Training aimed at the gap you measured
Most learning budgets are spent on catalogues nobody finishes. When development plans come out of calibration and competency mapping, the path a person is assigned is the one their last review said they needed.
- Competency maps
- Per level
- Competency maps
- Plan per person
- IDP
- Plan per person
- Content standards
- SCORM
- Content standards
- Loop to review
- Closed
- Loop to review
The loop
Calibration finds it, learning closes it
A competency gap identified in a review becomes an item on a development plan, which becomes an assigned path, which shows up as movement in the next cycle. The loop is the product.
- Development plans generated from review outcomes
- Paths mapped to the competency they close
- Progress visible to the person and their manager
- Movement reported at the next calibration
What is in it
Everything the learning layer holds
Aimed at the organisations that would rather promote from inside than keep paying agency fees.
Learning paths
Ordered content with prerequisites, so a path teaches in the order the skill is actually built.
Competency mapping
What each level requires, used by both the review and the learning module so they cannot drift apart.
Development plans
Every cycle produces one, and it is a live record rather than a document filed after the meeting.
Mentoring
Match people to the person who already has the skill, and track whether the pairing did anything.
Certifications
Required credentials with renewal reminders, which matters when compliance depends on them.
Content integrations
Bring your existing catalogue in rather than rebuilding it, and keep completion in one record.
Skills analytics
Where capability sits against where the next two years of the plan says it needs to be.
Internal mobility
Surface people who have closed the gap for a role before you go to market for it.
Getting there
A loop that closes in one cycle
Map the levels
Define what each level requires once. Reviews and learning both read from it.
Run a cycle
Calibration produces development plans with named gaps rather than generic goals.
Assign paths
Each gap maps to a path. Assignment is a click, not a procurement exercise.
Measure movement
Next cycle shows the delta per competency, so you find out whether it worked.
What changes
What learning teams report
Roles filled from inside rather than from an agency.
A development plan cannot be saved as a vague intention.
Reviews and learning read the same map.
Measured between two consecutive cycles.
Spend the training budget on the measured gap
Run one review cycle, let it produce development plans, and see how different the assigned learning looks.