Training assessment and diagnosis

Detect your team's training needs and measure the impact of training

Consultancy and technology to assess training needs and measure their results. We design diagnostics and assessments that show you where to invest in development and what return it brings you.

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Assessment and diagnostic platform Competency assessments Consultancy and action plan

Hundreds of companies trust Openmet

Objectives

Good training starts with a good diagnosis

We detect the real training needs and their impact on staff and the organization.

Objective needs diagnosis

We detect training needs and obtain objective data on the team’s competencies, technical knowledge, and skills.

Better-informed training decisions

We identify which training programs are worth investing in and how to make the most of them, with data for team leaders.

Talent development and alignment

We develop internal talent and align individual needs with the company’s needs.

HOW WE WORK

An assessment and diagnostic method with expert guidance

We support you throughout the entire process with our own technology and strategic consultancy.

1

Questionnaire design

We design the questionnaires to detect needs and analyze competencies, knowledge, and skills. For knowledge questionnaires, we work jointly with the company’s specialist technicians.

2

Internal communication advisory

We help you explain the project to the whole organization so the team understands and participates in it.

3

Distribution and data capture

We manage distribution and data capture through electronic surveys.

4

Openmet Feedback Manager results platform

We give you access to our employee experience software to view interactive dashboards with various filtering options and exportable reports, among other features.

5

Action plan and follow-up

We present the results and make recommendations to build an action plan and follow-up.

Want to start a training assessment and diagnostic project?

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YOUR PARTNER

Why Openmet?
You need a partner, not just software

20+ years of real-world experience

Over two decades assessing and diagnosing the training of people in organizations across every sector.

500+ companies vouch for us

The trust of hundreds of clients certifies the strength and reliability of our methodology.

Proprietary technology

Exclusive Business Intelligence software to analyze results and make data-driven decisions.

Expert guidance

More than a platform. We're a consultancy specialized in training diagnostics and assessments that helps you execute and measure every improvement.

AI-augmented consultancy

More time with you, less spent on document production. We let artificial intelligence work in the background so we can focus where we add value.

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Start detecting training needs or measuring the impact of training at your company today

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Latest articles

News, tools, techniques, and advice on training people and training needs

What Influences Worker Commitment?

For several years now, Openmet has studied worker commitment through the responses of the people who do work environment surveys with us. Commitment is an essential concept to consider when we want to find out the organizational climate. But can commitment really be defined or understood generically? Are its related concepts always the same? Do they change? Are there any tools for finding out about influential milestones? What influences worker commitment? On the basis of these questions, we have conducted a study (with more than 70,000 responses) to find out what influences worker commitment and how. And here are the conclusions: We will now explain these conclusions Commitment in any company has common concepts that influence all organizations. These are aspects that have a direct influence on commitment regardless of the company, sector or situation of the company. These aspects – let’s call them fixed – are: recommending the company to others as a good place to work, opting for the same company if they had to choose where to work again, professional development the possibilities and the perception of the company’s trust in its people. These four elements are key to analyzing the commitment of any company. There are other factors, which we will call specific, that are related to the company’s business, sector, the job market situation in this sector and the type of work. Other concepts come into play here, such as identification with the culture and values of the company, the stable future of the company, how it is run by the management team, the type of work performed, and wages. “Fluctuating” commitments arise when exceptional changes take place in the company. These may include the merger of two companies, labor force adjustment plans, rapid company growth, drastic changes in processes, etc. Other concepts can crop up here such as relationships with superiors, orientation towards process quality, the company’s adaptation to changes, company growth, development and talent retention, internal communication, the clarity of its goals… these issues can have a dramatic impact on worker commitment, causing problems both with motivation and organizational efficiency in companies if these milestones are not detected and improved. To reach these conclusions, we worked with Importance – Evaluation charts which relate the importance of the item to a specific aspect of the work environment and its measurement: The importance of each item is usually ascertained in two possible ways: When we talk about importance, we mean how important a question is in relation to a particular aspect of the work environment. This way, we can find out how important each question (or indicator) is and maximize the concept to analyze. By using this analytical tool in a work environment study, we have been able to learn about specific aspects influencing commitment. Likewise, when this mechanism is used in work environment surveys, we can learn about other key areas such as attitudes influencing leadership, job satisfaction, internal communication, collaboration between departments, conciliation, etc. Having a better knowledge of what impacts the organization will help set priorities for improvement and produce companies with committed and satisfied employees. Importance – Evaluation decision charts are an essential tool to ensure good analysis of the results of a work environment study because they offer: To learn more about work environment studies, we suggest you read one of our most popular articles: >> Commitment: Points to Analyze in a Work Environment Survey […]Read More… from Training needs

Generational workplace engagement: how to connect with Generation Z

In today’s professional environment, shaped by four generations working side by side within the same organization, generational workplace engagement has become a strategic factor. Measuring workplace climate in a general way is no longer enough: companies need to understand how different generations experience engagement at work and what drives their motivation. The large-scale entry of Generation Z into the workforce, alongside millennials, Generation X, and baby boomers, is forcing organizations to rethink talent management. Each group interprets work through different values, expectations, and ways of relating to the company. Talking about employee engagement today inevitably means talking about intergenerational engagement. Understanding generational differences at work Engagement across generations is not built in a uniform way. Each generation has been shaped by a different economic, technological, and social context, which directly impacts its relationship with work. How to improve employee engagement across generations Designing a generational employee engagement strategy does not mean creating four different plans. It means building a flexible model that responds to diverse needs within a shared culture. 1 – Define a shared purpose All generations look for meaning in their work, even if they express it differently. A clear organizational purpose acts as a connecting axis. For millennials and Generation Z, that purpose must align with social and environmental values. For baby boomers and Generation X, it should reflect stability, tangible impact, and professional recognition. A well-communicated purpose strengthens intergenerational engagement because it creates a shared framework of identity. 2 – Introduce structured flexibility Flexibility matters to everyone, but its meaning varies: Implementing hybrid policies, adaptable schedules, and wellbeing programs strengthens engagement across generations and reduces internal friction. 3 – Use technology as an enabler, not a barrier At work, Generation Z expects speed and efficient digitalization. However, a generational employee engagement strategy must avoid excluding other generations through abrupt digital transformation. The key is to combine intuitive digital tools with clear processes and supportive training. Technology should be an intergenerational bridge, not a segmentation factor. 4 – Personalize recognition Recognition directly impacts engagement at work, but not all generations value it in the same way: Effective multigenerational management adapts recognition systems without breaking cultural coherence. 5 – Measure engagement by generation This is where many organizations fall short. They measure workplace climate in aggregate, without segmenting by generation. If you truly want to improve generational employee engagement, you need to: Segmented analysis makes it possible to design targeted strategies without fragmenting organizational culture. Intergenerational engagement as a competitive advantage Managing engagement across generations is not just an HR issue, but a matter of organizational sustainability. Companies that understand multigenerational management as a strategic advantage achieve: Generational employee engagement is not about prioritizing Generation Z over other generations. It’s about balancing expectations to build an inclusive, adaptable, and resilient workplace. Conclusion The future of work will not be uniform or linear. It will be diverse, digital, and multigenerational. Organizations that want to strengthen engagement at work must understand that motivation is not activated by a single lever. Each generation responds to different stimuli, but they all share one common need: to feel heard, valued, and aligned with the company’s purpose. Working on generational employee engagement helps turn that diversity into cohesion. And when engagement is built through intergenerational understanding, culture stops being a message and becomes a real experience. Do you want to improve generational employee engagement in your organization? Measure engagement by generation, identify cultural gaps, and design strategies based on real data. Request information and start building a workplace that connects with every generation. […]Read More… from Training needs

Remote Work and Engagement: How to Align Culture, Leadership, and Commitment in Distributed Teams

Remote work is no longer a trend; it is a consolidated organizational architecture. Companies that once saw it as a simple operational adjustment now realize that the real challenge was not technology, but commitment. Employee engagement, that emotional and strategic bond between individuals and the organization, transforms when the shared physical space disappears. The question is no longer whether remote work works. The question is how to sustain commitment in environments where culture is not absorbed in hallways, but transmitted through screens. Remote Work Redefines Employee Engagement For years, engagement relied on in-person dynamics: spontaneous meetings, informal conversations, shared rituals. In remote work settings, these interactions stop being natural and must instead be intentionally designed. When there is no conscious design, disconnection appears. It is not always visible. It does not always translate into immediate underperformance. But it begins to erode motivation, identification with purpose, and collaboration. Engagement in remote environments depends less on physical proximity and more on organizational clarity. Clarity in objectives, expectations, decision-making, and individual impact within the system. Organizational Culture in Remote Environments: From Implicit to Explicit In on-site models, culture is almost absorbed by osmosis. In remote models, if it is not clearly defined, it fades. Organizations that maintain high levels of commitment in distributed teams understand that organizational culture must be made visible. This means translating values into observable behaviors, establishing clear collaboration norms, and aligning leadership and communication with strategic purpose. Remote work does not weaken culture; it exposes it. When there is coherence between discourse and practice, commitment strengthens. When there is not, distance amplifies misalignment. Remote Leadership: From Control to Strategic Direction One of the biggest mistakes in managing remote work is attempting to replicate the on-site model through constant supervision. Control-based leadership creates friction in environments where autonomy is a core value. Effective remote leadership is grounded in clear strategic direction, outcome-based follow-up, and structured communication. People do not need to be permanently connected; they need to understand where the organization is heading and how their work contributes to that direction. Engagement increases when there is shared purpose and when feedback is continuous rather than occasional. In distributed teams, organizational silence is interpreted as disconnection. People Analytics and Measuring Engagement in Remote Work Commitment cannot be managed by perception alone. Organizations working with hybrid or fully remote teams need measurement systems that integrate data on climate, performance, turnover, and collaboration. This is where the People Analytics approach becomes essential. Analyzing patterns makes it possible to detect early signs of disengagement, overload, or cultural misalignment before they impact critical results. Remote work demands evidence-based management. Measuring employee engagement is not about control; it is about organizational understanding. Companies that integrate data into their talent strategy can anticipate risks and design more precise interventions. Organizational Coherence: The True Differentiating Factor In remote settings, every digital interaction reflects the culture. If an organization promotes flexibility but demands constant availability, the implicit message contradicts the explicit one. If trust is emphasized but mistakes are penalized, commitment quietly erodes. Engagement does not depend on where people work from. It depends on the organizational system that supports that work. The debate between on-site and remote loses relevance compared to a more strategic question: is the organization aligned across culture, leadership, and metrics? When that alignment exists, remote work not only sustains commitment but can strengthen it. It broadens access to talent, encourages autonomy, and requires a more professional approach to internal communication. Conclusion Remote work has changed the way organizations operate, but it has also raised the standard for managing commitment. Employee engagement in distributed teams does not emerge by chance, but from the conscious design of culture, leadership, and measurement systems. Companies that understand this transformation do not simply manage people at a distance. They design coherent organizations, data-driven and purpose-oriented. In this context, engagement ceases to be an intangible aspiration and becomes a measurable competitive advantage. Do You Want to Measure and Strengthen Engagement in Your Organization? Remote work requires a data-driven approach to managing commitment, not intuition. At Openmet, we help organizations analyze, understand, and optimize engagement through People Analytics solutions aligned with their culture and strategy. If you want to transform the way you manage talent in hybrid or remote environments, talk to our team and discover how to turn commitment into a real competitive advantage. […]Read More… from Training needs

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