Conducting a Robust Training Needs Analysis

The programmes within this Business Development pillar are not “off-the-shelf” courses. They are designed as a menu of development options that can be combined, adapted and shaped to reflect how your organisation actually creates value, wins work and sustains client relationships. What appears to be a requirement for “sales training” often points to something deeper – commercial confidence, consultative thinking, internal collaboration or the ability to articulate value with credibility.

These outlines are therefore best read as catalysts for discussion – prompts to help you reflect on how opportunity is identified, pursued and converted and what kind of development will genuinely shift commercial behaviour. In practice, the most effective solutions often draw on complementary elements from across our other pillars – Communication, Personal Development, Management and Leadership and Senior-Level Leadership and Talent Development. Every intervention we deliver is built in partnership with you, around your culture, your people and the outcomes you need to achieve.

By the end of this programme participants will be able to:

• Explain the purpose and value of Training Needs Analysis
• Identify capability gaps at organisational, team and individual level
• Distinguish between skills gaps and wider performance barriers
• Select appropriate tools for gathering meaningful data
• Analyse insight to determine development priorities
• Align learning plans to strategic and operational needs

1. Purpose of Training Needs Analysis

• Why diagnosis underpins effective development
• Linking learning to organisational performance

2. Levels of Analysis

• Organisational, team and individual needs
• Identifying current and future capability requirements

3. Data Gathering Techniques

• Interviews, surveys, observation and performance data
• Choosing methods that produce valid insight

4. From Data to Insight

• Converting information into clear findings
• Identifying root causes rather than symptoms

5. Prioritising Development Needs

• Assessing impact and feasibility
• Focusing investment where it matters most

6. Creating Actionable Development Plans

• Translating insight into learning solutions
• Communicating findings to senior stakeholders

There are no specific prerequisites for this course.

Attendees may also be subsequently interested in

• Managing Productive Meetings

HR and Learning & Development professionals, managers and internal consultants who want to:

• Improve the quality and impact of development decisions
• Identify real capability gaps rather than symptoms
• Align learning activity to organisational priorities
• Strengthen credibility when commissioning or justifying training
• Ensure development investment delivers measurable value

Applicable across all sectors where performance, capability and return on investment matter.