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F. Monitoring and Evaluation

Defining evaluation criteria and KPIs, monitoring programme results and, if necessary, adapting the approach based on a “lessons learned” method are important to keep track of reskilling and upskilling (RS/US) measures and monitoring the training outcomes for a specific course. This chapter explores measuring outcomes and results of RS/US measures.

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Assessment Questions

Please answer the following questions. If your answer to any of the questions is “no”, please refer to the related tools proposed. If your answer is “yes”, you might want to have a look at the tools and see if you can improve or adapt your current procedures.

Have you envisaged the possible changes that will be needed in organizational processes when part of the workforce participates in reskilling/upskilling programmes and is away from their regular job activities?

No? -> Please refer to


Yes? -> Proceed to the next question or review the tool to enhance your procedures.

Are you using different methods and a collection of qualitative and quantitative data to measure the results of RS/US measures and other HR processes within the company?

No? -> Please refer to:


Yes? -> Proceed to the next question or review the tool to enhance your procedures.

Do you calculate the ROI of your RS/US programmes using metrics that track positive results in multiple organisational domains?

No? -> Please refer to:

Yes? -> Proceed to the next question or review the tool to enhance your procedures.

Does your company currently utilise a tool that aids in monitoring gender diversity targets and activities and obtaining an overview of the representation of women and men within the company?

No? -> Please refer to:

Yes? -> Proceed to the next question or review the tool to enhance your procedures.

frequently asked questions (FAQ)

1. What is a ‘staffing gap'? Why is this relevant to leadership development?

Reference tool: Tool F2.

Answer: A staffing gap refers to a situation where there is a discrepancy between the current workforce and the desired workforce in terms of skills, diversity, or representation. Leadership development programs that specifically aim to close staffing gaps support equity and inclusion within the organization, ensuring that diverse voices are represented in decision-making processes.

2. Why are there no strategic metrics for Retention? Should drop-out decrease / resignation rate decrease a metrics for employee retention?

Reference tool: Tool F2.

Answer: Strategic metrics for staff retention are mostly out of scope for reskilling upskilling measures and hard to put into toolbox format. These metrics can be also disconnected from RS/US programmes as other HR functions cover these additionally, such as:

  • Employee Engagement: Retention is also about how well HR creates a positive workplace culture, offers competitive compensation, and ensures work-life balance. Poor HR practices like ineffective communication, lack of recognition, or toxic work environments can drive employees away.
  • Talent Management: HR plays a critical role in understanding employee needs, matching talent to the right roles, and implementing retention strategies such as mentorship, career pathing, and reward systems.
  • Workplace Relationships: HR can foster positive relationships between employees and management, ensuring concerns are addressed and that people feel valued.
3. What is a pipeline for qualified employees? How is it relevant in the context of knowledge management?

Reference tool: Tool F2.

Answer:

  • A pipeline for qualified employees refers to a structured process or system that organizations use to identify, attract, develop, and retain talented individuals who can fill key positions as they become available. The goal is to ensure that there is a steady flow of skilled employees who are ready to step into roles, minimizing talent shortages and ensuring organizational continuity.
  • A pipeline for qualified employees not only helps organizations meet future staffing needs but also plays a key role in preserving and transferring knowledge across the workforce. In the context of knowledge management, it ensures that critical information, skills, and institutional knowledge are effectively retained and passed on, maintaining organizational continuity and competitiveness.

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