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The hospital is a complex organisation in the midst of change (innovation, digitalisation, renewal of working and management methods) which is now subject to a “continuum” of adaptations and unforeseen events. The management of skills (knowledge, know-how, professional rules and behaviour, values, etc.) has thus become a key element in the search for performance. In a context of permanent search for performance, the function of the manager, at the centre of all tensions, thus passes from supervision to management with the permanent concern of optimisation by proposing processes of structuring, of creation of meaning in the management of actions to be carried out to establish or re-establish stability and balance for the team which he/she directs. At the heart of this field of reflection, it seemed appropriate to take an interest in the theme of evaluation considered as a banal activity, linked to learning and training processes. The practice of evaluation, although legitimate and necessary, must nevertheless be in line with the challenges of the time and necessarily subjects the hospital to the test of a new management style characterized by the development of efficiency, commitment and adaptability of the players. The evaluation approach linked to the management of skills has the particularity of projecting – individually and collectively – the players into the future. The unprecedented situation generated by Covid-19 has reinforced and amplified this reflection. Human resources management is thus at the heart of the questioning, a river of care characterised by the existence of a new environment dictated in particular by technological progress, the growing expectations of patients and a new relationship to work: patients are changing, their expectations are growing; the relationship to work is changing, and finally medical progress is accelerating: new burdens for management. Moreover, hospital issues are increasingly inspired, not only in vocabulary, by models of managerial performance and technological innovation from the business world, and are being integrated into the care production process. The new management methods are now omnipresent in the discourse surrounding the hospital. The demand for performance is central and encourages the development of new management methods: development of versatility and “learning”, “agile” management. In this article, based on a dissertation, we are asked to answer the following question: How does the evaluation of team skills contribute to improving performance?