Recognizing learning needs – before they become a problem

Three effective levers for recognizing learning needs at an early stage

1. skill mapping: making skills visible

Skill mapping is far more than just a snapshot. It is a strategic tool for systematically recording and comparing current and future skills requirements.

This is how it works in practice:

• First, target competencies are defined – based on role profiles, strategic goals or future scenarios.
• Employees then record their current skills in self-assessments. This can be supplemented by external assessments (e.g. by managers).

The resulting “skills gap” analysis shows where there is a need for development – on an individual, team or company-wide basis.

Practical example:
A medium-sized industrial company integrated skill mapping into the annual appraisals of its managers. This not only documented the current status, but also reflected on the future requirements for leadership in a more digitalized production environment. The result: a company-wide qualification program for “Leadership in digital times” was developed.

2. establish feedback loops: Learning starts with listening

Feedback is one of the most direct ways to make development potential visible – provided it is structured, continuous and multidimensional.

The following, for example, have proven themselves in practice:

• 360° feedback to uncover blind spots in self-perception
• Employee appraisals that focus not only on looking back, but above all on development prospects
• Retrospectives and team dialogs, for example in agile contexts, for collective reflection on collaboration and skills

Important: Feedback is particularly effective when it is established as an integral part of a learning culture rather than a one-off.

Practical example:
An international service company introduced quarterly team reviews. Teams were not only asked to reflect on goals, but also to assess which skills were missing or needed to be strengthened for the next sprint. The results were incorporated directly into individual learning plans.

3. strategic analysis: learning from the future and thinking backwards

While skill mapping and feedback often focus on current or short-term needs, strategic analysis is aimed at long-term development perspectives. The aim here is to anticipate future requirements – and to derive current learning needs from this.

The central questions are:

• What roles and tasks are created by digital transformation or new business models?
• What skills will we need in 2-5 years to remain competitive?
• How are requirements for leadership, collaboration and innovation changing?

Practical example:
A financial services provider used workshops with divisional managers to define so-called future competence fields based on the corporate strategy – including “data competence”, “collaborative leadership” and “customer-centric thinking”. Specific learning journeys for key positions were developed from these fields.

Proactive instead of reactive – anchoring learning strategically

Recognizing learning needs in good time is not an add-on, but a strategic success factor. HR developers who work with systematic methods at an early stage create the basis for targeted, tailored training – instead of hectic ad hoc measures.