A training needs analysis usually starts with a survey of what managers think their teams need, and the budget follows the loudest answer. We measure the person and the role first, then the priorities come out of that.
A training needs analysis compares what your people can do today with what the business will need them to do next. Then it asks the question that makes the whole thing worth doing: can training close this gap at all?
Plenty of gaps look like training gaps and are not. An unclear priority. A process that breaks every Friday. The wrong person in the seat. A manager avoiding one conversation. A course moves none of those, and booking one anyway is how a year of budget goes out of the door with nothing to show for it.
The long version is in our guide: how to run one, step by step.
If you employ 10 or more Malaysian employees, you already contribute 1% of monthly wages to HRD Corp every month, and a balance left completely unused for two continuous years is subject to forfeiture.
One detail sets the order of everything else. The grant has to be approved before the programme runs, not after. Whatever you name in that application is what you will be running, so the thinking about who needs what happens before the form goes in — not when the invoice lands and somebody asks what changed.
Certain structured L&D, assessment and programme-design work can qualify under applicable schemes. Whether your company can claim depends on your HRD Corp registration and your available levy balance, so we confirm your position before you commit, at no charge. What the levy covers on the training itself is set out in HRD Corp claimable training.
This is Discover and Refine, the first two stages of the DREAM People Development System. Run on their own, they are your training needs analysis.
Each person completes six assessments covering work styles, work interests, work culture, and verbal, logical and numerical reasoning. Five to fifteen minutes each, 45 to 65 minutes in total, done from their own desk. Nobody is taken off the floor for a day.
Role Fit and Organisational Fit, and behind each number the strengths and the gaps that produced it. The comparison is with what the job requires, not with whoever else happens to be in the room. The assessments behind the two scores are built and supplied by Pulsifi.
The results are read against what the person’s current role asks of them and, where it matters, the role after that. Out of that comes a development map for each person: what to keep doing, what to build on, what to keep an eye on, and what to fix first.
Pulsifi supplies the measurement. The profiles, the priorities and the development that follows are ours. Their science. Our people.
Assessment results stay what they are: decision-support evidence, not a final measure of anyone. We read them alongside the role requirements, what the person actually does at work, and what their manager already sees.
None of it is a verdict on anybody. It is evidence you can put on a manager’s desk and argue with, which is more than a survey of preferences gives you.
What we are aiming at is the thing clients tell us afterwards when it has gone well: that the training was practical and easy to apply to their daily work, because it was aimed at the people who actually needed it.
Some companies stop here. They take the map to whoever already delivers their training, ours or theirs, and that is a perfectly good place to end. We will still tell you if we think the gap needs somebody else.
If you want the rest, the analysis feeds the three stages that follow. The learning is delivered, by e-learning, in a classroom or as a blend of both. People apply it at work, with coaching, manager check-ins and feedback. Then progress is reviewed against the priorities you agreed, before the next cycle starts.
The programmes themselves sit in the training catalogue. 110,608 people trained across 3,260 companies since 2017.
A worksheet that ends in one table. One row per gap. The columns: the business goal, the role that carries it, the standard you need, the standard you are getting today, the gap itself, whether training can genuinely close it, the priority, what you will actually do about it, and how you will know afterwards.
That sixth column is the one people leave out, and it is the one that saves the money. Fill the table in for a single team and you will know more than a company-wide survey would have told you.
Whether it is claimable, how long it takes, who has to take part and what it costs.
Not quite, and the difference is worth knowing before you book. Some providers run a course that teaches your HR team to carry out the analysis themselves. What happens here is that we carry it out with you: we assess the people, read the results against the roles, and hand you the priorities. Tell us which of the two you are after and we will say plainly whether it is us.
Certain structured L&D, assessment and programme-design work can qualify under applicable schemes. Whether your company can claim depends on your HRD Corp registration and your available levy balance, so we confirm your position before you commit, at no charge.
It depends on the scope. The assessments take each person 45 to 65 minutes and are done online, in their own time. The rest depends on how many people and roles are in scope, and we confirm the timeline once we know both.
No. You decide which employees, roles or job families are in scope. Starting with the two roles that carry this year's goal is a perfectly sensible way to begin.
Yes. The analysis can run on its own. Assess your people first, take the development pathway that comes out of it, then hand it to whoever delivers the training — ours or your existing one.
Personality and work styles are one of the six parts. Work interests, work culture and the three reasoning assessments make up the rest, and the results are read together rather than one by one. They are treated as decision-support evidence rather than an absolute measure of a person.
It depends on how many people and roles are in scope and how much of it we customise. Contact us for a tailored quote, and we will tell you where your levy is likely to apply before you commit to anything.
Then that is what we tell you. Some gaps belong to a process, a standard nobody ever wrote down, or a conversation a manager keeps avoiding. We would rather say so now than sell you a programme that changes nothing.
Describe the situation rather than the course title. Which roles worry you, what you are seeing on the floor, and what next year asks of them that this year did not. We take the time to understand the specific needs of the roles involved before we propose anything, and we come back with the scope of the analysis, what it involves for your people, and where your levy is likely to apply.
No charge for the scoping.
