Role
Learning and development
How do you know what your people really need to learn? If it is from a survey once a year, you are teaching what was needed then - and the questions being asked today are completely different.
Intro call
Four questions we would start with
How do you know what people need?
An annual survey says what people wanted in November. The questions asked of a colleague at the next desk say what they need today - only nobody collects them.
What do you not do, even though you know you should?
Usually updating the material. A deck from three years ago is still in use, because reworking it costs as much as writing it again.
How many times does the same person explain the same thing to new joiners?
If it is often, the company holds knowledge that is passed on only verbally - and competes for that person's working time.
How long does it take before a learning need turns into training?
At several months the topic goes out of date and people learn their own way - usually worse and inconsistently.
We take over producing the material, you keep the teaching
Recognising needs, preparing and updating material and the organisational handling can be taken off the desk. Running the training, working with people and judging what is really needed stay with a person.
- The material is built from the knowledge you have. - From procedures, records, the questions that actually come up - not from general knowledge of the subject. Training detached from your reality teaches nobody.
- Updating stops being a project. - A change in a procedure points out the material that needs correcting - instead of waiting for a review that never happens.
- The trainer does not disappear. - We take over the preparation, not the delivery. The conversation, the exercise and the feedback are what people come to a training for.
Scope
What can be taken off development work
Nineteen example tasks. Each one has a human approval point. Below is a selection, and the scope we fit to your process.
Recognising needs
- Collecting the questions asked within teams - material about the real gaps
- The topics that recur in development conversations
- Pointing out the competences new roles require
- Needs arising from changes in procedures and regulations
- The list of areas where errors arise most often (assessment: the specialist)
Material and whether it is current
- Training material based on your procedures (edited by: the specialist)
- Short versions for a refresher and longer ones for learning
- Pointing out the material affected by a change in a procedure
- A set of check questions for a topic
- A register of material with the date it was last updated
Delivery and attendance
- Sign-ups, reminders and handling changes of date
- Choosing participants by role and competence gap (decision: the specialist)
- Material for participants before and after a training
- A summary of attendance and withdrawals
Effect and internal knowledge
- Checking knowledge after a training - the result for the group as a whole, with no individual results passed to managers
- Collecting participants' feedback
- Whether the problem area changed after the training
- Pointing out people in the company who could run a given topic
- Recording knowledge that has so far been passed on only verbally
A day's work
Today
- You collect needs with a survey once a year
- You update material when somebody reports it is out of date
- Preparing a training is weeks of work on a deck
- You handle sign-ups and reminders by email
- You do not know whether the training changed anything
- The experts' knowledge stays in their heads
With AI assistance
- You see the needs as they arise, from the questions actually asked
- A change in a procedure points out the material to correct
- Preparing the material starts from your own documents, not from a blank page
- Sign-ups and reminders handle themselves
- You can see whether the problem area changed after the training
- The experts' knowledge is recorded rather than only told
- Relevant topics
you teach what people need now
the needs come from questions and errors rather than from a survey a year old
- Current material
nobody learns from a procedure that no longer applies
a change points out the material to correct
- Training within reach
waiting for a date stops blocking work
material for self-study is produced faster
- Use of internal knowledge
the experts teach instead of explaining for the tenth time
verbal knowledge gets written down
We start with one topic, the one that comes back most often.
- Step 1
We collect the questions for a month
What people ask and whom. That list is the justification for everything else - and it usually points to topics that were not in the training plan.
- Step 2
One topic, material from your own documents
Fully edited by the specialist. We measure how much actually has to be rewritten.
- Step 3
The organisational handling
Sign-ups, reminders, material before and after. Simple and felt straight away.
- Step 4
Updates and internal knowledge
Linking material to procedures and recording expert knowledge. Last, because it needs the process from the earlier steps working.
Common questions
Questions that come up at the first meeting
Is this a prelude to cuts in the training team?
Training teams more often have a problem keeping up with the administration than with having too many people. Sign-ups, dates, reminders and settlements eat the time that was meant for building content and for the conversation about needs. Taking that over shifts the proportion between the two, it does not change the number of people.
Does this fall under the AI Act?
Preparing training material is not a high-risk use. The line appears at assessing results in a way that affects decisions about employment or promotion - and a test result is data about a particular person whatever we call it. That is why the limit is technical rather than nominal: individual results do not reach a manager or the personnel file, and only the distribution for the group is reported.
Still have a question that is not here? Book a call
Next step
What do your people ask about most often, although the answer already exists somewhere?
We will show you what development work looks like when the needs are visible as they arise and the material is built from your own procedures.