Upskilling and Reskilling
Build the skills your plans need. Grow the people you have.
Close the skill gap with the development your business actually needs. Start from the goal, read the gap per role as a number, and agree the measure that closes it.
- See what each role requires, and who is short of it
- Read the gap per role as a number, not as a feeling
- Agree one development measure and follow whether it moves
⭐ 4.7/5 on Capterra • 🔒 ISO 27001 certified • 🇩🇪 Hosted in Germany • 🔗 HRIS integrations
See it in action
Turn a business goal into the future skills your transformation success is based on
Business goal, required skills, the gap, the measure. Four steps, in that order.
Explore each step:
STEP 1
Say what the role needs
Every role and skill set carries the skills and levels it requires. AI drafts a role from a job description, you decide the levels.
Capabilities
Requirements sit on the role, not on a person
Levels come from your own scale, not from a preset
AI drafts a role from a job description, you set the levels
STEP 2
Read the gap
Planning shows people needed against people available, and the gap in its own column, per role or skill set.
Capabilities
Needed, available and the gap stand in every row
Switch to Missing and only the shortfalls are left
Plan by role or skill set, not by single skill
STEP 3
Agree the development
Each person carries a development plan. A measure names the skill, the target level and the start date, and it moves from planned to done.
Capabilities
A measure carries a target level and a start date
Status goes planned, ongoing, done
You review the agreed development in the check-in
STEP 4
See whether it moves
Managers and unit managers get one view per unit. It counts how many people have a development goal, a measure, and a finished measure.
Capabilities
Development goal, measure and finished measure per unit
Split the view by leaders and non-leaders
Export the figures for your own reporting
Two ways to upskill
Two ways to decide who develops what
We are not the learning platform. We are the layer above it that decides what is worth learning.
Without a skill baseline
Courses instead of needs
Budget buys a catalogue, because nobody wrote down which skills the next goal actually requires.
The need is an opinion
Who should develop what gets decided in a meeting, from whoever asked most recently.
Nobody sees the effect
Attendance gets counted. Whether the gap got smaller stays unknown.
With a skill baseline
The need has a number
Every role and skill set says which skills, at which level, and how many people you need there.
Development is agreed
A measure names the skill, the target level and the start date, and it sits in the person’s own plan.
Cheaper than hiring in
You close the gap with people who are already here. That is lower talent cost than buying the skill from outside, and the people you develop have a reason to stay.
IN THE TOOL
Plan the measure where the gap is
The gap and the answer to it sit in the same place.
A measure carries its own target
Title, dates, link, and the target level the skill should reach. Checkable later.
Training from your own sources
Team training, company training, or Udemy where it is switched on.
Approval where it is required
Needs a sign-off? Submitted, approved, not approved.
Most development budgets are spent before anyone names the gap
The programme gets booked, the seats get filled, and a year later nobody can say which gap got smaller. Development that starts from a named skill gap changes that in three places.
40 to 60 % learned at work
That share of human capital value, and no course record shows it. Requirements and skill profiles do. McKinsey, 2022.
11 % have a skills taxonomy
48 % run reskilling programmes anyway. The gap as a number is what decides where the money goes. BCG and WFPMA, 2026.
10 % of training is effective
Attendance proves nothing. A measure with a target level is what you can check later. Beer et al., HBR 2016.
TRUSTED BY HR TEAMS
How our customers steer development
Three teams on how they decide what their people develop next.
“We use it to define which competencies people want to acquire in the next six months. We ask them to choose a maximum of five or six, for which they want to move from level 3 to level 4, for example.”
ABV Development
Co-founder and HR
“We can see where our focus lies and where we want to develop it.”
Grouplink
HR & People
“The training side is very interesting for us, especially the mandatory training that comes round once or twice a year. That is great for the overview HR needs.”
Braintower
Teamlead Developer
ROLE BY ROLE
Development needs every party, and every party gains
Targeted development only moves when every party works off the same requirement. Each of them gets something different out of it.
Role owners
You define which skills your roles require. In return, development in your domain runs against your requirement instead of against a course catalogue.
Team leads and managers
You see which skills your team is short of. In return, you go into the conversation with a number instead of an impression, and you agree the measure on the spot.
Employees
You see what your role requires and at which level. In return, your development plan carries a measure you agreed to, with a target level and a date.
Getting started
What is on screen after four weeks
You start with one unit and the roles you already have. This is what stands at the end of each week, on the 30-day free trial.
Week 1
Import a job description and AI drafts the role with its skills. You set the level each skill needs.
Week 2
People update their skill profiles, with reminders doing the asking. Requirements and fulfilment stand next to each other in the matrix.
Week 3
Planning shows people needed against people available. Switch to Missing and only the shortfalls are left.
Week 4
The people you decided to develop carry a measure in their development plan, and the unit view counts how many already have one.
30-day free trial · No commitment · No credit card
Who this is for
Four industries, one question each
For HR and L&D teams who have to say which skills to build next. Not built for delivering the training itself: if you need a course catalogue, a learning platform serves you better than we do.
IT services and software
A new platform lands, and you see per role which levels your people are short of.
Consulting and engineering
A new service line needs skills you have to build, and you see who is closest to them.
Manufacturing
A site changes technology, and you see which qualifications the roles are short of.
Finance and insurance
A rule changes what a role must know, and you see who still has to get there.
What you get besides the software
Fast onboarding with a 30-day free trial, Customer Success and consulting on the rollout, and a setup your IT team can sign off on.
ISO 27001 certified
GDPR-compliant
Single Sign-On (SSO)
HRIS integrations
Frequently asked questions
Questions organizations ask about upskilling and reskilling
Answers on what the plan is built from, where the boundary to a learning platform runs, and what Teammeter does not do.
You write down what each role and skill set requires: which skills, at which level, and how many people you need there. Teammeter shows how many you already have and where the shortfall is. Development is then agreed against that number instead of against a course catalogue.
No. We do not deliver learning content and we do not host courses. Teammeter is the layer that decides what needs developing: requirements per role, the gap against them, and the development measure per person. You keep the learning provider you already use.
No, but you do need roles and requirements. You put your roles and skill sets in the catalogue and say which skills and levels each one requires. That is real work and it is the part that takes time. Without it there is no requirement to measure against.
No. A team lead and the person agree the development, and the measure goes into that person’s development plan with a target level and a start date. Teammeter shows the gap, people decide what to do about it.
No. A person sets every skill level and you set every requirement. AI only helps draft a role from a job description in the catalogue. Nobody is scored automatically.
Yes. On a person’s development plan you add a measure with a title, a description, a start and an end date, a link, and the target level the skill should reach. Where the training you picked requires a sign-off, the measure runs through submitted, approved or not approved first.
Training in a development plan comes from your own team training, your company training, or from Udemy where that is enabled. We are not a learning platform and we do not deliver course content. If you need a specific learning system connected, raise it in the demo, because the answer depends on the system.
SEE IT YOURSELF
Walk through an upskilling example
Five minutes, no sign-up. Set what a role requires, see the gap it opens, and agree the measure that closes it.
See the skill gap per role on a real screen.
30 minutes, one-on-one with Christophe. He runs every demo himself.