report what changed, with your own people able to run the next cycle.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
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