What Are Five Moments of Need in Learning

Static, one-size-fits-all training programs are fading today. What's replacing them is something far more dynamic: learning that's woven into the fabric of work itself.

That's where the Five Moments of Need framework enters to reshape how we think about performance and continuous development. These moments don't just reflect when learning happens, but they spotlight when learning must happen to drive real impact.

Originally developed by Dr. Conrad Gottfredson and Bob Mosher, the Five Moments of Need model offers a way to support learners in real time. Our guide explains these moments in detail and discusses their role in eLearning.

What Are Five Moments of Need?

The Five Moments of Need was a concept introduced by Dr. Conrad Gottfredson and Bob Mosher in the early 2000s as a response to a growing disconnect between training and real-world application.

At the time, most corporate learning revolved around classroom sessions or e-learning modules that were delivered far in advance of when knowledge was actually needed. As a result, much of that learning was forgotten before it was ever put to use.

Gottfredson and Mosher saw a deeper truth: people don't just learn once. They learn continuously, especially while navigating the complexities of modern work.

So, they outlined five critical points in the learner's journey, each representing a moment where support is imperative. Let's discuss these points.

When Learning Something For the First Time (New)

Traditional training often begins here. It's the foundational moment in which learners are introduced to new skills or concepts. The goal here is to build initial competence.

For example, a healthcare organization may adopt a new electronic medical records (EMR) system. Nurses and doctors will need training to understand the interface and workflows.

The first time they see the system, it will be completely new to them. So, the training program should focus on building their initial competence with the system so that they are able to use it effectively in their daily work.

When Building Upon Previous Knowledge (More)

Once a foundation is built, learners often need to go deeper. The moment is about increasing complexity or broadening scope. Learners shouldn't only learn more but also apply that knowledge in new contexts.

For example, after mastering the basics of the EMR, a physician now needs to learn how to generate advanced analytics reports or customize patient care templates.

When Putting Knowledge into Practice (Apply)

The next step in the learning process is putting new knowledge into practice. However, most organizations fall short in this regard since employees knowing something in theory isn't the same thing as them being able to apply it in real-world, high-stress situations.

The learners' need at this moment is to have sufficient performance support in the form of guidance, tools, resources, and supervision. In our example, suppose a nurse is mid-shift and has to input a rare medication order.

She doesn't remember the exact protocol, and there is no one around her who does either. Instead of flipping through a manual, she accesses a quick-reference guide embedded in the EMR system that walks her through the steps. As a result, she is able to input the details without wasting time or making an error.

When Things Go Wrong (Solve)

Mistakes or unusual scenarios trigger this moment in which learners need support to get back on track. They may have to troubleshoot, correct errors, or adapt, depending on the scenario.

For example, a pharmacist may encounter a drug interaction warning that hasn't been flagged before. They need just-in-time access to medical databases or expert advice to find a safe workaround.

When Needing to Relearn Due to Change (Change)

In most industries, policy shifts, regulatory updates, software overhauls, internal process changes, and market disruptions occur from time to time. These changes require workers to unlearn old habits and adapt quickly.

Such moments are all about managing transitions and staying current. For example, the healthcare organization staff may have to retrain or upskill when a new policy is issued regarding health record storage.

How to Use Five Moments of Need in Corporate eLearning

As evident, the Five Moments of Need framework covers the scenarios where employees need support to bridge their skill gaps or perform tasks effectively. Here's how you can bring this approach to life in your organization.

Step 1: Map Learning to Business Outcomes

Before deciding on content or delivery tools, pause. Ask one fundamental question: What problem are we solving?

Every learning initiative should be tied directly to business goals, whether it's increasing sales productivity or reducing customer churn. Once the goals are clear, map the Five Moments of Need against those objectives.

Don't treat training as an isolated activity. Instead, align each of the five moments with key performance indicators. For example:

• New: How quickly can new hires reach baseline competency?
• Apply: Are teams making fewer mistakes in day-to-day operations?
• Change: How rapidly do employees adapt to regulatory shifts or tech rollouts?

Step 2: Conduct a Task & Workflow Analysis

Traditional learning tends to organize content into modules based on subjects. However, real work unfolds in workflows rather than happening in neat categories.

So, you should analyze how employees perform their roles, such as the tasks they perform and the challenges they face. Interview top performers, shadow teams, or examine service tickets and error logs. This way, you'll uncover places where performance support is more effective than formal training.

Step 3: Design for Each Moment

A common mistake most organizations make is only planning for the New and More moments. However, while foundational learning is important, the real leverage lies in the Apply, Solve, and Change stages.

Here's how to design for each stage:

• New & More: Use structured eLearning modules, simulations, and interactive scenarios to provide guided learning and depth.
• Apply: Create job aids, embedded help, searchable knowledge bases, and short video demos. These need to be accessible in the workflow, ideally with minimal clicks.
• Solve: Offer diagnostic tools, communities of practice, or access to expert Q&A forums to support critical thinking and troubleshooting, not just rote answers.
• Change: Use micro-updates, digital nudges, and comparison guides that help learners unlearn the old and adopt the new without friction.

However, don't try to force every learning need into a course. Instead, complement your formal learning with experiential and social learning opportunities, such as on-the-job training and peer learning groups.

Step 4: Embed Learning into the Flow of Work

Modern eLearning should show up where work happens and not in a separate tab that gets lost between meetings and deadlines. In simple words, integrate tools and resources into the systems your employees already use. These may be project management tools, communication channels, and so on.

It's ideal to use contextual triggers. For example, when a salesperson enters a new product into the CRM, surface a short tutorial or checklist. Similarly, when a policy changes, prompt a side-panel walkthrough the next time that process is accessed.

Step 5: Use Data for Continuous Improvement

Once your eLearning ecosystem is built around the Five Moments, your next advantage lies in data. However, traditional learning metrics, such as completion rates, don't always provide much insight.

What matters now is performance impact. Track when learners access support material and where they get stuck. Which content are they ignoring altogether? These patterns reveal which tasks require stronger support and which areas might benefit from redesign. Use this information to refine your resources.

Step 6: Build a Culture That Supports Learning Agility

The Five Moments of Need reflect a larger organizational philosophy, one that values learning as a continuous and integrated experience. Culture matters a lot in making this ideology stick.

Managers should model curiosity and make space for microlearning, whereas leaders must recognize and reward real-time problem-solving and adaptation. You can train managers to be performance coaches by equipping them with tools to support learning conversations, especially during moments of change or challenge. Similarly, L&D teams should be viewed not as content creators but as capability enablers.

While you're at it, you also need a course builder that supports agile learning. Take Coursebox as an example. It includes an AI chatbot tutor that provides real-time guidance to learners when they get stuck or need to refresh a concept.

The platform also facilitates mobile eLearning through its apps. In addition, it allows AI-based course creation and assessment generation. These features make Coursebox an excellent addition to a company committed to continuous learning.

Conclusion

As a corporation, when you align your learning programs with Five Moments of Need, the framework is not just an instructional medium but a strategic performance driver. The model closes the gap between knowing and doing, which is exactly what you need when it comes to employee performance in the workplace.

More importantly, it allows you to provide the right support to employees at the right time. As a result, they are more confident and resource-equipped to deal with their job demands.