For L&D leads, facilitators and managers
Give every learning session a follow-through owner
Use this post-training follow-up checklist to turn a learning session into a workplace action, a supported attempt and a useful review. Copy the checklist into your own document, assign owners and adjust the dates to real opportunities to practise.
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No signup required. The kit includes editable messages, a manager briefing and a separate fictional example.
Copy your post-training follow-up checklist
| When | Owner | Action | Done when |
|---|---|---|---|
| Before the session | L&D owner | Name the work that should improve, the practice action and the review owner. Ask managers to arrange an opportunity. | A specific action, opportunity and review date are recorded. |
| At the session close | Participant and facilitator | Complete: “When [situation] happens, I will [observable action].” Check that the participant controls the action. | The participant can describe their first attempt and any support needed. |
| Day 2 | Participant, supported by manager | Confirm the opportunity, time and resources. Replan if there is no suitable opportunity. | The first attempt is feasible, or the barrier has an owner. |
| Day 7 | Participant and manager | Discuss the first attempt. Record what happened and the source of the account. | A brief example or a clear “no opportunity” update is recorded. |
| Day 14 | Participant and manager | Choose what to repeat or adjust. Remove a practical barrier. | The next action, support and opportunity are agreed. |
| Day 30 | L&D owner and managers | Review coverage, application examples and barriers. Decide what to continue, change or stop. | The decision has an owner and a next review date if needed. |
The days are a suggested planning rhythm, not a scientifically established habit-formation deadline. Move reviews when practice opportunities occur later.
Four follow-up messages to adapt
Replace the bracketed fields. Send through your normal authorised channel. These messages are templates; this page does not schedule or send them.
Day 2: confirm the opportunity
Subject: When will you try your action from [session]?
You chose [action]. Is your first opportunity still October 27, 2026? Reply with the opportunity and any support you need. If no opportunity is available, tell us what needs to change.
Day 7: learn from the first attempt
Subject: What happened when you tried [action]?
Which describes your week: no opportunity, opportunity but no attempt, tried once, or tried more than once? Share one short example, what helped or got in the way, and the next opportunity. Leave confidential details out of your reply.
Day 14: make the next attempt easier
Subject: What will you keep or adjust?
What is worth repeating from your last attempt? What needs to change? Reply with your next action, its opportunity and the support you need. If the action no longer fits the work, agree on a replacement with your manager and record the change.
Day 30: review the evidence
Subject: Bring one example to your learning review
At October 27, 2026, bring your starting example, a recent example and any feedback from someone who observed your work. We will decide whether to continue, adjust or stop this practice. A blocked or unsuccessful attempt is useful information too.
A manager conversation that supports practice
- “What are you trying to do differently?”
- “When will you have a real opportunity?”
- “What time, permission, rehearsal or feedback would help?”
- “What happened when you tried it?”
- “What will we keep or change for the next attempt?”
Describe the action and context rather than rating the person’s character. If you did not observe the attempt, label it as the participant’s account. Do not treat a missing reply as proof that no practice occurred.
Worked example: delegation after a manager workshop
A participant agrees to specify the outcome, decision authority and review date when handing over their next task. Their manager helps rehearse the brief. At the review, they bring an anonymised task brief and explain whether the colleague understood the agreement. If no task was delegated, they record no opportunity and choose another review date. This is an illustrative example, not a customer result.
Keep the review honest
Separate no update, no opportunity, opportunity without an attempt, one attempt and repeated practice. Report how many participants supplied an update and how many had an opportunity. Repeated practice is not proof of a lasting habit or of business impact.
Use the workplace application questions and observation checklist for the review, and the measurement guide for reporting examples.
Run the follow-through for your next cohort
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Need help coordinating follow-through across a programme? Explore training reinforcement and learning transfer with GWork, or discuss your learning programme. Tell us the topic, cohort size, next session date and what happens after training today.