An audit of the training function itself. What it is meant to change, what it actually changes, and where the curriculum and the trainer layer have drifted from the floor.
Attendance, assessments, completion and refresher cycles, read as evidence.
Mapped end to end, and tested against what the floor actually does.
Not the certificate. Whether the behaviour changed.
Who teaches, what is tested, and what is rewarded.
A written finding, and the one change that moves it.
A plant ran the same safety training every quarter and the same incident returned. Completion was one hundred percent and the behaviour was unchanged. The gap was the assessment, which tested the memory and not the decision under pressure. The fix was to test the decision, and the incident stopped.
We do not deliver the training. We audit whether it lands.
Attendance is not effectiveness.
New slides do not change behaviour.
Read the training plan, the attendance, the feedback, the budget, and the problem it was meant to solve. Walk the floor to see what changed. Name the pattern, which is usually that the gap was never capability, or that success was never defined. Fix either the training or the honest redirection.
The training records, the budget, and access to the floor and the managers who commissioned it.
From ₹2,00,000.
What moves it: the number of programmes, and whether the budget and feedback data exist.
If the pattern is real, you will know within a week. If it is not, we say so in writing.
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