Corporate Training

Educational Training & Consultancy


We are a business school in our 15th year of operation, and have been consistently been acknowledged for our learning environment and accomplished faculty – well reputed in their domain.   For your information I would like to share our most recent B School Rankings which were possible to a very large extent with your patronage

•    CRISIL for the first time has graded educational institutes and chosen Skyline Business School as one of them with an         All India grade A and  state level A**
•    Outlook magazine has placed Skyline at 70 position among the top B Schools 
•    Business World Best B School Survey 2010 just released has placed Skyline Business School at the 11th position in Industry Interaction,29th position by Pedagogy, 27th position from Students’Ranking while overall ranking is 71 (All India)

We are a business school in our 15th year of operation, and have been consistently been acknowledged for our learning environment and accomplished faculty – well reputed in their domain.   For your information I would like to share our most recent B School Rankings which were possible to a very large extent with your patronage.

We have restructured our training and consultancy activities with focus on developing industry engagement in areas where our team of faculty and consultants have acknowledged strength.   

The nature of engagements could typically be in the form of training workshop, consulting assignment or a consulting assignment starting with a training workshop. 

We look forward to explore training and consulting opportunities in areas where the engagement will be a mutually rewarding experience.

A.    Training workshops
B.     Consulting areas
C.    Profile of key trainers / consultants

It has been increasingly observed that at several corporate training sessions, the attendance keeps falling off. This is due to a lack of trainee engagement, where subjects are often not really sure about the purpose of the sessions. Before starting any such trainings, it is pertinent to gauge the aspects the workforce really needs to be trained in. Sometimes, learning incentives need to be added in. It helps to have Subject Matter Experts (SMEs) within the organization to explore in-depth on areas of concern. In order to have more engaging training sessions, a strategic curriculum needs to be designed. Certain shortcuts or learning loopholes need to be devised as this raises the trainer’s profile. Instead of constantly focusing on the bigger picture, the entire learning module ought to be broken down into micro-learnings so that trainees get the sense of progress with close of each chapter. No hurry must be intended and for any shortcomings, the trainers must not hesitate in enlisting external support. Pre and post-surveys are necessary to gauge authentic business intelligence on the relevance of the programme. Some manager surveys can also be conducted to understand how the team leaders saw the impact of the sessions on the workforce.


Uploaded Date:01 March 2018

While the digital age is exciting for many, it is also creating certain upheavals for many. A lot of professionals are worried about their future employability, while companies are not getting the right talent fit within. This is going to further exacerbate with about a third of present day skills set to be recast by the year 2020. A PwC survey reveals that more than a third of CEOs surveyed are extremely worried about the future availability of the desired skills. Thus, companies are having to tweak their current talent recruitment patterns in order to incorporate people with the skills required for tomorrow. Since a lot of those skills are uncertain, and companies are loath to lose their experienced, qualified staff, specific retraining and reskilling programmes well need to be launched. Generic corporate training programmes will no longer suffice. The new skills required may broadly be divided into three subsets which are- business and science, human or soft, and technology. To tweak the recruitment system accordingly, company leaders must first assess the existing talent pool to understand the gaps existing. The recruitment must advance at a certain scale, as otherwise it won’t be feasible. This may require additional mentorship or personalized coaching sessions. The newer talent must get integrated with the old one, so that this diverse set of talent can co-exist together. The entire team needs to be put on an accelerated mode as only then will such a gargantuan goal succeed. While, it pays to have a good recruitment system, it will not work without collaborations from other stakeholders such as academic institutions.


Uploaded Date:23 February 2018

At the recent MERIT Higher Education Summit, held in Lisbon, the future of education was pored over. One insight that definitely emerged over others was the rise in popularity of Executive MBA and other continuous learning modules. Due to constant technology changes, a one-time degree is less relevant, but professionals constantly need to upgrade themselves. A challenge brought out by the associate of a business school in Lausanne, Switzerland was about how on-campus learnings can be tailored to meet the future needs. While face-to-face interaction must play a pivotal role in education, it will get supplemented by online study. The Executive Director at HEC Paris, even confirms that now almost all those interested in executive education prefer digital learning as part of the training. Due to a lot of existing education and roles getting redundant, there will be a huge shortfall of people by the year 2030. Thus, talent recruitment systems will be under massive pressure by that time if education patterns do not keep pace with skills really required.


Uploaded Date:23 February 2018


If employees in organizations are not imbibing newer things frequently at work, that clearly means the leadership is faulty. Employees who usually have higher scores on the learning curve, also tend to do well on questions relating to whether they consider themselves as high-performers, or whether their work makes any difference to people’s lives. They are also ambassadors to the company, recommending the firm to others, and even the boss gets the praise for the work done. Such people would rather set smart goals, than hard, tangible ones. In order to improve employee learning, the leader needs to pose certain questions to the group on frequent basis. The first of them is what new things would they like to learn next month, so specific corporate training sessions may be arranged accordingly. The next one is about which things improvement has been observed compared to the previous month. Finally, the leader needs to ask about when in the last month they feel motivated, and when the complete opposite.


Uploaded Date:08 February 2018

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