Due to a unique background, combining both HR operations and projects, I can become a partner to implement your HR Strategy. I can add value to your HR team by introducing best practices from the various fields I have worked in.
Nerval consulting is positioned at the Tactical Layer of your Strategy. Our key asset is to make the link between experts, thanks to a vertical and horizontal broad spectrum.
|Strategy Consultants||Big 4||Nerval|
|Define Global strategy|
|Convert Global Strategy into HR Strategy|
|Plan HR Strategy|
|Manage HR Transformation Program|
|Work across boundaries|
As an independent consultant, I offer you a visionary and objective approach. Customers’ feedback is that I’m very pragmatic. I will prompt you to act. For those of you who are familiar with MBTI, my profile is ESTJ (“born to organise”)
My colleagues describe me as a no nonsense professional, with a candid human touch. To make it short, I’m the oil in your engine
I’m a hands-on consultant, working with your base as well as your VP’s, to design a pragmatic approach to your High Level strategy. On smaller projects, I design my own tools and models. No need to hire a group of consultants. I can do the management as well as the daily tasks of the project.
I will provide link between experts within HR, between HR and other departments, or even between companies of your group. It is partly due to my personality: tolerant, open, curious and demanding for expertise.
It is also due to my practical experience of most of the key roles of the HR Model: Centre of Expertise, HR shared service centre as well as HR Business Partner.
I consider having a strong academic background (namely Business Engineer) is not sufficient. From time to time, I upgrade my qualifications with new management or social models to make sure I am not reinventing the wheel.
Examples of additional certifications I have acquired are:
I would be happy to join your team either to manage it or to coach it on the way to HR excellence.
Willing to review your HR Information System strategy, you are facing challenges outside the comfort zone of your HR team: select a tool based on rational criteria. Then, manage the project and the vendor you selected, to deliver on time and within budget. Typically, neither your team, nor IT, has a Project Manager available with the right background to support you in these challenges.
System agnostic, I am particularly proud to record multiple projects implementing 3 leading HR tools: Successfactors, Workday and Talentsoft. This is one of my key differentiators on the market. Thanks to this, I support you in writing a Request for Proposals that the vendors will understand and respond to, point by point. I help you to determine which one best suits your specific requirements.
I have worked on Talent projects as well as Payroll integrations. From large international companies to mid-size market companies (or even very small), in various industries as well as public services.
Always open to new technology and what it can bring to HR, I have studied Artificial Intelligence, specifically the market segment of AI for HR. You can find my case studies as well as the different providers available in Belgium or abroad on my blog: http://www.hrsolutions.tech
As Project Manager, I integrate into your company, adopting your project management framework if you do have one. Based on a background as HR professional and thanks to a rational mindset I’m bridging the gap between HR & IT worlds.
Thanks to the new wave of SaaS applications, HR is going digital. Technical implementation is easier than at the times of ERP’s. Also, these tools propose you best practices processes. As a consequence, the difficulty of the project has transferred to the change management. Each company has to work at underlying principles like empowerment of the line managers, or reducing the number of paper processes.
As opposed to a traditional Project manager, I’m adding value to your digital project by contributing significantly to the process design and change management.
HR analytics is another typical HRIS challenge. Again, my deep understanding of data model as well as HR business helps you to define models such as Strategic Workforce planning. Eventually, you will leverage from your HRIS efforts
Project Manager SuccessFactors. Acting as internal Project Manager, adding Vendor Management and Change Management value. Design of gross payroll front-end to integrate with Partena social secretariat. (2019-2020)
Expert HR IS, leading a Request for Proposal for a Talent Management solution (Recruitment, Learning and Development, Performance Management). Project Manager Talentsoft Recruitment (2018-2019)
Project Manager Workday. Leading Functional, Integration and Change Management Streams, for HCM, Compensations, Absences and Time Tracking modules. (2017-2018)
Project Manager SuccessFactors. Acting as internal Project Manager, adding Business Process Re-engineering and Change Management value (2016-2017)
Strategic HR IS consultant: coaching internal teams on the maturity journey towards professional HR management systems
Supporting an Executive Search start-up selecting an appropriate e-Recruitment and CRM tool to support its growth (2016)
Project Manager, Talent Management. Supported the Centre of Expertise in selecting a cloud application for Talent Management: Request For Proposal and Detailed comparison with SAP on-Premise option (2015)
ad Interim HR Manager (2013), set-up of a model and process for Strategic Workforce Planning (2014), Architect and Process Lead on the Workday implementation (2014-2015)
Project Manager in the HR Transformation programme (Manages the Operating Model, BPR, and Transition to Productive Organisation) (From 2007 to 2013)
Project Manager and Business Analyst of the SAP Recruitment implementation (2007)
Set-up and management of an international HR Shared Service Center: Delivery model, Standard services definition, Standard operating procedure; Monitoring and reporting of Service Level Agreements and KPI's. Monthly management of 20 payrolls over 8 countries. (2 years experience live) . From 2003 to 2006
Working for the e-HRM team as project leader of projects such as : Appraisal system, Mobility Board, Who is who, Workforce Planning, e-Recruitment. From 2000 to 2002
Project leader of the ORACLE HRIS implementation in 2000-2001. HR Business Analyst (2007)
Redesign of the HR administrative processes. Objectives were to have smoother processes, in line with the HR best practices, and to increase efficiency by the use the internet possibilities. (2000)
Project manager of the SAP-HR implementation
Various assignments in the HR and Quality assurance fields
Coordinator of the M.B.A and the student exchanges programmes