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Corporate Services

Our Services

We handle corporate training from end to end, from mapping the need through to the final impact report. For companies, SOEs, government agencies, institutions, and non-profits.

  • 4.9/5 · 287 reviews
  • 300+ clients nationwide
  • 2,000+ trainers
  • 1 to hundreds of participants
  • Standard · Premium · Private 1-on-1

2,000+ trainers and experts

Our group's teaching network, matched to what your team needs.

See class documentation

You see your trainer first

The trainer's profile, track record and field come with the proposal, before you decide.

4.9 out of 5

287 participant reviews.

300+ clients nationwide and 180,000+ private training sessions completed. Among them: MPR RI, Akademi Militer Magelang, DPRD Provinsi Jawa Timur.

One person to hundreds

Private coaching for one participant, a class for one team, or several cohorts at once.

Three budget levels

  • Standard: core class, material fitted to the participants’ work
  • Premium: senior trainer, deeper material design
  • Private 1-on-1: one participant, one trainer, schedule set by the participant
Tell us your budget

End-to-End Corporate Training Services

Neksus has six corporate training services: in-house training at your office, open public classes, mapping what your team needs, certification prep, year-long programs, and measuring the results.

Every service is shaped around your organization. There are 8 program types and 5 pricing models, and all of it starts with a free first consultation.

Service lines
6Service lines
Program types
8Program types
Pricing models
5Pricing models
Start point
TNAStart point
Leadership for First-Line Managers
Employee Cybersecurity Awareness
Corporate Generative AI Training

Six service lines

What Neksus Can Do for Your Team

Every service starts from a needs mapping. We then scope the price and the content in a proposal, one client at a time.

In-House Training

A program we design from the needs mapping, delivered at your office or online. The material connects to your business, your roles, and the way your people work.

Includes

  • Needs mapping and learning-objective alignment
  • Custom curriculum, case studies, and assessment
  • Trainer matched to your sector and participant level
  • Impact report after the training

Best for: One organization that wants to lift its team with a clear direction.

The design follows ADDIE. The evaluation uses the four Kirkpatrick levels.

Public Training & Workshops

Open classes and intensive workshops with participants from several organizations. Good for individuals or small teams who do not need a full in-house program yet.

Includes

  • Open schedule, participants from many organizations
  • Structured per-topic materials
  • Attendance or completion certificate
  • Move to in-house once the headcount grows

Best for: Urgent needs, few participants, or a trial run before in-house.

Modular curriculum with applied exercises and facilitated discussion.

Training Needs Analysis & Consulting

We find out which skills are short, design the learning roadmap, and think through the options with you before any program runs.

Includes

  • Mapping skills against what the role demands
  • Finding the root cause behind weak performance
  • Tiered learning roadmap
  • Priority recommendations and success indicators

Best for: Organizations unsure what training is actually needed.

A three-level needs-analysis framework: organization, task, and individual.

Certification & Compliance Prep

Preparation toward a certification scheme or a regulatory requirement. We get participants ready. Accreditation we do not hold, we do not claim.

Includes

  • Mapping competency units to the scheme
  • Preparation training and assessment simulation
  • Material alignment with reference standards
  • Coordination with external certification bodies where relevant

Best for: Teams heading toward BNSP, K3, ISO, or professional certification.

Material aligned to reference standards: BNSP/SKKNI, K3, and relevant ISO.

Recurring Programs & Corporate Academy

Tiered curricula and recurring programs, to build capability over the long run.

Includes

  • A tiered curriculum, from foundation through to advanced
  • Periodic training calendar
  • Cohorts and role-based learning paths
  • Periodic program-effectiveness review

Best for: Organizations building an internal academy, or growing their next leaders.

The 70-20-10 principle to blend training, practice, and coaching.

Assessment & Impact Measurement

Competency assessment and post-training evaluation, with an honest report. If results fall short of target, we write that down too.

Includes

  • Baseline assessment before the program
  • Measuring change in behavior and in results
  • Structured impact report
  • Follow-up recommendations

Best for: Organizations that have to account for what they spend on training.

Kirkpatrick’s four-level evaluation (reaction, learning, behavior, results).

Decision aid

In-House, Public, or Consult First?

The three most common entry paths. Choose by headcount, how clear your need already is, and how far you want it customized.

In-House Training

Most often chosen by organizations
Participant scale
Team/division (many)
Customization
Full, from the needs mapping
Industry context
Organization-specific
Time to start
After the mapping and proposal
Impact measurement
Baseline, post-test, report
Investment
Per proposal, after mapping

Public Training

Participant scale
Individual / small team
Customization
Limited, fixed curriculum
Industry context
Generic across attendees
Time to start
Follows class schedule
Impact measurement
Completion certificate
Investment
Per participant

TNA & Consulting

Participant scale
N/A (diagnostic)
Customization
Output: custom design
Industry context
Mapped in depth
Time to start
Fastest to begin
Impact measurement
Indicators & roadmap
Investment
Per diagnostic scope

We do not publish cost figures, because every one is scoped in a proposal after your need is mapped. That way the number reflects your real situation.

Engagement flow

From Need to Impact Report

Every service follows the same open flow. The consultation at the first conversation is free.

  1. 01

    Initial discussion

    Day 0

    We listen to your situation, which roles you want to train, and what is in the way. No charge.

  2. 02

    Training Needs Analysis

    Week 1

    We map the missing skills and the business target, and that becomes the basis for the design.

  3. 03

    Proposal & syllabus

    Week 1–2

    Curriculum, trainer, format, duration, and cost estimate written up for your approval.

  4. 04

    Delivery

    Per schedule

    The program runs in-house or as an open class, in person or online, around your team schedule.

  5. 05

    Evaluation & report

    Post-program

    We measure the impact with the Kirkpatrick model and report it with follow-up recommendations.

  6. 06

    Procurement admin

    In parallel

    PO, VAT invoice, and vendor documents completed to fit your procedure.

Choosing a Service from the Problem You Have

Most institutions arrive with one sentence from a manager, something like “find some training for the team”. The five questions below turn that sentence into the right kind of engagement, and you can answer them yourself before you talk to anyone.

  1. 1

    Is the problem already clear?

    If you can say which skill is missing, who is missing it, and how the gap shows up in the work, you are ready to discuss a program. If what you have is still a symptom, such as complaints going up or a branch missing its target, start with Training Needs Analysis & Consulting so the root cause is found first.

  2. 2

    How many people need to learn?

    One person, or a few people from different divisions, usually fit Public Training & Workshops. A whole team, a cohort of supervisors, or one work unit sharing the same problem makes more sense as In-House Training, because the material can use cases from your own office.

  3. 3

    Is there an outside standard to meet?

    When the demand comes from a regulation, an auditor, or a professional competency scheme, the path is Certification & Compliance Prep. On this path the reference standard decides what the material covers, and the authorized certifying body decides who passes.

  4. 4

    One time, or year after year?

    A need that comes back every year, such as preparing new leaders or onboarding each wave of new hires, takes less effort when it is set up as Recurring Programs & Corporate Academy. A need that appears once is settled with a single program.

  5. 5

    Who will ask about the results later?

    If the board of directors, the supervisory board, or a budget auditor will ask for evidence of change, include Assessment & Impact Measurement from the start. The starting point can only be measured before the program begins, so this decision belongs at the front.

If Your Company Is New to Buying Training in Indonesia

Foreign companies, regional offices, and newly arrived managers often meet a set of local terms in their first purchase. Here is what each one means for a training engagement.

  • PKP (Pengusaha Kena Pajak) is a business registered to charge VAT. If your company is PKP, ask for a tax invoice (faktur pajak) so the VAT (PPN) on the training can be credited.
  • PPh 23 is the withholding tax on services. Your finance team deducts it when paying the invoice and sends the withholding slip (bukti potong) to the vendor.
  • NPWP is the tax ID number and NIB is the business registration number. Both appear in the vendor registration documents most companies ask for.
  • BUMN are state-owned enterprises and BUMD are regional government-owned companies. They buy through their own internal procurement rules and plan spending in an annual work plan called the RKAP.
  • DIPA and DPA are the budget documents of central and regional government agencies. A training activity has to appear in them, line by line, before an agency can pay for it.
  • LSP (Lembaga Sertifikasi Profesi) is a professional certification body. When a role needs a national competency certificate, the LSP runs the assessment and issues the certificate.
  • Bahasa Indonesia is the working language of most training here. If your team needs sessions in English, or a mixed group working in both languages, mention it early, because it narrows which trainers we put forward.

What Working Together Looks Like in Each Service Line

The cards below look at the six service lines from your institution’s side: who usually starts it, what triggers it, what you need to prepare, how the work runs, and what you hold at the end.

In-House Training

Usually started by
A division head whose team has stalled, the HR or L&D person who owns the annual training plan, or the owner of a small company who decides alone.
What triggers it
A group of people with similar jobs shows the same gap: supervisors promoted without experience leading, a sales team losing prospects after the first visit, or service staff who keep drawing complaints.
What to prepare
The number and job titles of participants, examples of work situations you want improved, dates when the team can step away from work, a venue choice or online setup, and the budget in whatever form you hold it.
How the work runs
Once the need is mapped, we propose a trainer and a syllabus. You review the trainer’s name and sample cases, then the program runs at your office, at a venue you choose, or online. After the sessions, we write the report.
What you receive
A program built on cases from your own team’s work, an attendance recap and documentation, participant survey results, and the trainer’s notes on what still needs practice on the job.

Public Training & Workshops

Usually started by
An employee who asks their manager, a manager who wants to send one or two people, or a small business owner who wants to try first before training the whole team.
What triggers it
An individual need the rest of the team does not share, a role that only one person fills in your office, or a wish to see a trainer’s style before booking a program of your own.
What to prepare
Participant names and titles, the manager’s approval, and the paperwork your finance team needs for per-participant payment.
How the work runs
Participants register for a scheduled class, learn alongside people from other institutions, and come back to the office with material they can share with colleagues.
What you receive
Class material, applied exercises, and perspectives from participants at other institutions. If the class works well, that experience becomes the basis for an in-house version for a larger team.

Training Needs Analysis & Consulting

Usually started by
Directors or unit heads who see performance slipping without knowing why, or HR asked to draft next year’s training plan who wants it on solid ground.
What triggers it
Targets missed again and again, earlier training that left no mark, a restructuring or a new way of working, and training requests from many divisions that need to be put in order.
What to prepare
This year’s business or unit targets, the organization chart and job descriptions, performance data you are allowed to share, and time from several managers and staff representatives for interviews.
How the work runs
We read the documents, talk with managers and the people doing the work, observe the work where needed, then separate the problems training can answer from the ones rooted in process, tools, or rules.
What you receive
A map of skill gaps by job group, an order of priorities, a proposed program shape, and the indicators that will later judge the results. The document stays yours, whatever you decide next.

Certification & Compliance Prep

Usually started by
The occupational health and safety (K3), quality, compliance, or hospital training unit, often working with the HR person who holds the budget.
What triggers it
An audit or accreditation survey on the calendar, a new regulation that requires a specific competency, a tender that asks for certified staff, or an inspection finding.
What to prepare
The name of the scheme or standard you are aiming for, the participant list with each person’s work experience, existing evidence of their work, and the assessment date if the certifying body has set one.
How the work runs
We map the competency units against each participant’s experience, fill the gaps through training, then run simulations so participants know the shape of the assessment. The official assessment is held by the authorized certifying body or LSP.
What you receive
Participants better prepared to face the assessor, an organized portfolio file, and a readiness note for each person. The competency certificate is issued by the certifying body or LSP once its assessor finds the participant competent.

Recurring Programs & Corporate Academy

Usually started by
The head of L&D, the HR director, or the manager of an internal academy who is thinking several years ahead.
What triggers it
Leadership seats that will open through retirement or expansion, hiring waves that keep coming, or a wish to make training a fixed agenda that does not depend on one person.
What to prepare
The career paths in use, the job groups you want to prioritize, the annual work calendar, and the internal people who will act as mentors or program managers.
How the work runs
The program is built in levels and run by cohort. Between sessions, participants carry out assignments in their own jobs with their manager’s support. Periodic reviews decide which modules stay and which change.
What you receive
A year-long learning calendar, learning paths by role, progress notes for each cohort, and material your internal team can use if one day it wants to run part of the program itself.

Assessment & Impact Measurement

Usually started by
A budget holder who reports to the directors, the supervisory board, or an internal inspectorate, and HR wanting to show what past programs achieved.
What triggers it
The question “what changed after the training?” that is hard to answer, a plan to extend an expensive program, or the need to choose who moves on to an advanced program.
What to prepare
Work indicators you already track, such as complaints, processing time, or sales figures, access to participants’ managers to rate behavior, and agreement on when the follow-up measurement happens.
How the work runs
The starting point is measured before the program, learning is checked once the final session closes, then behavior and work results are looked at again some time later through managers and unit data.
What you receive
A report that compares before and after, names plainly the parts that have not changed, and sets out next steps you can take into a budget meeting.

What the First Conversation Covers

The first consultation is free, and it is an ordinary conversation. There is no long form yet and no price quote yet. Its one purpose is to understand your situation well enough that the proposal that follows fits. Needs mapping starts in this conversation too, and goes deeper only when the need calls for it.

The conversation is most useful when you bring the following. Rough estimates are fine, and anything you do not know yet can be worked out together.

  • Your manager’s instruction as it was given, including any deadline mentioned.
  • Who the participants are: job titles, headcount, years in the role, and where they are based.
  • A recent case or two from the floor that pushed this request onto the agenda.
  • The budget in whatever form you hold it: a total for the activity, an allowance per person, or a ceiling from your manager.
  • Any training already run for the same group, and what felt missing from it.
  • Your institution’s procurement rules: whether vendors must be registered, how many comparison quotes are needed, and who signs.

Why We Ask About Budget Early

Our proposals are built around the figure you hold. Once we know it, we can offer a few program arrangements that all fit, and you pick the one closest to your goal. Without that figure, a proposal easily lands too high or too low, and you end up asking for revisions.

Budgets come in different forms. Some people hold a total for one activity, some hold an allowance per employee per year, and some have only a ceiling set by their manager. Any form works, and if your manager asks in a different form, we help write the conversion into the proposal so you do not have to recalculate it yourself.

Procurement and Paperwork

This part often takes longer than designing the material, so it is best raised early.

Mid-sized and large companies usually ask vendors to register in their supplier system first. The documents commonly requested, such as the company profile, tax ID (NPWP), PKP status, business registration number (NIB), deed of establishment, integrity pact, and trainer CVs, are handed directly to the procurement officer who asks for them.

Once the proposal is approved, the basis for the work can be a Purchase Order (PO), a work order, or a contract, following your institution’s practice. That document states the scope, schedule, participant count, what is and is not included, and the payment stages.

For PKP institutions, we issue a tax invoice so the VAT (PPN) can be credited. Training services are also normally subject to PPh 23 withholding, which your institution deducts when paying and then sends us the withholding slip for. Your finance team usually knows this flow well, and we follow it.

Payment can be agreed in stages (termin), for example part up front and the rest after the program ends and the report is received. The stages are written into the contract so both finance teams hold the same schedule.

Small businesses, foundations, and institutions that do not need a tax invoice can use a regular invoice. Tell us early which paperwork your finance team files, and the documents we prepare will follow that format.

Government Agencies, State-Owned Enterprises, and Private Companies: Different Calendars, Different Paperwork

Private companies usually hold the training budget as a single line. In a small company the decision can be made in one conversation, while in a large one it passes through HR, the participants’ division head, procurement, and finance. The annual training line is usually drawn up near the end of the year and spent through the following year.

State-owned enterprises (BUMN) and regional government-owned companies (BUMD) buy through their own internal procurement guidelines, with the budget set in their annual work plan (RKAP). Supplier registration on their procurement portal is often the longest step, because each document is checked one by one. Multi-stage programs that need continuity are easier to plan when they are discussed while the RKAP is being drawn up.

Central and regional government agencies buy from budget lines already named in their DIPA or DPA, such as speaker fees, meals, and room hire, with official cost standards as the limit. So the budget plan (RAB) we prepare for an agency is split along those same lines, and speaker fees are matched to the cost standard that applies in your region.

On timing, an agency’s activity has to be listed in its RKA or DPA before it can be purchased. If you are planning training for next year, the terms of reference (TOR) and RAB are best discussed while next year’s budget is being prepared. For the current year, what can be used is the budget line that already exists.

Combining Several Lines Over One Year

Each line can be booked on its own, and results show most clearly when several lines are set in sequence. Below is one example for a sales or service unit. An institution with a tight budget can start with one in-house program paired with simple measurement, then add other lines when the next budget opens.

  1. 1

    Start of the year: Training Needs Analysis

    The mapping shows which group is most urgent, and it also measures the starting point that later serves as the comparison.

  2. 2

    First half: In-House Training

    The priority group trains with cases from their own work. One or two people with special needs go to an open class on a matching topic.

  3. 3

    Mid-year: certification prep where needed

    Roles that require certified competency are prepared ahead of the assessment date set by the certifying body.

  4. 4

    End of the year: impact measurement

    Behavior and work results are measured again. The report feeds the budget meeting, and the parts that worked continue as a recurring program the following year.

Signs Your Institution Needs Consulting Before Training

Training answers a shortage of skill. When the problem comes from somewhere else, consulting first will save your budget.

  • The same people have already been trained on the same topic, and the results have not shown up.
  • Employees who usually perform well are running into the same problem, a sign that the source lies in the process or the system of work.
  • Managers name different problems when asked what needs fixing.
  • Targets have changed, while job descriptions and the way performance is judged have not been updated to match.
  • Training requests are coming from many divisions at once, and you need solid grounds for putting them in order.
  • A large change is coming, such as a new system, a merger of units, or a branch opening, and you want to know which skills to prepare first.

More Questions About Working Together

Can we order a TNA on its own, without moving on to training?

Yes. Training Needs Analysis & Consulting is a service in its own right, with the scope and fee agreed in the proposal. The result is yours, and you can use it to build a program with your internal team or any provider.

Can our internal material be used in the program?

Yes, and it usually helps. Your SOPs, internal terms, and sample work documents make the exercises feel close to daily work. We review the material first, then suggest which parts to keep, extend, or reorder.

What if the assigned trainer turns out to be a poor fit for our team?

Tell us after the first session. We swap in a different trainer without charging for it, and first ask what felt off so the next person suits the group better.

Our participants are spread across several branches. Can they join one program?

Yes, in a few arrangements: one online class for all branches, in-person classes that move from city to city, or a mix of the two, with an in-person meeting for coordinators followed by a series of online classes for branch teams. The best option depends on the kind of skill and on travel costs that make sense for your budget.

Who from our side should join the first conversation?

One person who owns the task is enough. If possible, bring the division head who feels the problem directly, since they know the real incidents best. Procurement and finance usually only need to join when the proposal is discussed.

Can a Neksus proposal be compared with other vendors’ quotes?

Yes. Our proposals spell out what is and is not included, so they are easy to compare line by line. If your institution uses its own quotation format, send it to us and we fill it in.

Our budget is small. Can you still help?

Tell us the figure, and we put together a program shape that fits it. A small budget often suits a short class, a half-day workshop, or sending a few people to an open class, and we explain the limits of each option plainly.

What is the employee data we share used for?

Participant data, assessment results, and performance data you share are used to design, run, and report on your program. If your institution requires a non-disclosure agreement (NDA), we sign it before any data is shared.

When should we start talking if we want training to run early next year?

While next year’s budget is being drawn up. In private companies that is usually the fourth quarter, and in government agencies it is when the RKA is prepared. Talking about the need during that period means the figure entered into the budget comes from a program whose shape is already clear.

Does Neksus guarantee that team performance will rise after training?

Nobody can honestly give that guarantee, because performance also depends on managers, the system of work, and the chance participants get to practice new habits. What we hold ourselves to is a program designed from the real need, a report that tells it as it is, and recommendations for improvement when results fall short of target.

Questions About Our Services

What HR, L&D, and Procurement teams most often ask before working with Neksus

In-house training is a custom program for one organization, built from the needs mapping and delivered at your office or online. Public training is an open class across organizations with a fixed curriculum, suited to individuals or small teams. Many organizations start with public training and move to in-house as headcount grows.

Neksus does not publish fixed rates. We scope the price per proposal after mapping the need, weighing participant count, duration, format, and how far the customization goes. That way the cost follows your real need. The first consultation is free.

A Training Needs Analysis maps the distance between what your team can do today and what their roles and business targets demand. It usually looks at three levels: organization, task, and individual. Skip it and training tends to treat the symptom. The budget is spent with no measurable change in behavior.

We use the four Kirkpatrick levels: participant reaction, learning, on-the-job behavior change, and results for the organization. Indicators are agreed up front, a baseline is measured before the program, then results are reported as they are, including when a target is missed.

No honest provider can guarantee a pass, because the decision rests with an external certification body such as BNSP. Neksus supports the preparation and aligns material with reference standards (SKKNI, K3, relevant ISO) so participants are as ready as possible. Accreditation we do not hold, we do not claim.

Yes. Neksus serves companies, SOEs, and institutions across Indonesia: in-house at your office, at a venue you choose, or online for teams spread out. For cities outside our main network, trainer travel costs are written openly into the proposal.

Neksus prepares vendor documentation, accepts Purchase Orders and service agreements, and issues VAT tax invoices per regulation. We also follow the stricter administrative stages at SOEs (BUMN and BUMD) and government agencies.

It depends on how complex the program is and when your team has room. The usual pattern: first conversation on day 0, needs mapping around week 1, proposal and syllabus in weeks 1–2, then delivery around your team schedule. Public training follows the existing class calendar.

For in-house training, yes. Curriculum, case studies, and assessments are designed from the needs mapping and your business context, with a trainer matched to the participants’ sector. Public training uses a more general, structured curriculum.

Still have questions about our services?

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