Search consulting capability transfer plan and the shape is settled. Name the competencies, assign an owner and a recipient, match a transfer method to what's being taught, schedule the sessions, and close with a validation step where the recipient demonstrates they can do the work. Several leading templates in the category carry that step formally, sometimes with a signed line for trainer, receiver and manager. What none of them carry is an earlier number to check that demonstration against.
This pack scores that same rubric twice against the same named people: once before the first training session, in the Skill Baseline and Target sheet, and again at closeout, in the Capability Assessment, by the same method where possible. ATD's own summary of the Kirkpatrick model places Level 2, Learning, measurement squarely "before the program" and "after the program," specifically so a gain can be attributed to training rather than assumed. Two numbers on one scale turn a capability claim into a delta instead of an assertion.
Corvale Consulting Group's continuous-improvement programme for Perrin Valley Foods scores four client staff against five competencies at kickoff: a 1.2 average across twenty person-competency cells, against a 3.25 average target split by role. Eleven weeks of workshops, paired practice, and a shadowed-then-solo kaizen event later, nineteen of those twenty cells clear their target. The twentieth, the CI Lead's own sustain-and-control-planning score, does not, because that level requires watching a control plan survive a full cycle, and this engagement's own eleven weeks never ran one. It becomes a dated 90-day check-in instead of a rounded-up 'complete.'
Consulting Capability Transfer Plan