CONSULTANCY
Training Needs Analysis
Find out exactly what development your people need and avoid spending budget on training that misses the mark.
OVERVIEW
Most Training Fails Before It Starts
Not because the trainer is bad. Not because the content is wrong. But because nobody properly diagnosed what the organisation actually needed before the training was commissioned.
A training needs analysis sounds like admin. In reality it is the single biggest factor in whether a development investment lands or gets wasted.
Who Is This For?
L&D Directors and HR Leaders
People professionals who need clear capability evidence before committing budget and who want a business case they can take to the board.
Senior Leaders Planning Investment
Business leaders preparing to invest significantly in developing their team who want confidence they are spending in the right places.
Growing Businesses
Organisations that have scaled quickly and need to understand where their people capability has gaps before those gaps start affecting performance.
PROGRAMME CURRICULUM
How the Training Needs Analysis Works.
A four-phase TNA process designed to produce clear, actionable development recommendations, not a lengthy report that sits in a drawer.
Scoping, Brief and L&D Stakeholder Alignment
We establish the business context, the performance challenges and what a successful TNA looks like before gathering a single piece of data.
WHAT WE COVER
- Understand the organisation strategic priorities and performance challenges
- Identify the population in scope and the level of the TNA required
- Review existing data: engagement surveys, performance reviews, previous L&D evaluations
- Agree the methodology, timeline and deliverables with key stakeholders
- Align senior stakeholders on the purpose and process of the TNA
WHAT YOU ACHIEVE
- Clear brief established with agreed scope and success criteria
- Senior stakeholders are aligned before the TNA begins
- The analysis is anchored to business outcomes, not just learning objectives
Data Gathering: Interviews, Surveys and Performance Evidence
We gather evidence from multiple sources to build a comprehensive, accurate picture of current capability.
WHAT WE COVER
- Individual interviews with managers, direct reports and HR or L&D partners
- Structured surveys where scope requires broader population coverage
- Review of performance data, KPIs and outcome metrics relevant to the capability question
- Direct observation where relevant: shadowing, call listening, meeting attendance
- Review of previous development interventions and their outcomes
WHAT YOU ACHIEVE
- A comprehensive evidence base from multiple sources and perspectives
- Clear distinction between what people think they need and what the data shows they need
- Honest insight that internal stakeholders are too close to gather themselves
Capability Gap Analysis: Skills, Knowledge, Motivation and Structure
We map current capability against what is required, identify the specific gaps and prioritise them by their impact on business performance.
WHAT WE COVER
- Map current capability against the required capability for each role or function
- Identify whether gaps are driven by skills, knowledge, motivation or structure
- Distinguish between what training can fix and what it cannot
- Prioritise gaps by their impact on business performance and urgency
- Build the evidence base for the development brief and business case
WHAT YOU ACHIEVE
- A clear, prioritised map of capability gaps across the population in scope
- Development priorities ranked by their likely impact on business performance
- A clear view of what training can and cannot fix
Development Recommendations, L&D Brief and Business Case
We deliver clear findings, a prioritised development plan and a business case ready to present to senior stakeholders.
WHAT WE COVER
- Written findings report: root causes, prioritised capability gaps and recommendations
- Prioritised development brief: what to do, in what order, at what level
- Format and delivery recommendations: classroom, coaching, blended or on-the-job
- Success metrics for each recommended intervention
- Business case document for L&D investment, ready to present to the board
WHAT YOU ACHIEVE
- A clear, actionable development plan grounded in evidence
- A business case that justifies the L&D investment to senior stakeholders
- Confidence that budget will be spent on development that addresses the real issues
THE APPROACH
How a Training Needs Analysis Works
We do not disappear for three months and come back with a 200-page document. Our TNA gives you actionable insight in a timeline that works for a business.
Scoping and Brief
We start by understanding the context: the organisation, the performance challenges, what development has been tried before and what a successful outcome looks like. This shapes the scope and depth of the analysis.
Data Gathering
We gather evidence from multiple sources: individual interviews, manager conversations, performance data where available and in some cases direct observation. We are looking for patterns, not anecdotes.
Gap Analysis
We analyse the gap between current capability and what is needed. We distinguish between what can be fixed through training and what cannot, and produce a clear prioritised gap map.
Recommendations and Handover
We deliver clear findings and a prioritised development brief. You receive a written report, a development plan and a business case document ready to present to senior stakeholders.
WHAT YOU’LL GET
What Participants Walk Away With
57%
of managers say they lack the data to make confident decisions about their team's development needs
Source: G2, 2025
49%
higher performance outcomes from teams where development is based on clear capability evidence rather than assumption
Source: G2, 2025
353%
average ROI on every pound invested in focused, evidence-led development programmes at team level
Source: FitSmallBusiness, 2024
COMMON QUESTIONS
Frequently Asked Questions
How is this different from a standard L&D needs survey?
Surveys capture what people think they need. A TNA uncovers what the organisation actually needs, which is often different. We use interviews, observation and performance context to get below the surface.
Do I need to have a development plan before commissioning a TNA?
No. A TNA is what you do before a development plan, not after. The most value comes from a TNA that shapes what comes next rather than validates what you have already decided.
How long does it take?
Depending on scope, typically 2 to 5 weeks from brief to recommendations. We work at pace. The goal is useful findings quickly, not a long engagement.
Who typically leads the TNA?
All three: HR, L&D or a line manager: or any one of them. We work with whoever is responsible for the development decision. We adapt to the structure of the organisation.
Will the TNA recommend only Unscripted Growth programmes?
No. We will recommend what is actually needed, whether or not we provide it. Our commercial interest is in giving honest advice because that is what builds long-term client relationships.
WHAT CLIENTS SAY
Testimonials
After attending a number of Suk's sales coaching sessions, I can confidently say Suk has helped me to excel and develop key sales related skills through his passion, experience and charisma. Suk has instilled confidence by equipping me with an extensive number of skills to work on in my first year in a sales position, explaining how to apply them and exactly how it they can work in the real world of sales, rather than focusing purely on theory. Most importantly, Suk takes the time to understand his clients strengths and areas for improvement alongside his personalised feedback - allowing for targeted, result driven success outside of his coaching sessions. I would highly recommend Suk for anyone looking to advance and develop their sales skills/career.
Stan Thomas
UK South Sales & Account Manager, Sontay
I had the pleasure of attending several training sessions with Suk, and I can confidently say he is exceptional at what he does. Suk's ability to present and engage everyone in the room, including me and my cohort, was remarkable. He taught us key skills that have significantly impacted my role as a BDE. One of the most valuable lessons I learnt was how to handle customers who aren’t initially open to conversation by offering them options to choose from. Suk also emphasised the importance of listening to understand, not just to respond, and earning the right to pitch, which has transformed my approach to sales.
Anmol Aroz
Business Development Executive, Storm
Suk is a very energetic engaging individual, who likes to use interactive activities to get you to think outside of the box. Nothing but pleasant experiences in his training sessions, I would highly recommend Suk to any companies who want to further their employees skills and knowledge.
Peter Grainger
Account Management & Business Development
Invest in the Right Development, Not Just Any Development
If you are planning a training investment and want to make sure it lands, let's talk.