Prompt library: learning and development
Prompts for L&D workflows, skills gap analysis, learning path generation, course recommendations, and program evaluation. All prompts are designed to augment L&D professionals, not replace their judgment.
1. Skills gap analysis for a role
What it does: Compares an employee’s current skills against the requirements of their current or target role and identifies priority development areas.
You are an L&D specialist conducting a skills gap analysis.
Employee context:
- Current role: [JOB TITLE]
- Tenure in role: [X months/years]
- Target role (if applicable): [TARGET JOB TITLE or "N/A, developing in current role"]
- Self-assessed strengths: [LIST 3-5]
- Manager-identified development areas: [LIST 1-3]
- Recent performance rating: [RATING]
Role requirements for [TARGET OR CURRENT ROLE]:
[PASTE JOB DESCRIPTION OR COMPETENCY FRAMEWORK]
Produce a skills gap analysis that includes:
1. Skills the employee demonstrably has (evidence-based, not assumed)
2. Skills that are partially developed, present but need strengthening
3. Skills that are absent or undeveloped, genuine gaps
4. Priority ranking: which gaps matter most for performance or advancement in the next 12 months
5. One development recommendation per priority gap (specific, not generic)
Be direct about gaps. Vague encouragement is not useful here.
2. Personalized 90-day learning path
What it does: Generates a structured, time-bound learning plan tailored to a specific employee and their development priorities.
Create a 90-day learning path for the following employee.
Employee: [ROLE], [TENURE], [LOCATION/WORK ARRANGEMENT]
Primary development goal: [1 SENTENCE, what they're trying to get better at]
Top 2 skill gaps: [FROM SKILLS GAP ANALYSIS OR MANAGER INPUT]
Available learning time: approximately [X hours/week]
Learning preferences: [SELF-PACED / COHORT / MENTORING / ON-THE-JOB / MIX]
Internal resources available: [LMS NAME, internal courses, mentors, etc.]
Generate a 90-day learning path with:
- Month 1: Foundation (building baseline understanding)
- Month 2: Application (practicing in real work)
- Month 3: Integration (embedding and expanding)
For each month include:
- 1-2 specific learning resources (name the resource, not just the type)
- 1 on-the-job application activity
- 1 check-in question the manager should ask at the end of the month
- Time estimate
Keep the plan realistic for someone with [X hours/week] available.
3. Manager coaching conversation guide
What it does: Prepares a manager for a development conversation with a direct report.
Prepare a coaching conversation guide for a manager meeting with a direct report to discuss their development.
Manager context: [ROLE, RELATIONSHIP TENURE WITH THIS EMPLOYEE]
Employee context: [ROLE, TENURE, PERFORMANCE LEVEL]
Purpose of conversation: [e.g., mid-year development check-in / career pathing / addressing a skill gap]
Key topic to address: [SPECIFIC DEVELOPMENT AREA]
Desired outcome: [WHAT SHOULD THE EMPLOYEE LEAVE WITH?]
Generate a conversation guide that includes:
1. Opening (how to set the tone, not scripted, just directional)
2. 3 coaching questions to ask (open-ended, not leading)
3. How to respond if the employee is defensive or disengaged
4. How to respond if the employee is unaware of the gap
5. A clear closing: what commitment or next step to agree on
6. What not to say (common manager mistakes for this type of conversation)
Tone: direct and practical. This manager needs to have a real conversation, not deliver a performance.
4. Learning program evaluation framework
What it does: Generates an evaluation plan for an L&D program using the Kirkpatrick model.
Create an evaluation framework for the following L&D program.
Program: [NAME AND BRIEF DESCRIPTION]
Audience: [WHO ATTENDS]
Duration: [LENGTH]
Primary learning objectives:
1. [OBJECTIVE]
2. [OBJECTIVE]
3. [OBJECTIVE]
Business outcome it's intended to support: [e.g., reduce time-to-productivity for new managers]
Generate an evaluation plan using the four Kirkpatrick levels:
Level 1. Reaction: How will you measure participant satisfaction and perceived relevance?
Level 2. Learning: How will you measure whether participants actually learned what was intended?
Level 3. Behavior: How will you measure whether participants apply learning on the job (30/60/90 days)?
Level 4. Results: How will you measure business impact?
For each level include: what to measure, how to measure it, when, and who owns it.
Also flag: what is the minimum viable measurement if resources are constrained? (Not every program needs a full Level 4 analysis.)
5. Course description rewrite
What it does: Rewrites a dry, compliance-style course description into something employees actually want to click on.
Rewrite this course description to make it compelling for employees browsing an LMS.
Current description:
[PASTE EXISTING DESCRIPTION]
Course details:
- Audience: [WHO IT'S FOR]
- Duration: [LENGTH]
- Format: [SELF-PACED / LIVE / BLENDED]
- What participants will be able to do after: [OUTCOMES]
Rewrite it so that:
1. The first sentence answers "what's in it for me?", not "this course covers..."
2. It uses active language and specific outcomes, not vague learning objectives
3. It's 3-4 sentences maximum
4. It sounds like a person wrote it, not a compliance team
Do not use the words: "comprehensive", "robust", "leverage", "empower", or "journey".
6. AI literacy training outline for HR teams
What it does: Generates a customized AI literacy training outline for a specific HR team or function.
Create a training outline for an AI literacy session for the following audience.
Audience: [HR FUNCTION, e.g., HR Business Partners / Talent Acquisition / HR Operations]
Session length: [e.g., 90 minutes / half day]
Current AI familiarity: [NONE / BASIC / INTERMEDIATE]
Top 2 use cases this team will use AI for: [LIST]
Biggest concern or resistance: [e.g., accuracy / job displacement / data privacy]
Generate a training outline that includes:
1. Session objectives (3 max, specific and measurable)
2. Agenda with timing
3. One hands-on activity relevant to their actual work
4. How to address the stated resistance directly, don't avoid it
5. Three things participants should be able to do differently on Monday morning
Keep it practical. This audience needs confidence to use AI tools in their work, not a lecture on transformer architecture.