How it works

Building a learning and development capability requires an understanding of the organization’s direction and strategies, how these translate into learning requirements, and the present and near-future learning needs at the functional level (e.g., operations, sales) for employees. These needs are identified through the review of strategic documents, interviews, focus groups, and direct requests from managers. This process compiles insights and translates them into a learning needs assessment, which serves as the foundation for learning objectives that guide programming decisions. 

looks_oneReview strategic business, HR, and talent management plans 

A copy of the existing enterprise strategic business plan should be reviewed for insights into growth strategies, new product or service launches, or shifts in previous market directions that the business must address. Understanding the skill and capability implications for corporate, business unit, function, facility, and even workgroup business plans and goals is critical for establishing and maintaining a business-focused set of learning requirements. Growth plans may involve expansion into new markets (e.g., countries, rural versus urban areas, services or products) that necessitate new skills (e.g., foreign language, customer analysis), knowledge (e.g., local regulations), competencies (e.g., regional customs, preferences), or simply the ability to handle higher volumes (scaling existing services or products). Any of these aspects represents a potential need for learning and development programs.