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Training Needs Analysis & Annual Training Plan

Plenty of annual training plans are assembled from whatever courses managers happened to hear about, then squeezed into the levy balance before it expires. This one-day programme replaces that with a proper analysis. Participants run a needs analysis at organisation, job and individual level, separate the gaps training can close from the ones it cannot, build a costed and sequenced annual calendar, map it to the HRD Corp schemes that can fund it, and set up evaluation that shows whether the spend changed anything.

Programme Agenda

What a TNA Is and When Training Is the Wrong Answer
Performance gap analysis before solution selection. Ruling out unclear expectations, broken process, missing tools, wrong incentives and wrong person in the role, all of which survive any amount of training.

Organisational Analysis
Starting from business strategy, growth plans, new systems, regulatory change and restructuring. Reading capability requirements out of business plans, and finding the mandatory compliance training your industry already obliges you to run.

Task and Job Analysis
Breaking a role into tasks and the competencies each requires. Building or borrowing a competency framework, defining proficiency levels, and using the National Occupational Skills Standard where a relevant one exists.

Person Analysis and Gap Assessment
Collecting individual data through appraisals, self-assessment, manager input, skills matrices and observation. Turning it into a heat map that shows where gaps cluster, and distinguishing a widespread gap from three vocal requests.

Prioritising and Costing the Plan
Ranking needs by business impact, risk exposure, urgency and population size. Choosing the delivery method for each need, including e-learning, coaching and on-the-job routes. Building the calendar so it survives contact with operational reality, and costing it fully.

HRD Corp Levy, Schemes and Documentation
How the levy and utilisation work, which scheme fits which need including SBL-KHAS, and what a grant application actually requires. Sequencing approvals against the 14-day rule, and keeping documentation that stands up to audit.

Evaluating Whether It Worked
The four Kirkpatrick levels and what each is realistically worth. Designing assessment beyond a happy sheet, following up at 60 and 90 days, and choosing the small number of metrics you will actually track.

Workshop: Build Next Year's Plan
Participants work through their own organisation: needs by level, priority ranking, delivery methods, a draft calendar, a cost estimate, the funding route per item, and evaluation measures. Peer review of the assumptions behind each priority.

Learning Outcomes:
Run a performance gap analysis before choosing training as the answer
Conduct organisational, task and person analysis for a TNA
Build a competency framework and gap heat map for your workforce
Prioritise needs by business impact, risk and population
Produce a costed, sequenced annual training calendar
Match each need to the right HRD Corp scheme and documentation
Set up evaluation that shows whether the training changed anything

Duration: 1 Day (8 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: Beginner to Intermediate
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

HR and learning and development practitioners who own the annual training plan, HR managers in organisations with no dedicated L&D function, department heads who submit training requests, and anyone who has inherited responsibility for the HRD Corp levy.

They leave with a working draft: needs identified by level, a priority ranking, delivery methods, a draft calendar, a cost estimate and a funding route per item. Finishing it needs data from your own managers, and the plan is designed to be completed back at work.

One module covers levy mechanics, scheme selection, grant documentation and the timing rules, plus a funding route per item in the closing workshop. The rest is analysis and planning method that would apply with or without a levy.

That collects preferences, not needs, and it tends to fund whatever is currently fashionable while leaving real capability gaps untouched. The programme keeps manager input, since managers see things HR does not, but positions it as one input alongside strategy, job analysis and performance data.

Yes, this programme is HRD Corp SBL-KHAS claimable. Our team can assist your HR department with the documentation required for the grant application.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.