What are the challenges a people management company like yours faces in the Indian scenario?
The challenge is to overcome generic problems within companies, like the ad hoc nature of training programmes. Many still perceive training as a curriculum or calender event, not linked to the goals of the company.

Many companies also do not commit resources as a philosophy and practice to develop people. Sometimes training is positioned as an incentive - `do well, go on training programme' being the attitude. Budgets are also not fixed as a clear percentage of turnover. On an average it may be .05 per cent of the turnover, while .2 per cent would be a good budget in the Indian context. In contrast, the budgets are as high as three-four per cent. Another barrier is the absence of the feeling of `ownership' for the process among line managers.

How can this feeling of `ownership' be inculcated?
This can be achieved by involving line managers directly in all people development programmes. In many companies abroad it is mandatory for line managers to take training sessions/participate instead of just sending off teams for training. Their involvement is a critical factor in effective implementation.

Typically, what kind of companies need training?
Growing companies need training. Smaller companies often think of going in for training after they reach a certain turnover. They need to change that approach. Therefore, measures to get a return on investment are needed. There are special tools to do that. Trainers themselves need to be trained on measuring and tracking the effectiveness of programmes by empowering them with skills and tools to do so on an on-going basis.

What is the degree of customisation of your products for Indian companies?There is no definite level of customisation. In most cases very limited amount of customisation is needed as these are time-tested products. In some cases, however, like in the case of the pharmaceutical industry, where different selling skills are needed, some degree of customisation is needed.

Doctors have a very short attention span and medical representatives share an unequal relationship with them, so it is important to build a rapport quickly. For this reason, we had to develop a special modular format for one of our pharma clients. We have eight versions of customer service programmes for different segments that can be adjusted to the company's needs. Reckitt & Colman, for instance, created almost a new programme with extensive customisation, to suit its sales team, which were mostly high school level with limited understanding of English.

What are Achieveglobal's goals in India?
We have a 35-odd client base in India. Our business involves training, performance measurement, assessment for hiring, strategy clarification, articulating the mission of the company and process management. We stress on value adds to reinforce our training programmes and keep skills alive. Typically, people forget once a training programme is over. We provide tools like audio tapes and skill cards for easy use and quick reference.

What are your future plans?
We are concentrating on expanding our business. With two offices in Delhi andMumbai, we will be starting operations shortly in Bangalore. We want to now focus on end-to-end projects, right from diagnostics to processes. At present we have five-six such clients. We are looking at tie-ups with strategic partners, to provide more specialised, value-added services. Achieveglobal already has exclusive alliances with H R Chally (for its assessment and measurement tools for recruitments) and THT (cross-cultural studies).