People development audit

Needs analysis is about the connection to strategic goals. Definition of objectives is about the quality of the development goals. In the selection of measures, we check whether different target groups are addressed specifically. In programme development, the competence model and demonstrable competence building are of interest. Implementation covers the available resources. Securing transfer and the support system ask how new behaviour is applied and deepened in the workplace. Calculation of benefit looks at the existing evaluation procedures, updating at adaptation to changing requirements. These areas form a common framework, not a predetermined judgement on people development.

We treat these names as instruments for classification, not as a guarantee of a particular key figure. Clients receive a documented starting point, well-founded development areas and a basis for discussing the effort and benefit of their people development work in more detail. The decision on priorities and investments remains with the company. The audit creates a shared factual basis for this and makes it possible to check how improved people development is to be recognised later.

The ten areas of examination can be read as a chain. First, the development need must be determined from corporate goals and tasks. This is followed by understandable learning and development goals and the selection of suitable target groups and measures. Only then does the question arise of whether the programme, resources and didactic implementation support the desired competence development.

The step after a measure is particularly often overlooked: what opportunity do employees get to apply what they have learned in the work process? Which manager or which support system helps them do so? For the evaluation, it is therefore not only satisfaction and participation that matter, but observable application, competence development and as traceable a contribution to corporate goals as possible. Kirkpatrick, Phillips and VOI are possible models; however, not every measurement is automatically robust evidence of impact.

We take existing data and evidence seriously and state where a conclusion is not yet possible. Updating is also part of the audit: a programme that once made sense can miss new tasks. The joint documentation shows which parts of people development are viable and where a next investment or organisational change promises greater benefit.

A new seminar programme does not automatically follow from the audit. The ten success factors show at which point the chain from business need to application is broken. A measure can be well developed and still achieve little if managers do not enable a suitable work task after the course. Conversely, there may be a clear goal, but the existing evaluation may not allow any statement about the competencies achieved.

We discuss the findings with those responsible and distinguish improvements in selection, development, delivery, transfer and evaluation. Priorities result from the importance for corporate goals and from the available evidence. The result is a comprehensible further development of people development work. Where benefit cannot be measured, the necessary basis for observation is clarified first instead of asserting a figure.