Skills gap analysis
We identify where knowledge is genuinely missing. It rarely matches what management expects.
Nothing here comes from a catalogue: every programme is written for the work your people actually do. Lessons based on invented examples fade within a week, whereas practice in your own files and systems sticks. Every session runs live online, so nobody travels and colleagues across Denmark can join at the same time.
The format depends on the situation: one session in the week a new platform is switched on, or a series of fixed modules running for two or three months.
We identify where knowledge is genuinely missing. It rarely matches what management expects.
We write material to match your processes and the participants' experience, for example Teams and SharePoint, Excel and Power BI, Outlook or safe handling of personal data.
A group with shared tasks and shared vocabulary learns faster than a mixed class.
For production, warehouse and retail staff we schedule short modules when operations can keep running.
Participants work in your own systems and documents while the trainer follows along via screen sharing.
A brief exercise to finish and a one-page cheat sheet kept for reference.
A module lasts two to three hours online. A departmental programme usually adds up to a few days, spread across a couple of weeks.
Short interviews with employees, not only their line manager, reveal the real sticking points.
Exercises use situations from their daily work, and you sign off the outline before we teach.
Participants are grouped by ability and spend most of the time doing rather than listening, with cameras on and breakout rooms for tasks.
Cheat sheets, a quick quiz and a follow-up call a fortnight on to answer whatever has come up since.
Schedule training for launch week, never weeks afterwards. Early on, users are curious and full of questions. A month on they have invented their own workarounds and grown used to them. At that point you are no longer teaching something new but trying to undo habits.
Between six and ten. Smaller groups push up the price per person; more means the trainer cannot keep an eye on every screen during exercises. Larger departments are split into several groups that run one after another.
Yes, provided groups stay small. Participants share their screen when they are stuck, and the trainer can spot who is falling behind. Breakout rooms and short hand-in tasks along the way mean nobody can hide behind a switched-off camera.
Watch the number of support tickets on the course topics. If questions about Outlook drop after an Outlook course, it did its job. We have not found a fairer measure.
Let us know which teams need upskilling and where they struggle. The programme will be built from situations they meet at work every day.
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