Virginie Massot

I partner with leaders of small growing organizations to foster the attraction, retention, development and fulfilment of their employees. I help them ensure their HR strategy and policies are aligned with their business strategy. I develop with them processes to streamline the HR projects. Projects include reviewing the performance management process, optimizing the remuneration and benefits package, developing career paths and competency framework, coaching managers and employees, developing policies and processes, organizing and streamlining the recruitment and onboarding processes.

I coach leaders and managers to uncover their own solutions to challenges through reflective, insight-based conversations. I support them in developing greater self-awareness in a caring and nonjudgmental way that fosters trust, growth, and personal empowerment.

I provide workshops and trainings to improve team collaboration, communication and wellbeing:

• Team collaboration using their MBTI or Insights profile

• Feedback training

• 1 st time managers training

• Meditation & breathwork for stress-reduction at work

I supported organizations in the alignment of their HR Strategy to their business strategy. Projects included analysis of business strategy, interviews with executives and HR stakeholders, development of new HR strategy, analysis of impact on pay practices and review of the performance management processes.

I ensured the most optimal use of the Compensation & Benefits budget by analyzing the impact of rewards components (i.e. salary, health insurance, company car, etc.) on employee engagement.

I graded jobs or clusters of jobs using WTW grading system to measure their complexity and added value for the organization. Defined pay structure based on the results of gradings, market data (benchmarking) and pay practices of the organization.

I created frameworks to organize jobs according to departments and functions in order to promote clear, consistent and competitive pay practices, support career mobility and succession planning, identify skills gaps and support learning & development practices. I defined pay structures, benchmarks and career paths based on the new organization model. For some clients, I created the job architecture to enable Workday implementation.

I launched and managed a salary survey within the Real Estate sector in Belgium to enable organizations to align their pay practices and avoid over-inflation of salaries in a competitive recruitment market.

I created competency frameworks adapted to the specific needs of the clients to support their learning & development, internal mobility, succession planning and performance management processes. Projects included conducting workshops and interviews with the executive committee and managers to assess their needs in terms of competencies within their line of services and translating these needs into a coherent competency framework.

I reviewed and improved the performance management practices of organizations to increase productivity, employee engagement and drive business results. Projects included interviews with key stakeholders from executives to employee representatives, analysis of current practices, comparison with market practices and formulation of recommendations. The end goal was to ensure that performance management is aligned with business goals and that there is a coherent and homogenous application of the practices across the various units of the organization.

I designed and implemented job descriptions. Graded jobs or clusters of jobs using Hudson’s Compas 5+1 grading system to measure their complexity and added value for the organization. I defined pay structure based on the results of gradings, market data (benchmarking) and pay practices of the organization. I held workshops, interviews and information sessions with stakeholders from executives to employee representatives (trade unions) to ensure a comprehension and adhesion to the results of the projects.

I supported organizations in the definition of their critical roles and the skills required to fill in these roles as well as in the identification of potential current and future skill gaps to ensure the retention of key employees, business continuity after turnover and appropriate development of employees.