A Training Needs Analysis must be the foundation of all training plans.  Such an analysis normally includes observed performance gaps and/or an upcoming change in some part of the organization (e.g. new technology, change in focus, perceived need for improved customer service, etc.).

Training budgets run in annual cycles, but future needs cannot always be predicted accurately.  A development plan needs to anticipate most of the training expenditures which will be made, but should have some provision for ad-hoc training whenever it is necessary, or if a particularly attractive opportunity arises.

Development is much more than just training.  Employees can develop their skills much further, without any expenditure on training, through a variety of on-the-job practices.

An appropriate mix of in-house and external training needs to be developed.  Outsourcing is often much cheaper than internal program design, even if some charges are incurred for customizing programs.

Development needs to include both new technical skills and knowledge (hard skills) and interpersonal competencies (soft skills).  The mix will depend on the particular organization, and individual employees.  Where a competency model has already been developed, identification of development interventions is much easier.

Employees often report that after some development intervention, especially training, they are unable to use their new skills on the job.  Employers need to ensure that workplaces support application of new skills and knowledge on the job.

Development planning should include some method of evaluating each intervention.  The single-page questionnaires given out at the end of training programs are of little use in evaluating the program.  Where possible, evaluate development programs based on behavior changes observed in the workplace.