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Learning-needs analysis
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Learning-needs analysis

Training & development

Learning-needs analysis

Learning-needs analysis is identifying the gap between current and required performance at organisation, role and individual level, then judging whether training is the right way to close it. It gives the organisation a learning plan tied to business goals, which directs the training budget to what actually affects performance and keeps it away from programmes that address no real cause.

CE-D02-01 Type: Functional

Foundational

Collects, records and organises needs data using approved tools in routine planning cycles and requests, referring to the training specialist when needed.

Behavioural indicators

  1. Collects needs data from managers and employees through the approved templates (survey, interview guide) within the deadline set in the analysis plan.
  2. Logs every training request with a description of the performance gap, the target group and the manager's justification before passing it for review.
  3. Flags in the log any request whose data points to a non-skill cause, such as missing tools or unclear procedures, and refers it to the specialist.
  4. Prepares a summary per department showing the number of employees affected, the identified gap and the priority the manager requested.
  5. Confirms with the requesting manager the expected change in on-the-job performance and records it before closing the analysis.

Learning journey

▶ Start the journey · about 11 minutes

Advanced

Designs the analysis approach for ambiguous or high-impact cases, links needs to business results, decides the most suitable solution, and improves the analysis tools while guiding those who use them.

Behavioural indicators

  1. Selects the levels of analysis (organisation, task, individual) and the data sources for each case according to its scale and risk, and records the reason in the analysis plan.
  2. Links every need he recommends to a specific business goal or performance indicator, stating the expected change and how it will be measured.
  3. Puts forward a documented recommendation for a non-training solution, such as changing a procedure, a tool or an incentive, when root-cause analysis shows the gap is not one of knowledge or skill.
  4. Ranks needs in the annual plan against criteria agreed with senior management, such as business impact, risk and regulatory requirements, and presents the rationale for the ranking during budget discussions.
  5. Reviews the analysis outputs prepared by coordinators, gives them written feedback, and updates the analysis templates based on recurring gaps.

Learning journey

▶ Start the journey · about 11 minutes

Positions that require it

Further learning

Chosen resources for those who want to go deeper after the journey.