[et_pb_section fb_built=”1″ _builder_version=”4.19.1″ _module_preset=”default” background_color=”#153772″ min_height=”524.4px” custom_margin=”||0px|||” custom_padding=”30px||0px|||” collapsed=”off” global_colors_info=”{}”][et_pb_row _builder_version=”4.19.1″ _module_preset=”default” min_height=”478.9px” custom_margin=”1px|auto|-5px|auto||” custom_padding=”4px||20px|||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.19.1″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.19.1″ _module_preset=”default” text_text_color=”#FFFFFF” text_orientation=”justified” global_colors_info=”{}”]<\/p>\n
Each year, at the conclusion of the Performance Development Dialogues (PDD) process, ALMA provides an opportunity to evaluate the experience of those who participated in these conversations and development sessions.<\/p>\n
The PDD is a process that promotes dialogue between employees and leaders to reflect on performance, learning, goals, and professional development. In line with this same spirit of continuous improvement, the HR department conducts an evaluation survey to gather feedback and identify opportunities for improvement in the process.<\/p>\n
This year, the PDD 2025 evaluation survey was initially launched with a three-week deadline. At the first cutoff, participation reached 28%, prompting the HR team to extend the response period, adjust the outreach strategy, and work with leaders from different departments to reinforce the invitation to participate.<\/p>\n
The initiative yielded positive results: in just two days, participation rose to 38%, and as of this writing, it has already reached 41%.<\/strong><\/p>\n For Mart\u00edn D\u00edaz<\/strong>, ALMA\u2019s HR Officer, the value of the process goes far beyond the numbers.<\/p>\n \u201cFeedback isn\u2019t just data; it\u2019s a decision. Many of the improvements we see in the process today stemmed precisely from what people shared in these evaluations,<\/em>\u201d he notes.<\/p>\n Among the changes implemented in recent years thanks to this feedback are greater flexibility in the process, the incorporation of the PDD Team as a space for collective reflection, aligning the cycle with the calendar year, and new facilitation questions to enrich conversations between leaders and employees.<\/strong><\/p>\n Every response represents a learning opportunity. Beyond a general evaluation of the process, what has the greatest impact is understanding the specific experiences and suggestions of those who participated. Identifying which aspects worked well and which could be adjusted allows us to continue building a PDD that is increasingly meaningful, useful, and aligned with people\u2019s needs.<\/p>\n Because at ALMA, development and continuous improvement are also built by everyone together.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.19.1″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.19.1″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n Each year, at the conclusion of the Performance Development Dialogues (PDD) process, ALMA provides an opportunity to evaluate the experience of those who participated in these conversations and development sessions. The PDD is a process that promotes dialogue between employees and leaders to reflect on performance, learning, goals, and professional development. In line with this […]<\/p>\n