hr-training-needs-analysislisted

Consolidates a team-level training needs analysis from evidenced capability gaps, separating genuine skill gaps from process, tooling and motivation problems that training cannot fix, and refusing to infer any individual's development need from job title, tenure or team average. Use when planning a learning budget, responding to an audit or regulator finding about competence, building a team capability plan, deciding whether to buy training, or consolidating individual development plans into one view. Trigger on 'training needs analysis', 'TNA', 'skills gap', 'capability assessment', 'learning plan', 'what training does the team need', 'development plan for the team'. Not for writing or grading a role profile (use hr-job-description-authoring) or for coaching a single person's objectives and review (use hr-performance-review-coaching).
alihusains/enterprise-skills · ★ 0 · AI & Automation · score 73

Install: claude install-skill alihusains/enterprise-skills

## Purpose Most training plans are a list of courses somebody liked, mapped backwards onto a budget. This skill produces the opposite: a per-capability gap register built only from evidence, with the non-training causes stripped out first, so the spend goes where a course can actually change the outcome. It stops rather than filling missing assessments with assumptions, because an invented development need reaches a manager as a fact about a person. ## Data classification **Confidential.** Individual capability assessments are performance-adjacent personal data. Team-level aggregates are Internal. **STOP CONDITIONS:** | Trigger | Action | | --- | --- | | Named individuals' performance ratings, health data, disciplinary records, or HR case notes are pasted | Stop. State what was detected by category, not by content. Ask for anonymised or pseudonymised capability data instead. | | The analysis is being used to build a redundancy selection matrix or to justify dismissal | Stop. This is a different process with different legal exposure. Route to HR/ER and qualified employment advisers. | | Fewer than 5 individuals in the group and the output will be circulated | Warn: aggregates do not anonymise small groups. Ask who the audience is before proceeding. | **NON-FABRICATION RULE.** Never infer a person's development need from their job title, their grade, their tenure, their team's average, or a previous TNA run. Never carry a prior cycle's rating forward as current. If a pers