Training is essential, but what exactly should be done, for whom, when, and why? Without a thorough analysis of training needs, time and budget are often invested in poorly targeted training courses that have little impact on everyday work.
A carefully conducted analysis, on the other hand, helps to prioritize the right measures at the right time. The result is employees who develop specific skills and significantly more efficient training management within the company.
The most important points in brief:
In Switzerland, training takes place within a flexible but structured framework. This includes, in particular, guidelines on health in the workplace, regulations from collective labor agreements (CLAs), and cooperation between companies and the education system.
A well-conducted analysis of training needs ensures that skills are specifically aligned with company goals and that unnecessary training is avoided. It is carried out in five key steps:
define goals
assess existing skills
identify skills gaps
prioritize needs
create a training plan
Specific tools such as employee interviews, skills models, internal reference frameworks, anonymous surveys, and HR platforms can help with this.
In the Swiss context, local characteristics should also be taken into account, such as cantonal differences, requirements from collective labor agreements, multilingualism, and the strong culture of voluntary training.
When implemented correctly, the analysis of training needs is a strategic lever for retaining employees, strengthening performance, and providing targeted support for change processes.
On this basis, a viable trainin plan can then be developed, for example, along four cornerstones: needs, budget, KPIs, and planning.
What does Swiss law say about training?
In Switzerland, there is no comprehensive legal obligation to provide training, but there are indirect obligations for employers.
Article 6 of the Labor Act requires companies to take measures to protect the health of their employees. In certain cases, this also includes training, particularly in the areas of safety and prevention. In some industries, collective labour agreements (CLAs) also stipulate mandatory training, for example to ensure quality, safety, or employability.
In addition, vocational training legislation promotes cooperation between companies and educational institutions and supports continuous training. In practice, many companies therefore integrate a training or skills development plan into their HR strategy in order to remain competitive, anticipate changes at an early stage, and retain employees in the long term.
Although development discussions are not mandatory, they are widespread in Switzerland. They serve to reflect on existing skills and identify training needs in the spirit of continuous improvement.
What are the benefits of analyzing training needs?
Analyzing training needs is much more than a formal HR task. It brings concrete benefits for companies and employees:
It ensures that skills keep pace with market changes such as digitalization, automation, or new tools.
It prevents unnecessary or poorly targeted training and optimizes the training budget.
It contributes directly to the ROI of training, as it specifically supports the transfer of knowledge into practice.
It strengthens employee engagement because their needs are heard and taken into account.
It supports informed decisions in the areas of internal mobility and talent management.
When implemented correctly, analyzing training needs becomes a sustainable performance factor, closely linked to the company's business and HR goals.
The most important steps for analyzing training needs
1. Define company goals
Before addressing training, there is a fundamental question to be asked: Where should the company go? Possible goals include:
the introduction of a new offering,
the switch to new software or a new HR system,
strategic repositioning,
international growth.
Each goal requires certain skills that need to be developed or strengthened. Clarifying this sets the direction for the entire analysis.
2. Evaluate existing skills
The next step is to take as objective an inventory as possible of existing skills. The following are suitable for this purpose:
individual interviews,
self-assessments based on competency grids or tests,
evaluations from employee interviews,
assessments by managers.
This analysis reveals where strengths lie and where there is room for development.
3. Identify competency gaps
By comparing target competencies with existing competencies, specific gaps can be defined. These often involve:
new skills to be acquired, for example in the areas of technology, soft skills, or legal and regulatory requirements,
skills to be deepened, such as languages, customer orientation, or leadership.
This analysis can be carried out individually, at team level, or at a higher corporate level.
4. Prioritize training needs
Not all identified training needs are equally important or urgent. They must therefore be systematically prioritized, based on criteria such as:
their impact on business activities (e.g., a sales employee must master the new CRM before the end of the quarter),
the cost of the measures,
the time available for training,
the level of risk if training is not provided (e.g., safety risks, quality defects, or violations of legal requirements).
This prioritization forms the basis for a realistic, effective action plan.
5. Create a training plan
In the final step, the analysis is translated into concrete measures. A training plan should include, among other things:
suitable learning formats such as classroom, e-learning, or blended learning,
dates, duration, and external or internal providers,
criteria for monitoring success and evaluation,
the planned budget.
Managers play a central role in this phase. They validate needs and support the transfer of learning content into everyday work.
Tools for analyzing training needs
Various instruments are suitable for structuring the analysis, including:
employee interviews to clarify skills, goals, and development wishes
competency grids by function or role
internal reference models for key competencies
anonymous surveys to identify individual needs
HR platforms with analysis or mapping functions
Digital solutions also make it possible to link data from different sources and further refine the analysis.
Swiss specifics in the analysis of training needs
In the Swiss context, various structural and cultural factors should be taken into account:
Federalism: Cantonal differences can affect funding, framework conditions, or requirements. A locally adapted approach is therefore essential.
Collective labour agreements (CLAs): Mandatory training is required in certain industries. These must be integrated into the analysis at an early stage.
Multilingualism: Linguistic diversity often requires adapted learning formats or different training courses depending on the region. Intercultural skills are becoming increasingly important in this context.
Principle of voluntariness: In Switzerland, training is largely based on personal initiative. This makes it all the more important to communicate goals transparently, demonstrate the benefits, and actively involve employees. Without acceptance, there can be little lasting impact.
The analysis of training needs combines strategic corporate goals with the actual requirements of everyday work.
By specifically identifying skills and actively involving teams, training plans are created that are relevant, accepted, and effective. This makes training a real lever for collective performance.
With Lucca Training, you can manage your employees' training requests and control your skills development plan:
