Established by the board of directors of Pôle-emploi, the “evaluation committee” has taken on many renovation projects since the spring of 2009. Focused on evaluating the effects of the services offered by their institution, the work program of the committee relies on a variety of disciplines and evaluation methods, both qualitative and quantitative. It also relies on a relatively formalized procedure for conducting evaluations that encompasses several stages: ranging from drafting the annual program to presenting results to the board of directors, and from publishing results to publishing reports on the measures taken by Pôle-emploi as a result of the evaluation process. The extent and limitation of this process are examined, as well as the resulting coordination between evaluating and decision-making processes. The importance of generating shared knowledge, used as a tool in the decision-making and collective learning processes, is shown. The paper highlights a trickle-up effect, wherein knowledge obtained through the evaluation process is disseminated among the decision makers, managers, and specialists.