Training Management

Competence you can evidence

Regulated work requires that the people doing it are trained for it, and that you can prove it. Training Management assigns the training, records what happened, and checks that the material was understood rather than merely opened.

Assignments that keep themselves current

Training is assigned three ways: by hand, by rule against roles and competencies, or sourced from something that happened elsewhere in the system. A controlled procedure being revised, or a cause type recorded in risk management, can generate the retraining itself.

• Courses, modules and curricula, organised into learning paths
• Skills and competency matrices mapped to roles
• Rule-generated assignments, so a new person in a role inherits the right training
• Retraining generated from a document revision or a recorded cause, rather than remembered

Understanding, not attendance

A completion tick proves someone opened a page. The module is built around the harder question of whether they understood it, because that is the one an auditor asks.

• Quizzes with answer keys and a configurable policy for attempts, pass marks and retakes
• Video delivery with progress tracking rather than a play button and an honour system
• Document acknowledgement tied to a content snapshot, so the record shows WHICH text was acknowledged
• AI comprehension checks: the learner is interviewed about the material against a rubric, and graded server-side rather than in the browser

When the numbers look too good

Training records are only as trustworthy as the behaviour behind them, and completion data is easy to game. The module watches for the patterns that suggest it: finishing far faster than the material allows, dwelling too briefly, skimming video, repeating a quiz until it passes, or leaving the window repeatedly.

A flag is not an accusation. It is raised with a severity, and a manager either acknowledges it as a real integrity concern or dismisses it as a false positive, giving a reason either way. Visibility is scoped: a line manager sees their own direct reports, and reaching across the organisation requires an explicit permission.

Competence demonstrated in person

Some competence cannot be shown on screen. Practical sign-offs record that a named assessor watched the work done against defined criteria, so the hands-on half of a competence claim is evidenced the same way as the rest.

Tied to the rest of the system

Training is not a silo here. Approval of a controlled document can be gated on the approver having completed the training that qualifies them to approve it, which turns a competence requirement into something the system enforces rather than something a procedure asks for.

Per-learner evidence records export as PDFs for auditors, and learners who only need training can be licensed as a separate, cheaper class.