ATD Blog
5 Must-Haves and Needs Assessment Questions for L&D Success
Wed Jan 17 2024
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Navigating training requests without a needs assessment can feel like steering a ship through heavy fog. Fortunately, creating a focused strategy can help learning and development professionals land on the true business needs before diving into creating training programs.
Navigating training requests without a needs assessment can feel like steering a ship through heavy fog. Fortunately, creating a focused strategy can help learning and development professionals land on the true business needs before diving into creating training programs.
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But crafting an effective needs assessment is hard when time is tight, resources are thin, or you’re a department of one. Sound familiar?
But crafting an effective needs assessment is hard when time is tight, resources are thin, or you’re a department of one. Sound familiar?
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For advice, I spoke with Kelly L. Jones and Jody N. Lumsden ( video ), authors of Needs Assessment on a Shoestring , a new book from ATD Press. During our discussion, they shared five key elements L&D pros require for a successful needs assessment strategy.
For advice, I spoke with Kelly L. Jones and Jody N. Lumsden (video), authors of Needs Assessment on a Shoestring, a new book from ATD Press. During our discussion, they shared five key elements L&D pros require for a successful needs assessment strategy.
Know the Primary Problem to Be Solved
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According to Lumsden, “Learning and development professionals really need to know what problem they're trying to solve.”
According to Lumsden, “Learning and development professionals really need to know what problem they're trying to solve.”
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In their book, the authors explain that the problem is the reason for the needs assessment; it represents the issue, challenge, or opportunity to be solved. And they recommend working with stakeholders to identify and quantify the problem as early as possible to plan an effective needs assessment.
In their book, the authors explain that the problem is the reason for the needs assessment; it represents the issue, challenge, or opportunity to be solved. And they recommend working with stakeholders to identify and quantify the problem as early as possible to plan an effective needs assessment.
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It’s also important to work on one problem at a time. If multiple problems are identified, collaborate with stakeholders to prioritize each problem.
It’s also important to work on one problem at a time. If multiple problems are identified, collaborate with stakeholders to prioritize each problem.
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When pressed for time, the book suggests using “cut to the chase” questions to quickly uncover the root of the problem. Here are a few questions the authors recommend asking stakeholders:
When pressed for time, the book suggests using “cut to the chase” questions to quickly uncover the root of the problem. Here are a few questions the authors recommend asking stakeholders:
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What is the most important thing that needs to change?
What is the most important thing that needs to change?
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What is currently driving the need for this change?
What is currently driving the need for this change?
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What will happen if we don’t solve the problem?
What will happen if we don’t solve the problem?
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If you could wave a magic wand, what is the one thing you would do to solve this problem?
If you could wave a magic wand, what is the one thing you would do to solve this problem?
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How will you know the problem is solved?
How will you know the problem is solved?
Understand the Business Impact of the Problem
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L&D professionals should also ask questions to help them understand how a specific problem affects the business. The book asserts that the business impact informs why the problem is worth solving. Be sure to clarify how this problem is affecting the business performance. This can also help you prioritize solution development.
L&D professionals should also ask questions to help them understand how a specific problem affects the business. The book asserts that the business impact informs why the problem is worth solving. Be sure to clarify how this problem is affecting the business performance. This can also help you prioritize solution development.
Recognize the Current State and the Goal State
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“Understand where you are today and where you need to go,” reminds Lumsden. Being able to capture the current state and the goal state, which the authors define as “the future results of solving today’s problems,” can help you detect potential gaps, solutions, and timelines.
“Understand where you are today and where you need to go,” reminds Lumsden. Being able to capture the current state and the goal state, which the authors define as “the future results of solving today’s problems,” can help you detect potential gaps, solutions, and timelines.
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One way to understand the current state of the problem is to listen to stakeholders rationalize why they need a learning solution. Identifying and quantifying both the current state and goal state is necessary to develop recommendations and evaluate solutions for the needs assessment.
One way to understand the current state of the problem is to listen to stakeholders rationalize why they need a learning solution. Identifying and quantifying both the current state and goal state is necessary to develop recommendations and evaluate solutions for the needs assessment.
Identify All Stakeholders
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Jones and Lumsden note that stakeholders have a vested interest in the needs assessment because they’re the individuals who must solve the problem or they’re the folks who will feel the impact of your needs assessment’s outcome.
Jones and Lumsden note that stakeholders have a vested interest in the needs assessment because they’re the individuals who must solve the problem or they’re the folks who will feel the impact of your needs assessment’s outcome.
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The authors believe that knowing all your stakeholders is critical to a successful needs assessment. Lumsden adds that this includes stakeholders who are “on the fringe” of the problem.
The authors believe that knowing all your stakeholders is critical to a successful needs assessment. Lumsden adds that this includes stakeholders who are “on the fringe” of the problem.
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“The last thing you want is to uncover secret stakeholders and scope creep when you’re tight on resources,” they share.
“The last thing you want is to uncover secret stakeholders and scope creep when you’re tight on resources,” they share.
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The book also recommends categorizing stakeholders based on their level of investment, designating them as sponsors, key advisors, collaborators, or partners for clarity. Once L&D pros identify stakeholders, they can work together to determine scope, expectations, and available resources. This process helps address key questions and identify data requirements for conducting a comprehensive needs assessment.
The book also recommends categorizing stakeholders based on their level of investment, designating them as sponsors, key advisors, collaborators, or partners for clarity. Once L&D pros identify stakeholders, they can work together to determine scope, expectations, and available resources. This process helps address key questions and identify data requirements for conducting a comprehensive needs assessment.
Specify a Research Methodology
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For L&D pros, identifying the methodology they will use for the needs assessment often comes down to defining potential research questions.
For L&D pros, identifying the methodology they will use for the needs assessment often comes down to defining potential research questions.
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According to Lumsden, “It sounds a bit academic, but you really need to know how in the world you’re going to get this information and where in the organization does it live? Who owns it?”
According to Lumsden, “It sounds a bit academic, but you really need to know how in the world you’re going to get this information and where in the organization does it live? Who owns it?”
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But to develop essential research questions, first identify the problem, understand its business impact, and know the current state and goal state, Jones and Lumsden advise in the book. Once this is complete, research questions can help define the strategies required for collecting and analyzing data and for setting the scope of the assessment survey.
But to develop essential research questions, first identify the problem, understand its business impact, and know the current state and goal state, Jones and Lumsden advise in the book. Once this is complete, research questions can help define the strategies required for collecting and analyzing data and for setting the scope of the assessment survey.
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Suppose you’re new to writing research questions or don’t have enough information. In that case, the authors recommend asking stakeholders to share the top three things they’d like to know about the problem you’re investigating.
Suppose you’re new to writing research questions or don’t have enough information. In that case, the authors recommend asking stakeholders to share the top three things they’d like to know about the problem you’re investigating.
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For more on gathering insight through data analysis and putting forward effective solution recommendations, check out Needs Assessment on a Shoestring or the Needs Assessment Certificate .
For more on gathering insight through data analysis and putting forward effective solution recommendations, check out Needs Assessment on a Shoestring or the Needs Assessment Certificate.
Most Important Needs Assessment Questions to Ask
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The following is a practical, business-aligned set of needs assessment questions , organized by function. These are designed to uncover performance gaps, root causes, and learning implications —not just training requests. One helpful tip is to create an assessment survey with these questions. After the survey questions are answered, you can follow up with additional questions or assessment methods to deepen understanding of the organization’s needs.
The following is a practical, business-aligned set of needs assessment questions, organized by function. These are designed to uncover performance gaps, root causes, and learning implications—not just training requests. One helpful tip is to create an assessment survey with these questions. After the survey questions are answered, you can follow up with additional questions or assessment methods to deepen understanding of the organization’s needs.
Operations Questions
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Where are process breakdowns, delays, or rework most common?
Where are process breakdowns, delays, or rework most common?
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Which tasks are most error-prone or inconsistent across teams?
Which tasks are most error-prone or inconsistent across teams?
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What standards or procedures are not being followed—and why?
What standards or procedures are not being followed—and why?
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Where do employees rely on workarounds instead of formal processes?
Where do employees rely on workarounds instead of formal processes?
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What tools, systems, or resources limit operational efficiency?
What tools, systems, or resources limit operational efficiency?
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How do performance metrics differ by shift, location, or role?
How do performance metrics differ by shift, location, or role?
Finance Questions
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Where are costs rising without a corresponding increase in value?
Where are costs rising without a corresponding increase in value?
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Which financial decisions are most frequently escalated or corrected?
Which financial decisions are most frequently escalated or corrected?
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What financial knowledge or skills are missing at the role level?
What financial knowledge or skills are missing at the role level?
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Where do budget overruns or forecasting inaccuracies originate?
Where do budget overruns or forecasting inaccuracies originate?
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How well do employees understand the financial impact of their actions?
How well do employees understand the financial impact of their actions?
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What financial processes create the most confusion or risk?
What financial processes create the most confusion or risk?
Sales Questions
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Where in the sales cycle do deals most often stall or fail?
Where in the sales cycle do deals most often stall or fail?
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What differentiates top sales performers from average performers?
What differentiates top sales performers from average performers?
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Which customer objections are handled inconsistently or poorly?
Which customer objections are handled inconsistently or poorly?
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What skills or knowledge gaps affect conversion or close rates?
What skills or knowledge gaps affect conversion or close rates?
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How confident are sales teams in articulating value propositions?
How confident are sales teams in articulating value propositions?
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What tools or data are underutilized during the sales process?
What tools or data are underutilized during the sales process?
Leadership Questions
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Where are leaders struggling to influence, align, or inspire others?
Where are leaders struggling to influence, align, or inspire others?
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What leadership behaviors are most correlated with team performance?
What leadership behaviors are most correlated with team performance?
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How effectively do leaders communicate priorities and expectations?
How effectively do leaders communicate priorities and expectations?
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Where are decision making or accountability breakdowns occurring?
Where are decision making or accountability breakdowns occurring?
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What leadership capabilities will be critical in the next 12–24 months?
What leadership capabilities will be critical in the next 12–24 months?
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How prepared are leaders to lead through change and uncertainty?
How prepared are leaders to lead through change and uncertainty?
Management Questions
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Where are managers spending time that does not drive performance?
Where are managers spending time that does not drive performance?
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What people management skills are least developed (for example, feedback, coaching)?
What people management skills are least developed (for example, feedback, coaching)?
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How consistently do managers set goals and monitor performance?
How consistently do managers set goals and monitor performance?
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Where do performance issues go unaddressed or escalate too late?
Where do performance issues go unaddressed or escalate too late?
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How confident are managers in handling difficult conversations?
How confident are managers in handling difficult conversations?
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What systems or processes limit effective people management?
What systems or processes limit effective people management?
Client Satisfaction Questions
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Where do client complaints or escalations most frequently occur?
Where do client complaints or escalations most frequently occur?
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What expectations are not being met consistently?
What expectations are not being met consistently?
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Which moments in the client journey create friction or confusion?
Which moments in the client journey create friction or confusion?
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How well do employees understand client needs and priorities?
How well do employees understand client needs and priorities?
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Where does internal misalignment influence the client experience?
Where does internal misalignment influence the client experience?
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What behaviors most strongly influence repeat business or loyalty?
What behaviors most strongly influence repeat business or loyalty?
How to Use These Questions Effectively
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Pair them with data sources (KPIs, surveys, CRM, financial reports).
Pair them with data sources (KPIs, surveys, CRM, financial reports).
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Ask them at multiple levels (executives, managers, frontline employees).
Ask them at multiple levels (executives, managers, frontline employees).
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Look for non-training root causes (process, incentives, tools).
Look for non-training root causes (process, incentives, tools).
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Translate findings into performance-focused solutions , not just courses.
Translate findings into performance-focused solutions, not just courses.
About the book:
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Needs Assessment on a Shoestring offers talent development professionals a process for addressing organizational needs and determining whether training is the solution. Needs assessment pros Kelly L. Jones and Jody N. Lumsden apply the Build-Borrow-Buy approach to provide guidance, quick tips, and shortcuts for investigating and uncovering everything you can about the organizational problem you need to solve.
Needs Assessment on a Shoestring offers talent development professionals a process for addressing organizational needs and determining whether training is the solution. Needs assessment pros Kelly L. Jones and Jody N. Lumsden apply the Build-Borrow-Buy approach to provide guidance, quick tips, and shortcuts for investigating and uncovering everything you can about the organizational problem you need to solve.
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With this book, you will learn to build a needs assessment strategy, gather insight through data analysis, and put forward effective solution recommendations. You’ll also pick up strategies for borrowing existing information, talent, and resources, and for making resource management decisions. Regardless of the scope of the project, the constraints of the business problem, or how you get the job done, the steps associated with needs assessments are flexible enough to scale up or down. This book will help you whether you’re new to needs assessments or have a lot of experience but now must conduct needs assessments with less time, support, or budget.
With this book, you will learn to build a needs assessment strategy, gather insight through data analysis, and put forward effective solution recommendations. You’ll also pick up strategies for borrowing existing information, talent, and resources, and for making resource management decisions. Regardless of the scope of the project, the constraints of the business problem, or how you get the job done, the steps associated with needs assessments are flexible enough to scale up or down. This book will help you whether you’re new to needs assessments or have a lot of experience but now must conduct needs assessments with less time, support, or budget.
Benefits
Content For Departments of One: For Departments of One: | Content For Business Leaders: For Business Leaders: |
|---|---|
Content Get real-world strategies, examples, and resources that work, guiding you from basics to advanced techniques. Get real-world strategies, examples, and resources that work, guiding you from basics to advanced techniques. | Content Elevate from task manager to strategic partner; align data with goals. Elevate from task manager to strategic partner; align data with goals. |
Content Explore different project angles to find your fit, backed by solid reasoning. Explore different project angles to find your fit, backed by solid reasoning. | Content Use tools to align strategic plans. Use tools to align strategic plans. |
Content Find a complete needs assessment project example in the appendix. Find a complete needs assessment project example in the appendix. | Content Justify budgets through needs-based insights; showcase L&D’s business value. Justify budgets through needs-based insights; showcase L&D’s business value. |
Content Evolve from course creation to problem solving, adapting as projects grow. Evolve from course creation to problem solving, adapting as projects grow. | Content Link projects to top business needs, address SMART goals, and ensure meaningful contributions. Link projects to top business needs, address SMART goals, and ensure meaningful contributions. |
Content Grasp how needs assessment fuels impactful data analytics, framing business impact. Grasp how needs assessment fuels impactful data analytics, framing business impact. | Content Tackle organizational intricacies with systematic needs assessment. Tackle organizational intricacies with systematic needs assessment. |
Content Shift to achieving business goals, not just completing tasks. Shift to achieving business goals, not just completing tasks. | Content Transform L&D into a problem-solving unit; make a concrete, positive business impact. Transform L&D into a problem-solving unit; make a concrete, positive business impact. |
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Meet the Authors
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Kelly L. Jones , PhD, CPTD, is a researcher, leader, consultant, and problem solver with expertise in building solutions that help people and organizations learn. She has 20 years of experience in curriculum development, instructional design, needs assessments, learning technologies, and workplace training and development.
Kelly L. Jones, PhD, CPTD, is a researcher, leader, consultant, and problem solver with expertise in building solutions that help people and organizations learn. She has 20 years of experience in curriculum development, instructional design, needs assessments, learning technologies, and workplace training and development.
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Jody N. Lumsden , EdD, is a consultant, speaker, and facilitator with expertise in developing and implementing strategy and data-driven performance metrics in the areas of adult and workplace learning, curriculum planning, change management, and leadership coaching. She has 17 years of professional experience as a talent development and graphic design practitioner.
Jody N. Lumsden, EdD, is a consultant, speaker, and facilitator with expertise in developing and implementing strategy and data-driven performance metrics in the areas of adult and workplace learning, curriculum planning, change management, and leadership coaching. She has 17 years of professional experience as a talent development and graphic design practitioner.