Learning Organization

Our vision: Having a “Growth mindset”, within a Learning Organization. You embrace challenges, you are convinced you can and will improve yourself. This is the spirit we are looking for!

The Learning Organization has two goals: continuous improvement and invincible skill training. Are you ready to put your skills to the next level and see how far you can go? Then these tools were created specifically for you.


Feedback is a gift

To put a greater emphasis on personal development of our employees, we decided to take a novel approach. With Dialog, our managers have become coaching leaders, and our employees' attention has shifted more toward their personal growth. 

We developed a solution to streamline our HR processes and reduce manual processing of paperwork. by separating complicated HR activities such as performance management, evaluations or the creation of personal development plans. 

Dialog is not a goal, but the means through which the entire process is supported. 

'You never know if you are ready as an organization to take this major step, but looking back, this was the transition we needed to support our colleagues even better in their personal and professional growth.'

Corinne Martens, HR Manager

How does it work? 

Dialog has a variety of features, such as personal development process, year-end-evaluation, and peer feedback.  

The year-end-evaluation includes both a self and a peer evaluation. First, people evaluate themselves using the Dialog template. Then they request an evaluation from at least two colleagues with whom they worked closely over the course of the year. Following that, the team coach compiles all this feedback in Dialog, to be added to the evaluation. 

At the same time, feedback should be a more casual and continuous process. It is more helpful to ask for advice from coworkers daily rather than scheduling regular meetings to discuss progress.  

Why Dialog?

We evaluated a variety of tools before choosing Dialog. They all had one thing in common: a strict hierarchical structure, which was unsuitable for our organization. Within our organization, there are several coaches: career coaches, job coaches, team coaches and unit coaches. Several types of managers may aid at diverse levels of growth, so it is essential to engage all of them in the personal development process and end-of-year review. In the end, we selected Dialog, the only tool that provides freedom in coaching and openness.  

What is Dialog? 

As the name implies, it involves encouraging employees to have an open dialog between each other. Feel free to compliment a coworker or point out flaws that irritate you. When people can express both their dislikes or frustrations but also, when something went well and they were pleased with work of others, it has the potential to promote greater interpersonal openness…. We feel it is crucial to achieve this culture of feedback inside our organization.  

Some tips on how to provide feedback  

  • Try to be constructive. Only via constructive feedback can a person learn, improve their flaws, and do a better job the next time. 

  • Make your feedback as personal as possible by including a specific example. People will be able to see where they can develop themselves in this manner. 

  • Remember to offer compliments, they can encourage. 

Personal development plan or process of continues improvement 

Our Dialog feedback tool is intricately connected to a personal development plan (pdp). Colleagues can provide and receive feedback through Dialog, but they can also define their future career path using a personal development plan.  

Following feedback, the pdp process is relaunched via team coaches, who will encourage individuals to take other people's views seriously and consider what they want and need to change. Furthermore, using a development plan, a person can identify their need for a career coach and select training depending on their interests or potential job rotation. 

Personal development plan should be a process of continues improvement- personal improvement

Corinne Martens , HR Manager

Process of choosing a coach:  

The process of selecting a coach to assist you in your development is not as difficult as it may appear at first glance. Each person can choose which skills they want to develop when creating their personal development plan.  

People look for someone who is knowledgeable in their area of interest. It can be any of their coworkers. Take a good look around, perhaps a senior business consultant working next door can become a perfect coach. Why not ask the person you like to help with your development process? If all parties agree, the only thing left to do is to include it in the pdp.

Process of coaching: 

Coaching is personalized process. Every colleague mentions the intensity of coaching in their pdp. For example, how often do they want to receive feedback or have progress meetings. Do they need formal and structured coaching or more informal?  

You can also switch coaches. If you achieve your objectives and establish new objectives, you will require a new coach. It is also possible that the career coach no longer has enough time, etc. 

A few more important points to mention: 

It is not mandatory to have a pdp. It is always up to the employee to decide about their personal development. For example, if someone had a challenging year and now intends to focus solely on role advancement without additional goals.  
However, it is also possible that you are ambitious and want to advance in your career. Then a pdp is needed. It is also critical that people are open about what they want and expect from their career.