Assessment

Learning Insight:

Training Needs Analysis

Do you truly know which trainings are needed, or does everyone simply request “communication training”?
Do training requests match actual needs, or are popular topics being overemphasized?
Are you aware of your departments’ real competency gaps, or are decisions based on assumptions?
Do managers and employees see the same issues, or is there a perception gap?
ATD: “The ROI of programs designed without a training needs analysis cannot be measured.” — So what are your training programs based on?

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40%

In 40% of employee resignations, the primary reason is insufficient training (SHRM 2024)

$102.8B

Corporate training expenditure in the United States—much of which is wasted without systematic analysis

87%

87% of companies experience a skills gap (McKinsey 2024)

10-12 mins
Employee: 25–27 questions | Manager: 24–26 questions
At least 30+ participants per department (representation required)
Learning Insight

If Training Needs Are NOT Analyzed vs. If They ARE Analyzed

If Not Analyzed

If Analyzed with IPA

Training requests are based on intuition and popular topics

Data-driven needs identification: Importance × Current Level = Actual GAP

Everyone receives the same training (one-size-fits-all)

9 departments × 10 competencies — role-calibrated programs

Budget is distributed randomly

Investment directed to highest-impact areas with the Training Priority Index (TPI)

No performance change after training

Measurable improvement tracking through the IPA 4-Quadrant Matrix

Managers and employees see different issues but nobody knows

Perception Gap Analysis reveals hidden misalignment

L&D is reactive: “we deliver when requested”

L&D becomes proactive: a data-driven strategic partner

What is Training Needs Analysis (LEAP TNA)?

LEAP Training Needs Analysis (TNA) is a systematic diagnostic tool that connects training investments with strategic business objectives, based on the academically validated IPA (Importance–Performance Analysis) methodology.

Instead of relying on the traditional question “Which training do you need?”, which often creates self-declaration bias, it evaluates every competency through two dimensions.

IPA Dual-Dimension Measurement Model

The advantage of IPA: it prevents inflation of popular topics and minimizes the Dunning–Kruger effect, challenging the assumption that “everyone needs communication training.”

Dimension 1 — Importance “How critical is this competency for your role?” Dimension 2 — Current Level (Performance): “At what level are you and your team currently performing in this competency?”GAP = Importance – Current Level → The real training need emerges.

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Survey Architecture: 9 Departments × 2 Versions

A separate survey is created for each department. Each survey includes 4 Universal competencies and 6 Role-Specific competency areas. Competency statements are role-calibrated: the same competency, such as “Communication & Influence,” is framed differently depending on the role. For example, in the Sales department it is measured as “delivering persuasive presentations and building trust,” while in R&D it is assessed as “translating technical concepts into business language.”

Department

Role-Specific Example Competencies

Executive & C-Level

Strategic Vision, Leadership in Uncertainty, Cultural Impact

Leadership / Managers

Feedback & Coaching, Performance Management, Delegation

R&D / Product / Engineering

Systems Thinking, Technical Decision-Making, Documentation

Sales & Business Development

Value-Based Selling, Negotiation, Pipeline Management

Marketing

Customer Insight, Campaign Planning, Marketing ROI

Customer Success / Service

Difficult Customer Management, Proactive Communication, CSAT

Operations & Logistics

Process Improvement, Root Cause Analysis, Risk Awareness

Field / Frontline

On-the-Job Communication, Safety & Compliance, Teamwork

Corporate Functions

Business Partnership, Regulatory Compliance, Process Automation

4 Universal Competencies (Common Across All Departments)

U1 focuses on Communication & Influence, U2 on Problem Solving & Decision Making, U3 on Collaboration & Stakeholder Management, and U4 on Change & Adaptability.

Scoring: Training Priority Index (TPI)

TPI = GAP × Importance × Manager Priority Coefficient

0–10: Low Priority| 11–25: Medium| 26–40: High| 41–60: Critical

Perception Gap ≥ 1.5 → Red Flag (+20% TPI bonus)

IPA 4-Quadrant Matrix

Quadrant I (High Importance / Low Level) → CONCENTRATE HERE — Immediate training investment

Quadrant II (High Importance / High Level) → KEEP UP THE GOOD WORK — Maintain and advance

Quadrant III (Low Importance / Low Level) → LOW PRIORITY — Not urgent

Quadrant IV (Low Importance / High Level) → POSSIBLE OVERKILL — Reallocate resources

Barrier Analysis: Training or Process Issue?

One of the strongest features of TNA: A high GAP does not always mean training is required. Barrier Analysis identifies the root cause:

High GAP + “lack of time” → workload / organizational intervention

High GAP + process or system barriers → process improvement

High GAP + lack of management support → leadership intervention

LEAP TNA Outputs

IPA Matrix (4-Quadrant scatter plot for each department)
Training Priority Heatmap (department × competency)
Perception Gap Report (employee vs. manager comparison)
Department Top-5 GAP + Barrier Analysis
L&D Decision Summary (1-page executive brief)
Strategic Training Plan Recommendation (budget allocation + format selection)

Closed Loop Model TNA Diagnosis → IPA Matrix → TPI Prioritization → Strategic Training Plan → Implementation → Re-Audit (6–12 months)

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What Happens If Training Needs Analysis Is Not Conducted? What Changes When It Is Conducted?

Challenge	Cost	Solution (LEAP TNA)	Outcome
Training Waste	80% of training programs do not create performance improvement (Gartner)	Real gaps are identified through IPA using data; popular topics are filtered out	Every investment is linked to measurable business outcomes
Incorrect Targeting	Everyone receives the same training—half of the participants do not actually need it	The right audience is defined through 9 departments × role-calibrated competencies	Higher participant satisfaction and applicability
Perception Gap	Managers and employees see different issues, but the risk remains hidden	Cross-validation through Perception Gap Analysis	Hidden risks become visible and the right interventions are applied
Budget Waste	Spending is not aligned with strategic priorities	Budget is directed to the highest-impact areas through TPI	Data-based budget justification can be presented to the CFO
Loss of Root Cause	Non-training causes are overlooked	Barrier Analysis also identifies non-training solutions	Correct intervention: sometimes process improvement rather than training
Strategic Disconnection	L&D remains reactive and disconnected from business goals	Organizational analysis ensures strategic alignment	L&D gains a seat at the table as a strategic business partner

Product Overview — Specifications

LEAP Training Needs Analysis

Product Name

Learning Insight

Survey Category

SP1 In-House

Partner

LRNI

Product Category Code

AWP (Assessment, Workshop & Programs)

Expertise

Learning & Development (DEV)

Responsibility Area

IPA (Importance–Performance Analysis) — Dual-Dimension Measurement

Methodology

AIA (Primary) | RESC | STRG | LERG | PERC | INHR

Challenge

ENG (Engage)

Flywheel

LND (Learning & Development)

Target Audience

9 Departments: Executive, Leadership, R&D, Sales, Marketing, Customer Service, Operations, Field, Corporate Functions

Department Coverage

Employee Survey + Manager Survey (for triangulation)

Survey Versions

4 Universal + 6 Role-Specific = 10 competency areas per department

Competency Structure

Employees: 25–27 questions | Managers: 24–26 questions

Number of Questions

10–12 minutes (employees) | 10–12 minutes (managers)

Completion Time

30+ participants per department (representative sample required)

Minimum Participants

QuestionPro Online Platform (Side-by-Side Matrix)

Implementation Method

TR / EN (Multilingual survey)

Language Options

Training Priority Index (TPI) = GAP × Importance × Manager Coefficient

Scoring

IPA Matrix + Heatmap + Perception Gap + Department Top 5 + L&D Decision Summary + Strategic Training Plan

Reporting

Cross-department comparison + periodic re-audit (T1 vs T2)

Benchmark

Role-calibrated statements + Global Flagship modules (AI, Digital Transformation, Sustainability) + up to 2 additional custom competencies

Customization

Standard: Survey + Analysis + Report | Comprehensive: + Manager Survey + Perception Gap + Strategic Training Plan + Stakeholder Presentation

Package Scope

Project Manager

Included

Global Flagship modules (AI, Digital Transformation, Sustainability), Periodic Re-Audit (6–12 months), Training Plan Consulting, Budget Optimization

Optional Services

Learning Culture Index, Competency Gap Analysis, Learning Agility Index, Learning Experience Survey

Related Assessments

CON: Linking Learning to Talent Management and Performance, Increasing Training Efficiencies | PTP: Custom Training Programs | COA: Competency-Based Development Coaching

Project-based (depending on the number of departments, organization size, and scope)

Pricing

Sales & Marketing Metrics

Research data and statistics that can be used in the Training Needs Analysis sales process. Data already used in S2 and S6 has been excluded.

Training Investment & Budget Data

Corporate training expenditure in the United States (2025) (Training Magazine) → $102.8B

Average training spend per employee in 2025 (Training Magazine) →$874

Average annual training time per employee (2025) (Training Magazine) → 40 hours

Organizations plan to maintain or increase investment in career-focused learning (LinkedIn) →83%

Increase in external training spending — $16 billion (Training Magazine 2025) →+29%

Training Effectiveness Challenges

Insufficient training is a primary cause in 40% of employee resignations (SHRM) →40%

60% of first-time managers have never received management training (Gallup) →60%

Senior leaders report mid-to-advanced digital skills gaps (WEF) →68%

Employees’ core skills are expected to change between 2023–2027 (WEF) →44%

The biggest challenge for L&D is learner engagement (Training Magazine 2024) →29%

Positive Impact When Done Right

Companies with comprehensive training programs generate higher revenue per employee (Brandon Hall) →218%

Organizations with strong learning programs achieve higher profit margins (Brandon Hall) →24%

Employees whose careers are invested in stay longer (LinkedIn) →94%

Programs aligned with ROI measurement and KPIs increase customer satisfaction (ATD 2024) →15%

Reduction in new-hire ramp-up time after implementing TNA (industry average) →20%

Skills Gap & Future Workforce Data

Companies are experiencing or are aware of a skills gap (McKinsey) →87%

Projected workforce demand in the U.S. manufacturing sector (2024–2033) (Deloitte) →3.8M

HR professionals see finding qualified candidates as the biggest challenge (Breezy HR) →56%

HR professionals cite finding qualified candidates as their biggest challenge (Breezy HR) →74%

Employees are willing to learn new skills, but 54% lack sufficient opportunities (Ipsos) →25%