Workshops, trainings, and programmes exist. But who do they support on the next development step? Lianova connects your people-development measures with captured capabilities and development goals. You see who an offer is relevant for — and which need it addresses.
A workshop is planned. Who needs it for the next step?
Your people development offers a workshop for feedback conversations. Learning goals and linked skills live in the measures catalogue. Lianova matches that skill link with captured development needs. Mara is taking on first leadership responsibility. Nora coordinates project collaboration. Both want to grow their ability to give feedback in their current step. The workshop becomes relevant for different people for a concrete reason.
You see who the offer fits for — and what the match is based on.
Feedback in everyday leadership
Internal workshop
Learning goals
Phrase observations concretely
Structure feedback conversations
Agree next steps together
Skill linkGive feedback
02
02 · Make development needs concrete
Which measure fits Mara’s development goal?
Starting from a person also makes the choice concrete. Mara is assigned to the path “Grow into leadership responsibility”. For her current step, Lianova compares captured capabilities with defined skill goals. Prioritising tasks already reaches the target level in the example. Giving feedback and delegating tasks are her next fields. The feedback workshop addresses one of them. Delegating stays an open need.
MaraGrow into leadership responsibility
Take on first leadership responsibility
Prioritise tasksGoal reached
Give feedbackDevelop further
Delegate tasksDevelop further
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03 · Assign support
A fitting offer becomes a concrete measure.
People development can review the suggestion via skill link and learning goals, then assign the measure. For Mara it is clear why the feedback workshop should support her current step. Assignment makes visible which offer is planned for her. Other open skill goals remain and can shape further planning.
Suggestion
Mara
Feedback in everyday leadership
Development goal: give feedback
Open goal stays visible: delegate tasks
04
04 · Understand your own development
People see where they stand and what comes next.
After assignment to a path, people can view their own roadmap. They see their current step, goals already reached, and capabilities to develop next. Mara sees how her next goals connect to taking on leadership. That gives orientation and a concrete basis to shape development in conversation.
Your development pathGrow into leadership responsibility
Coordinate collaboration
Take on first leadership responsibilityIn progress
Develop a team further
Your current stepTake on first leadership responsibility
Goal reached · Prioritise tasks
Your next focus
Give feedback
Delegate tasks
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05 · Plan people development
Where is further support needed?
The overview shows which paths and steps people are assigned to, and which skill goals stay open. People development can spot further need and aim offers accordingly. For Mara, delegating stays a development topic. “Give feedback” also stays open until the captured level reaches the target. An assigned measure is a planned contribution to development.
PersonCurrent stepOpen skill goals
Mara
Take on first leadership responsibility
Give feedback
Delegate tasks
Nora
Coordinate project collaboration
Give feedback
Who could your development offers support on the next step?
Discover how you connect existing measures with concrete development needs — and give people a clear perspective.
