# 30 Claude Skills for Training Impact, From the Request to the Proof 30 Claude skills that follow one training programme from the sponsor's request to the proof: question the request, agree the measures, collect and read the evidence, report it, and decide what runs next. - Page: https://lantern.meet-polar-bear.com/skills/training-impact-pack - Download: https://lantern.meet-polar-bear.com/skills/training-impact-pack.zip - Source: https://github.com/polar-bear-org/claude-skills/tree/main/packs/training-impact-pack - Price: free ## Install in Claude Code ``` /plugin marketplace add polar-bear-org/claude-skills /plugin install training-impact-pack@polar-bear-skills ``` ## The 30 skills you get The set follows one programme in seven stages: question the request, agree what proof looks like, collect the evidence, read it honestly, tell the sponsor, report to the business, and feed it back. ### 1 · Question the request - **Training Request Brief** — use when: "We need a training by Friday" lands with the format, the audience and the date already chosen. Output: The request as it arrived, restated as a performance problem, fixed versus open list, evidence asked for, a reply that books the sponsor conversation. - **Sponsor Discovery Questions** — use when: You must ask a senior sponsor "is this a training problem?" without sounding like a refusal. Output: Question guide for the conversation you hold, lines for when the sponsor insists on the course, notes template, follow-up message. - **Performance Problem Diagnosis** — use when: The conversation left you unsure whether people cannot do it or are not set up to do it. Output: Gap by task, cause table at role level, evidence or "assumed" per cause, a cheap check per assumed cause, how much of the gap training could close. - **Non-Training Options** — use when: The cause is not a skill gap and you need to offer something better than "no". Output: The decision framed with owner and deadline, three to five real options per cause, cost and owner of each, a memo the sponsor can say yes to. ### 2 · Agree what proof looks like - **Critical Behaviours Map** — use when: The sponsor says "they need to understand X" and nobody has said what people will do differently. Output: One measurable goal, the few observable actions that would move it, why each is not happening, which ones training can change, how each would be seen at work. - **Success Measures Agreement** — use when: The build is about to start and nobody has agreed how anyone will know it worked. Output: Expected result, leading indicators, behaviours, source and owner of each figure, what "worked", "partly" and "did not" mean, reporting dates, sign-off block. - **Training Baseline Plan** — use when: The programme launches in three weeks and no one has captured where things stand today. Output: Where each before figure lives, period and group, comparison group or trend line, what is missing and how to get it, what cannot be claimed later. - **Kirkpatrick Data Collection Plan** — use when: The measures are agreed and you need to know who collects what, and when. Output: Measure, instrument, source, owner, date and reporting group size per level, required drivers, how deep to go for this programme. ### 3 · Collect the evidence - **Post-Training Survey** — use when: The satisfaction form says everyone loved it and tells you nothing you can act on. Output: Four to six closed items with concrete answer options, open prompts on barriers, each item tied to a measure, a pretest, a group-level summary template. - **Training Follow-Up Survey** — use when: The course ended a month ago and nobody has asked whether anyone used it. Output: A short survey on what people used, what happened and what got in the way, send date, reminder, minimum reporting group, an invitation to volunteer for an interview. - **Behaviour Observation Checklist** — use when: Surveys say people use it and you want to know whether it shows up in the work. Output: Critical behaviours as things a person can see, three marks (seen, not seen, no occasion), no name recorded, a tally by group, what blocked the behaviour. - **Learner Interview Guide** — use when: You have twenty minutes each with five volunteers and want more than "it was useful". Output: Consent script, fixed question order, probes for evidence, notes template with no names, a rule for who never sees raw notes. - **Business Data Request** — use when: The measure that matters sits in someone else's system. Output: The exact figures per measure at group level, a short data dictionary, the message to the data owner, a log of what arrived and who vouches for it. ### 4 · Read it honestly - **Before-and-After Results Table** — use when: The exports are in and you need one table you could defend line by line. Output: Each measure before and after, group size, absolute and relative change, the comparison, what else changed, the source and who vouches, small groups suppressed. - **Open Comment Themes** — use when: You have three hundred open comments and time to read thirty. Output: Code list, themes with comment counts, a paraphrase per theme, minority views kept, what each theme suggests changing. - **Training Contribution Analysis** — use when: The number moved and someone will ask how you know it was the programme. Output: The chain from programme to behaviour to result, evidence per link, other explanations weighed, every claim marked shown, suggested or unknown. ### 5 · Tell the sponsor - **Success Case Method Write-Up** — use when: The sponsor asks "did anyone actually do anything with it?" and a score cannot answer. Output: How cases are picked from survey answers about use, anonymous write-ups of uses that worked and uses that stalled, evidence checked, barrier list, limits of the sample. - **Training ROI Range** — use when: The budget holder asks what the programme returned and finance will check the working. Output: Chain of evidence, share credited with the isolation method named, money conversion with sources, fully loaded costs, a low and a high case, intangibles unconverted. - **Sponsor Impact One-Pager** — use when: The sponsor has five minutes and you have forty pages of evidence. Output: The answer in the first two lines, each agreed measure against what happened, what is unknown, what helped and blocked, the decision asked and by when. - **Programme Early Warning Note** — use when: Three weeks in, attendance or use is falling and the sponsor still thinks it is going well. Output: The indicator that is off, the evidence, what it means for the agreed result, options with costs, the help asked for, the triggers agreed in advance. ### 6 · Report to the business - **L&D Metrics Set** — use when: Your report is hours, completions and a satisfaction score, and nobody upstairs reads it. Output: A short fixed set of efficiency, effectiveness and outcome measures, each with definition, source, owner, reader and decision, plus a stop-reporting list. - **Quarterly L&D Report** — use when: The quarter closes and you want a report that reads like the other functions' reports. Output: One page: outcome measures against plan, programmes with evidence and its strength, what stopped, what is at risk, capacity used, decisions asked. - **Executive Impact Briefing** — use when: You have ten minutes with the executive team and one chance to be taken seriously. Output: Five slides or two pages on one flagship programme, speaker notes, the hard questions with answers drawn only from the evidence. - **Overclaim Check** — use when: The report reads well and you are about to send it. Output: Every claim in a draft listed and tested, a rewrite for each weak one, what must come out. ### 7 · Feed it back - **Evidence Review Meeting** — use when: Evaluation reports pile up and next year's plan looks exactly like this year's. Output: One-hour agenda, a pre-read of one line per programme, a proposal to continue, change, stop or scale, decisions with owners and dates. - **Programme Decision Record** — use when: The sponsor said "let's keep going" in a corridor and in six months nobody will remember why. Output: The decision in the owner's words and its status, options rejected, evidence known at the time, dissent, conditions, review date and what would reopen it. - **Programme Shortfall Note** — use when: The programme did not move the measure and you would rather say so yourself than be found out. Output: What was expected, what the evidence shows, the likely reasons sorted, what stops now, what was learned for the next request. - **Training Needs Assessment Update** — use when: You are planning next year from last year's wish list. Output: Needs by role and task refreshed from this cycle's evidence, what training can and cannot fix, needs dropped because they were not needs. - **L&D Priority Plan** — use when: Eight sponsors each think theirs is first and you have evidence about only three. Output: Programmes ranked on criteria you set, the capacity line, a stop list with its evidence, a not-now list sponsors can see. - **Training Business Case** — use when: You need budget for the next programme and "people liked the last one" will not get it. Output: The problem and its evidence, options including doing nothing, full cost, benefit as a range from your own figures or left blank, risks, measures, the ask. ## Workflows - **Question the request** (A request for a course has arrived with the format already chosen.) Training Request Brief → Sponsor Discovery Questions → Performance Problem Diagnosis → Non-Training Options - **Agree the proof first** (The build is about to start and nobody has agreed how anyone will know it worked.) Critical Behaviours Map → Success Measures Agreement → Training Baseline Plan → Kirkpatrick Data Collection Plan - **Collect the evidence** (The programme has run and the satisfaction form tells you nothing you can act on.) Post-Training Survey → Training Follow-Up Survey → Behaviour Observation Checklist → Learner Interview Guide → Business Data Request - **Read it honestly** (The exports and the comments are in.) Before-and-After Results Table → Open Comment Themes → Training Contribution Analysis - **Tell the sponsor** (The sponsor asks what the programme did and what it returned.) Success Case Method Write-Up → Training ROI Range → Sponsor Impact One-Pager → Programme Early Warning Note - **Report to the business** (The quarter closes and the report is hours, completions and a satisfaction score.) L&D Metrics Set → Quarterly L&D Report → Executive Impact Briefing → Overclaim Check - **Decide what runs next** (Evaluation reports pile up and next year's plan needs to change.) Evidence Review Meeting → Programme Decision Record → Programme Shortfall Note → Training Needs Assessment Update → L&D Priority Plan → Training Business Case ## The quality bar - Your figures only: every figure comes from you, with its source and the person who vouches for it. A cell with no data stays blank - No borrowed numbers: no benchmark, industry average or quote appears unless you supplied it and can name where it came from - Claims carry their strength: every claim is marked shown, suggested or unknown, and a report never says the programme caused a change the evidence only sits beside - Groups, not people: evidence is collected and reported for groups. No name is recorded, groups below the minimum size you set are suppressed, and nothing rates a learner, a manager or a trainer - Voluntary and anonymous: interviews and case write-ups are voluntary, with consent, and anonymous. Privacy and data protection points: check with a qualified adviser - Ends in a decision: every output ends with the decision a named person makes, and by when - The red line: Claude plans the evaluation and drafts the report from your data: it never invents a result, a benchmark or a quote, never claims a cause the evidence does not support, never turns evidence about a programme into a judgement of a person, and a named person stands behind every number ## Questions people ask ### What is in the Claude Guide for Training Impact pack? 30 Claude skills that follow one training programme in seven stages: question the request, agree what proof looks like, collect the evidence, read it honestly, tell the sponsor, report to the business, and feed it back. Each skill is one method or one artifact. ### How do I install these Claude skills? In Claude Code, two lines install all 30 at once. In Claude.ai or Claude Desktop, download the zip, open Settings, Skills, Add, and upload the skills you want. Either way it takes about five minutes. ### Do I need Claude Code to use them? No. The skills work in Claude.ai, Claude Desktop and Claude Code. In the app you upload them yourself; in Claude Code one command installs the whole pack. ### Do the skills work with ChatGPT or other assistants? They are built as Claude Skills, and installing them is a Claude feature. Each one is a plain Markdown file, so you can read it and reuse the method elsewhere, but it will not load and trigger by itself outside Claude. ### Will Claude fill the gaps in my results? No. Claude plans the evaluation and drafts the report from your data. It never invents a result, a benchmark or a quote, never claims a cause the evidence does not support, and a cell with no data stays blank. ### Is the pack free? Yes. It is free to use inside your company and in client work, and not for resale. There is no signup: the download and the install command are on this page. ## About Written by Polar Bear (https://meet-polar-bear.com/). Published on Lantern (https://lantern.meet-polar-bear.com/), which turns your notes, documents and call transcripts into social post drafts you review and publish.