Behavioural training for 1,700+ employees across six plants
A large-scale, pan-India behavioural development programme for a leading Indian steel manufacturer, covering self-management, relationships, conflict and teamwork, reinforced long after the classroom and measured by both assessments and supervisors.
Request the Full Case StudyAll Case StudiesConsistent behavioural capability across a large, dispersed workforce
The organisation wanted to strengthen core workplace behaviours across a very large employee population spread over multiple plants, with consistent quality everywhere and evidence that behaviour actually changed on the job.
- Four modules: Managing Self, Managing Relations, Managing Differences & Creativity and Teamwork & Collaboration
- A pilot batch, then roll-out across five more plants
- Seven trainers onboarded and trained for consistent pan-India delivery
- Pre- and post-training assessment of participants
Measured in the classroom, confirmed by supervisors
In the pilot plant, the average total assessment score rose from 3.04 before training to 8.24 after, an increase of 171%. A supervisor survey 6–8 months later checked whether the change had lasted on the job.
+171% overall
Every module improved: Managing Self rose from 0.64 to 2.32, Managing Relations from 0.97 to 2.30, Managing Differences from 0.77 to 1.92 and Teamwork from 0.66 to 1.74.
98% saw improvement
Of 130 supervisor responses, 98% reported that their team members showed signs of improvement after the training.
~3 out of 4 on every module
Supervisors rated improvement at an average of 2.94–3.08 on a 4-point scale across all four modules. 75 of the 130 rated participants scored above 3 (“excellent improvement”).
Reinforcement that built a learning community
Learning continued after each session through reinforcement groups with daily “tea-time” learning nudges, and competitions such as poster-making, photo and live challenges, with certificates and prizes for winners. Participants rated the refreshers and post-programme engagement as valuable learning aids, and 65 supervisors gave qualitative feedback on how effective the programme had been.
- The highest impact was on Managing Self, showing strong appetite for self-development
- Feedback-seeking and negotiation were identified as the next focus areas
- Recommended a structured communication skills programme as the next step
- Proposed a “ready-now” programme for high potentials moving into manager roles
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Full case studies, including module-wise data and survey methodology, are shared on request with organisations planning a similar roll-out.
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