Capability investment that lands.
Most training fails not in the room but afterwards — when the participant returns to work and nothing changes. The templates below are built to fix that. Tight plans, evidence-based needs analysis, feedback that focuses on behaviour change.
Four templates: the per-employee training plan, the new-hire training plan that runs alongside the 30/60/90 plan, the training needs analysis that justifies the budget, and the post-training feedback form that catches whether anything actually changed.
Employee training plan
A single-page training plan for an individual employee — current capability, target capability, the gap, the interventions, and the measurement.
New-hire training plan
A first-quarter training plan for a new hire — the courses, documents, shadowing, and first-deliverables that turn 'just started' into 'contributing'.
Training needs analysis
A practical training needs analysis that surfaces real gaps from real evidence — recent performance reviews, customer feedback, incidents, compliance deadlines — and turns them into a prioritised training plan for the next quarter..
Training feedback form
A short post-training feedback form that captures what landed, what didn't, and what the participant will actually do differently.
Three questions worth settling first.
- Training plan or training matrix?
- Different documents. A training plan is per-employee; a training matrix is per-team. The matrix shows who needs what across the team; the plan turns one row into actual interventions. Use both — they answer different questions.
- How do I measure training ROI?
- Tie interventions to a business outcome — time-to-productivity, turnover, customer-feedback score, incident rate. Pure 'capability uplift' or 'completion rate' is procurement-scrutiny-fragile. The TNA template includes the measurement-plan section explicitly.
- What about the LMS?
- The LMS (HumanResourcely LMS, Spring '27) is the delivery system; these templates are the planning and measurement system. The LMS plays the courses; these documents decide which courses, for whom, when, and whether they worked.