Pascale S

Authentic, pragmatic and solution-oriented – I partner with HR and the management team to analyse organisational needs, develop tailor-made talent solutions and develop sustainable people strategies in co-creation. My style balances strategic vision with hands-on implementation, where HR delivers measurable business impact while maintaining strong people-centric values.

General responsibility for an HR team of 5 persons with a scope ranging from soft to hard HR. Started building up the HR foundation with focus on function classification and salary strategy as a strong basis for HR strategy. In the next years, setting up a professional payroll system and building up the HR team from scratch where important focus points were HR systems as POP to qualification systems and so on. From 2015 to 2018 a strong focus went to the expansion project of NSE3. Since 2018 we have been focusing on digitalization, efficiency, performance management and wellbeing.

This function was mainly focused on building a professional HR team with main responsibilities in recruitment strategy, training strategy and performance management leading a team of 11 HR co-workers.

My main challenge was building up a professional HR strategy and according systems. Payroll aside there was nearly no actual HR strategy nor systems in place. European headquarters were situated in Belgium and I was responsible for the subsidiaries in Haarlem, London and Barcelona.

I started at IFB in a period of strong conflict with unions. All existing HR processes were mainly administrative and in a state of chaos. I had to start with building up the basics from scratch. First focus points were creating a better balance and understanding with union members and cleaning up the whole payroll system. Due to a combination of reorganizations and acquisitions there was a lot of frustration among employees.

After my internship at DEME in my last bachelor year I immediately started working for DEME. The first 4 years I was responsible for HR for several smaller subsidiaries of the group. In those days DEME did not have a soft HR dept. HR was mainly focused on hard HR processes. After the retirement of the HR directors a new team was set up to create a more modern HR strategy. I was invited to join that team and happily accepted the challenge. Together with 2 other colleagues we set out to create a professional recruitment approach, onboarding process, performance process and so on.