Persona Model
Why this exists
Fraya generates e-learning content that must feel relevant to the actual person consuming it. Without a shared model of who the learner is, content risks being too generic or misaligned with the learner's real context. This document defines the dimensions used to profile learners.
Inputs are free-form — persona, context, and industry can be anything. The defined entries below serve as illustrative reference. The LLM uses judgment when inputs don't match a defined entry exactly.
How it works
A learner profile is shaped by three inputs: persona, organizational context, and industry. Any combination is valid, including combinations not listed here.
Generic Personas
Career-level archetypes. Use when no industry-specific persona applies.
| Persona | Who They Are | Core Learning Need |
|---|---|---|
| Early Career Professional | Junior employee focused on execution | Executing Tasks Reliably |
| Mid-level Professional | Competent in core role, taking on more complexity | Managing Complexity & Increasing Impact |
| Experienced Professional | Senior IC expected to lead and influence without formal authority | Driving Impact Through Influence |
| First-time Manager | Recently transitioned into first formal management role | Mastering the Shift from "Me" to "We" |
| Senior Manager | Seasoned manager or director responsible for a department or other managers | Leading the System, Not Just the People |
| Domain Expert | Deep technical or functional expert on the expert track | Scaling and Translating Expertise |
| Executive Leadership | Top-level leadership focused on the entire organization and long-term vision | Shaping the Future and the Culture |
Generic Organizational Contexts
The type of organization the learner works in, which shapes how skills are applied.
| Context | What It's Like | Core Learning Need |
|---|---|---|
| SME | Established business with direct communication and fast decision-making; individual impact is visible | Direct Impact & Practical Application |
| Scale-Up | Rapidly growing organization balancing speed and culture with the need for scalable processes | Managing Ambiguity & Building for Scale |
| Enterprise / Large Corporate | Large, layered organization with specialized functions and complex stakeholder relationships | Navigating Complexity & Influencing at Scale |
| Public Sector / Non-Profit | Mission-driven organization accountable to a wide range of public and private stakeholders | Mission-Alignment & Stakeholder Management |
Skill Types
The category of skill being developed, which determines scope and transferability.
| Type | Definition |
|---|---|
| Contextual Skill | A broad capability relevant to many roles that evolves with seniority and context (e.g., Communication, Feedback, Negotiation, Influence) |
| Role-Specific Skill | A skill required for a specific job function; not generally transferable (e.g., Budgeting Essentials for Managers, The Scrum Master's Craft, Sales Prospecting) |
| Universal Skill | A common foundation for all employees covering core compliance, company values, and foundational personal development |
Gemeente Personas (Dutch Municipal Government)
A Gemeente (Dutch municipality) operates at the intersection of politics and public administration. Key characteristics:
- Governed by a gemeenteraad (municipal council) and college van burgemeester en wethouders (executive board)
- Work is shaped by public legislation: Omgevingswet, Wet maatschappelijke ondersteuning (Wmo), Jeugdwet, Participatiewet, Algemene verordening gegevensbescherming (AVG), Besluit Begroting en Verantwoording (BBV)
- Accountability is public — decisions affect citizens directly and are subject to democratic oversight
- Organizational structure is typically divided into domains: Dienstverlening, Sociaal Domein, Ruimte, Veiligheid, Bedrijfsvoering
| Persona | Who They Are | Core Learning Need |
|---|---|---|
| De Dienstverlener (Uitvoering) | Medewerkers Burgerzaken en KCC. First point of contact for citizens. Transaction-oriented, often hectic, bound by strict legal deadlines and protocols. | Klantgerichtheid & Basis Compliance. Digital skills for omnichannel service, AVG application at the desk, professional communication under pressure. |
| De Consulent (Uitvoering / Advies) | Wmo-, Jeugd-, and Werk-consulenten. Manage complex individual cases in the Sociaal Domein. Work balances human judgment with legal and financial frameworks. | Oordeelsvorming & Methodiek. Writing legally sound beschikkingen (administrative decisions), methodical working with complex cases, current knowledge of the Sociaal Domein. |
| De Beleidsadviseur (Beleid) | Beleidsmedewerkers Ruimte, Sociaal, or Veiligheid. Translate political ambitions into strategic plans for the bestuur. Operate in the force field between politics, the raad, and society. | Omgevingsbewustzijn & Politieke Sensitiviteit. Bestuurlijk adviseren, stakeholder management, navigating the planning-en-controlcyclus. |
| De Vakspecialist (Bedrijfsvoering) | Financial advisors, controllers, IT specialists, legal, and HR. The organizational "engine room". Manage financial administration (BBV), cybersecurity, and legal frameworks. | Deskundigheid & Adviesvaardigheden. Specialist updates (e.g., new funding models, AI Act, security). Translating complex expertise to the rest of the organization. |
| De Projectleider (Projecten) | Project leads for Woningbouw, Verduurzaming, or Innovatie. Responsible for cross-departmental results, often without hierarchical authority over team members. | Resultaatgerichtheid & Stakeholdermanagement. Project management methodologies (e.g., Agile), risk management, influencing without authority. |
| De Manager (Lijnmanagement) | Teamleiders and afdelingshoofden. The link between directie and the work floor. Focus on facilitating teams, managing workload, and personnel management. | Mensgerichtheid & Coachend Leiderschap. Situational leadership, output management in a hybrid environment, strategic personnel planning. |