BUS-FPX4047 builds a full employee training and development program across a connected assessment sequence — starting with a training needs analysis, moving through training objectives and course design, into developing the actual training program (often grounded in Kirkpatrick's Four Levels of Evaluation), and finishing with succession planning. Because each assessment builds on the prior one's analysis, the course rewards picking a consistent organization and training need early. This guide covers what each assessment requires and how academic support for BUS-FPX4047 fits this cumulative HR course.
Course Overview
This course teaches how organizations identify training needs and translate them into effective, evaluated development programs. You'll conduct a training needs analysis, design training objectives and course structure, develop a complete training program with built-in evaluation, and apply succession-planning principles to ensure critical roles have a pipeline of ready talent. Donald Kirkpatrick's Four Levels of Evaluation (reaction, learning, behavior, results) is a recurring framework across the assessments.
Key Assessments
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1Conducting a Training Needs Analysis
Identifies the training and development needs of a chosen organization or role, performing a gap analysis (often using a course-provided simulation) to pinpoint what training is actually required.
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2Creating Training Objectives and Course Design
Translates the needs analysis into specific, measurable training objectives and a course design that addresses the identified gap.
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3Developing a Training Program
Builds out the full training program with an evaluation plan grounded in Kirkpatrick's Four Levels of Evaluation, assessing how training effectiveness will actually be measured.
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4Succession Planning
Identifies critical roles within the organization and develops action plans to prepare employees to assume those roles, ensuring continuity of leadership and key functions.
How We Help With BUS-FPX4047
- Conducting a defensible training needs/gap analysis tied to a specific organizational or simulation outcome
- Writing measurable training objectives (using frameworks like SMART or Bloom's taxonomy) tied directly to the needs analysis
- Building a training program evaluation plan correctly mapped to Kirkpatrick's Four Levels
- Structuring succession plans around concrete role-readiness criteria and development timelines
- APA 7 formatting and scholarly source integration across the full assessment sequence
Common Challenges in This Course
The most common point loss happens when the training needs analysis identifies a gap that's too vague to design specific objectives around — a strong Assessment 1 makes every later assessment easier. On Assessment 3, students often describe training content without mapping the evaluation plan explicitly to all four Kirkpatrick levels, which most rubrics specifically check for. If your course uses a training-needs simulation, keep the simulation output handy, since Assessment 2 and 3 typically reference it directly.
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Related Courses
BUS-FPX4047 FAQ
Yes — the training objectives, program, and succession plan all build on the needs analysis from Assessment 1, so keeping the same organization (or simulation) consistent is important.
A widely used framework for evaluating training effectiveness across four levels: reaction (satisfaction), learning (knowledge gained), behavior (on-the-job application), and results (business impact). Most rubrics expect you to address all four.
No — succession planning applies to any critical role where losing the incumbent would disrupt operations, not just leadership positions.
BUS-FPX4045 covers recruiting candidates into the organization, while BUS-FPX4047 covers developing them once they're hired — together they span the full talent lifecycle.