Module 1
Strategy, Performance and Capability Context
- Business strategy and operating context
- Current versus future capability demand
- Performance systems and sources of evidence
- Defining the LNA scope and decision questions
Learning Strategy Flagship Programme
Learning Needs Analysis and L&D Strategy
Turn organisational priorities, performance evidence and future capability needs into a focused, evidence-based L&D strategy and implementation roadmap.
Course overview
Connect learning investment with the capabilities the organisation actually needs.
Learning Needs Analysis and L&D Strategy develops the ability to diagnose capability needs systematically and translate evidence into strategic learning priorities. It treats needs analysis as an ongoing business discipline rather than a once-a-year training request exercise.
Participants examine organisational, role, team and individual evidence; distinguish learning needs from other performance causes; and identify both current and future capability requirements. They then prioritise interventions based on strategic importance, urgency, value, feasibility and risk.
The course culminates in an L&D strategy and roadmap that links priorities, governance, resources, delivery choices and impact measures to organisational direction.
Learning outcomes
What participants will be able to do.
- Translate organisational priorities into capability questions and evidence needs.
- Plan learning-needs analysis across organisation, role, team and individual levels.
- Use quantitative and qualitative evidence to diagnose performance and capability gaps.
- Differentiate current needs, future capability needs and non-learning performance causes.
- Engage leaders, managers, employees and subject-matter experts in needs analysis.
- Prioritise learning interventions using transparent criteria and constraints.
- Define strategic L&D principles, priorities and portfolio choices.
- Align governance, technology, suppliers, budget and internal capability with the strategy.
- Define practical measures of implementation, learning, transfer and business contribution.
- Produce an L&D strategy and phased implementation roadmap.
Who should attend
Designed for professionals who need practical, context-aware L&D capability.
- Heads and managers of Learning and Development.
- HR business partners and people professionals.
- Capability, talent and workforce-development managers.
- Corporate academy and functional learning leaders.
- Business leaders sponsoring major capability-building initiatives.
Prerequisites
Professionally relevant and application-focused.
Prior involvement in organisational learning, HR, workforce capability or business planning is useful. Participants should bring relevant strategy, performance or capability priorities where possible.
Course structure
A five-Module learning and development journey.
The sequence develops understanding, application and practical outputs progressively across five connected Modules.
Module 2
Learning Needs Analysis Methods
- Organisation, role, team and individual analysis
- Interviews, surveys, observation and performance data
- Competency and capability-gap evidence
- Separating learning needs from other causes
Module 3
Prioritisation and Intervention Decisions
- Strategic importance, urgency and risk
- Learning versus non-learning responses
- Audience segmentation and solution options
- Portfolio prioritisation and resource trade-offs
Module 4
L&D Strategy and Operating Model
- Strategic principles and learning priorities
- Governance, roles and stakeholder ownership
- Make, buy, partner and technology choices
- Budget, capacity, supplier and roadmap considerations
Module 5
Implementation, Measurement and Strategic Roadmap
- Impact questions, indicators and evidence
- Change, communication and stakeholder engagement
- Risks, dependencies and review rhythm
- Strategy presentation and phased action plan
Learning experience
Move from understanding to application, production and workplace value.
Diagnose
Work from business evidence
Use real performance and capability signals to frame the needs-analysis problem.
Analyse
Build a multi-level LNA
Combine organisational, role, team and learner evidence into a defensible capability picture.
Prioritise
Make investment choices
Compare interventions against strategic importance, urgency, value, feasibility and risk.
Design
Develop the L&D strategy
Translate priorities into governance, portfolio, resource, technology and delivery decisions.
Mobilise
Build the roadmap
Create a phased implementation and measurement plan with clear ownership and review points.
Completion requirements
Demonstrate participation, application and professional judgement.
- Complete the principal LNA and prioritisation exercises.
- Participate in stakeholder and strategy workshops.
- Develop the core elements of an L&D strategy and roadmap.
- Complete a final strategy review and workplace action plan.
Participant outputs
Leave with practical L&D artefacts.
- Learning-needs analysis plan and evidence map.
- Capability-gap and performance-diagnosis matrix.
- Learning-priority portfolio and decision criteria.
- Draft L&D strategy and operating principles.
- Implementation roadmap and governance map.
- Impact-measurement framework.
Delivery options
Select the learning format that fits your people and development environment.
Instructor-led
Live Classroom
Face-to-face learning with facilitated discussion, design workshops, practical exercises, peer review and immediate feedback.
Instructor-led
Live Virtual Classroom
Interactive online delivery using collaborative workspaces, breakout activities, guided design and live facilitation.
Flexible
Blended Learning
A structured combination of preparation, live sessions, applied assignments, portfolio development and follow-up application.
Organisation-specific
Corporate and In-Company
Tailored delivery using organisational terminology, learning assets, platforms, governance and capability priorities where appropriate.
Frequently asked questions
Course information and participation.
Is this the same as a traditional training-needs analysis?
No. The course treats learning-needs analysis as an ongoing, strategic capability discipline and distinguishes genuine learning needs from other causes of performance gaps.
Does the course cover future skills and capability requirements?
Yes. Participants consider both current performance needs and future capability demand arising from strategy, technology, operating-model and workforce change.
Will participants create an L&D strategy?
Yes. The programme culminates in a structured strategy and implementation roadmap that can be adapted to an organisation.
Can corporate delivery use our own workforce and performance data?
Yes, where appropriate and safe to do so. Corporate delivery can work with approved organisational priorities, capability frameworks and performance evidence.
Does INDENTRA prescribe one L&D strategy model?
No. The course teaches decision logic and adaptable tools so participants can design an approach that fits their organisational context.
Take the next step
Turn capability evidence into a focused learning strategy and investment roadmap.
Discuss a public programme or a corporate strategy cohort built around your organisation’s capability priorities, workforce plans and learning portfolio.