Training · LeakMap
The session happened and the behaviour did not. Nobody has ever tested whether the money bought anything. We audit the training, the onboarding and the first ninety days, and measure what actually changed rather than what was delivered.
One week. One problem. One confirmed figure.
The training that should not exist.
It is delivered every year because it always has been, and nobody has asked what it changes.
The refresher that repeats.
The same content, the same room, the same result.
The induction that ends too soon.
The role is handed over before the person can do it, and the gap is discovered in month three.
The room that learned nothing.
Attendance was full and the behaviour on the floor is unchanged.
Whether the training budget changed behaviour, measured rather than assumed.
The first ninety days, audited: what the person was told, what they met, and where the two diverged.
How long it takes a new person to actually understand the role, measured at both ends. For colleges and for the companies that hire from them.
A workshop that looks at a role and describes the said and the unsaid: the tasks nobody writes in the JD and the small things that decide whether a fresher succeeds.
For colleges and universities, and the companies that hire from them.
The team investigates one live problem and learns the method by using it.
The panel learns to read the pattern in a candidate, and its own bias, before the interview.
The scenario that lands, the practice that sticks, the measurement built in from the start.
Fractional learning leadership on a monthly rhythm.
If the pattern is real, you will know within a week. If it is not, we say so in writing.
If the pattern is real, you will know within a week. If it is not, we say so in writing.
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