Ask staff what they actually do
Invite participants to describe recurring tasks in their own words, including the input they receive and the result they need. A fictional administration team might prepare a meeting summary, organise a set of questions or draft an internal update. Those are more useful starting points than asking for ten clever prompts. Record the work context without copying confidential material into the planning sheet. Keep ideas that need further approval visible as candidates, rather than assuming every suggested task is suitable for hands-on practice.
Define the completed output
For each task, describe what a person would regard as a usable result. A meeting summary might need decisions, owners and unresolved questions, not merely a shorter paragraph. Distinguish creating a draft from approving it or sending it. The workshop can teach preparation and review without authorising real business actions. Avoid measuring success by whether the tool produces something quickly. A clear output definition gives the facilitator and participant a basis for checking whether the exercise addressed the task they intended.
Record the current method
Ask how staff complete the task today and where they find it difficult. Keep observed facts separate from estimates about time or effort. Do not turn an informal guess into a promised saving. Note any required source material, approval step or colleague input. A task that depends on an undocumented decision may need clarification before it becomes a useful exercise. The inventory should expose those dependencies so the facilitator can prepare, rather than discovering halfway through that nobody can define the expected answer.
Choose tasks appropriate for practice
Select examples that can be completed with approved fictional or suitably prepared material and assessed within the session. Avoid exercises that require live customer contact, changes to production records or decisions beyond the authority of participants. Where a real task includes those steps, practise only the bounded preparation stage. Keep the excluded action explicit. A draft reply can be a useful exercise while sending it remains outside scope. The workshop plan should not quietly convert training access into permission to act on behalf of the business.
Match the task set to the participants
Group tasks by role and starting experience without assuming everyone uses the same systems or language. Include a common exercise for shared discussion and relevant variations where needed. Ask participants to flag missing context before the session. Do not fill the agenda with unfamiliar examples simply because they demonstrate a feature. A person should be able to explain why the task matters to their work and how they will review the output, even if they decide the tool is not helpful for that particular example.
Use the inventory to guide follow-up
After the workshop, record which task types participants practised, what review problems appeared and what still needs business approval. Do not describe an exercise completed in training as an implemented workflow. Give unresolved questions an owner and retain useful examples for later practice. If the team wants to test a task at work, define the scope and evidence separately. The inventory becomes useful when it connects training to actual staff needs while preserving the distinction between learning, a trial and authorised routine use.