For Learning & Development teams
Meet Luma
Show that the training changed something.
Luma can report attendance, completion and satisfaction, and none of the three answers the question the budget holder actually asks. What is missing is a measurement of the same skill before and after — so a good programme and a popular one are impossible to tell apart.
Learning impact
90%
Above target↑
Priority skill gaps
8
Down from 27
Capability growth
+38%
vs last quarter↑
Luma at a glance
Role
Learning & Development Manager
Chooses what gets taught, to whom, and with whose money.
Primary goal
Spend where the shortfall actually is
Aim the budget at gaps the business feels, not topics people request.
Main challenge
Only activity is measurable
Attendance and completion are easy to count and prove nothing.
Decision power
High
Shapes priorities, programmes, vendors and the budget behind them.
What matters to Luma
Which gaps are real
Measured against what roles require, not gathered from a survey.
A before and an after
The same skill, measured twice, with the programme in between.
Whether it stuck
A level held three months later, rather than a score on the day.
Where not to spend
Knowing a gap is already closed is worth as much as finding one.
A number for the board
What it cost, which gaps it targeted, how many levels moved.
What keeps Luma up at night
“What did we get for that?”
Asked in a budget review, with completion rates as the only answer.
A course everyone liked
Five stars, full attendance, and no evidence anyone can do anything new.
The same path for everyone
People who already had the skill sat through it beside people who needed it.
Teaching the wrong gap
A year aimed at a shortfall that was never the one holding the work up.
Next year, from a blank page
Planning again with no record of what the last twelve months changed.
What Luma needs from PDP Quest
Levels somebody checked
Verified by a timed assessment against a written standard, or by a named manager. Not typed into a form.
Need, by role rather than by request
What each role requires, set against what the people in it hold.
The three that gate the work
Ranked by what they block, ahead of everything that is merely missing.
Measurement on both sides
The level before the programme and the level after, which is the only version of impact that survives a question.
One rung per plan
Small enough to finish, specific enough to check, dated so it can be chased.
What Piko, the AI coach, does for Luma
Sizes the cohort before you book
How many people actually sit below the required level, rather than how many said they were interested.
Leaves out the people who have it
Nobody sits through a course on a level they passed last year.
Measures the same skill twice
Once before the programme and once after, which is the only version of impact that survives a question.
Separates learned from retained
A level still held three months later is a different result from a score on the day.
Tells you what to cancel
The programme aimed at a gap that closed last quarter, still running because nothing said otherwise.
Design the programme however you like. Piko measures the skill going in and coming out, and that measurement is the one thing a budget review actually accepts.
Report the levels, not the attendance.
The one number a budget review accepts.
PDP Quest measures the same skill before your programme and after it, against a standard you did not write on the day. What you take to the review is the count of levels that moved.
- Gaps that gate work
- Only who needs it
- Levels that moved
