Competency-Based Training Needs Analysis

A training needs analysis usually produces a list of courses people asked for. That is a wants list, and spending against it is why training budgets are the first thing cut: nobody can show what changed. A real analysis starts from the work, defines the standard, assesses against it, and then asks whether the gap is capability at all, because a great deal of what arrives as a training request is a process, tooling or management problem that training cannot fix. This week builds the analysis and the honest conclusion.

It runs 7 times over the published calendar, in 6 cities and live online. Every date is the same programme with the same content and the same certificate.

• Define a competency in terms of what somebody does, at what standard.
• Assess against the standard with evidence rather than with self rating.
• Separate a capability gap from a process, tooling or management problem.
• Prioritise gaps by consequence rather than by volume of requests.
• Specify an intervention so its effect can be measured afterwards.

Learning and development officers and managers, HR business partners, competency and technical training coordinators, and line managers who commission training.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A competency framework for one role, written in observable terms.
• An assessment method with evidence requirements defined.
• A prioritised plan separating training needs from other causes.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.