Q7Leader

Chief Innovation Officer

Q7 leader is an HR Tech consultancy company specialized in boosting company performance through collaborative leadership augmented with  people analytics and insights. It owns the exclusive distribution rights on "thehrframework.com", a platform designed for the optimization of Return on Human Capital Investment (ROHCI) through the simplification, the integration and the standardization of six key HRM practices every line manager should master: (1) Organisation Design, (2) Competence, (3) Performance, (4)Talent, (5) Reward management and (6) Resource Planning. 

This solution includes a series of on-line apps which greatly simplify the measuring and monitoring of companies' HR indicators, analytics and insights. 

It is is designed to support companies during 6 stages of their lifecycle: start-up, due-diligence/ acquisition, merger, restructuring ...and moving away from overengineered HR. 

It now runs in over 20 countries on 5 continents. It is compatible with most major provider of HRIS and Reward & Benefits providers.

Pulse Foundation, Beyond Program supporting scale-ups

Coach in HR strategy and management

Solvay Brussels school of Economics & Management

Maître de Conférence lecturing in 
- Master in Management at Solvay School of Economics and Management
- 2d year Master in Human Resources Management
 Includes: mastering HR for non HR, Leadership, Designing organisations, Performance, Competence and Talent management in Learning Organisations. Reward & Benefits strategies.
Publication: "the 6 fundamentals for CEO & CFO to get their HR basics right"

Maître de conférence  Solvay Brussels school of Economics & Management

Promethean Plc

$300 Millions Revenue; up to 1000 employees.
Led the Group HR functional area through Promethean's transformation (including IPO) into becoming a global player with key focus on designing and developing transformational interactive hardware and sofware solutions that support education, business and governments in teaching and learning best practices,new skills or launching new methods and processes within organisations.

Chief Human Capital Officer

€4 Billion revenue, up to 12,000 employees.
- End to end HR accountability for EMEA & Latin America regions.
- Worldwide HR accountability over Sales and Marketing functional areas. 
- Design and implementation of a “GloCal” HR service organisation across 30 countries (including Peoplesoft deployment). 
- Global Program leader for BT Group on matrix operating model implementation
- Variety of M&A, integrations and transformations of 20+ companies (Benelux, France, Germany, Hungary, Italy, Russia, Ireland, Spain, Sweden, LATAM, Dubai and USA)

Vice-President HR BT international

Mobistar

Director Human Resources & Hotelling Services

Xerox Corporation

Company Secretary & HR director Belgium Luxembourg

Allen & Overy (Loeff Claeys Verbeke)

Lawyer, Avocat at the Bar of Brussels, Belgium

Procter & Gamble

Legal counsel detached by law firm to assist line managers in FMCG marketing campaigns.

Legal advisor

20 years of International HR, 17 years of Faculty at Solvay Brussels School of Economics & Management, 8 years of Entrepreneurship in HRtech. 

D'Ieteren would be nothing without our people!

On Tuesday, I was invited to share my vision of HR at the CEO Round Table organised by Q7Leader.

One of the key topics was the challenge of handling the 5 generations currently at work.

At D’Ieteren, we believe that diversity is an asset.

Thank you to all the participants for the fruitful discussions.

And thank you to Reggy-Charles Degen, Pascal Stroobant, Gérald Jacqmin, and Thomas Goubau for inviting me.

Reggy-Charles Degen

I’ve never met a truly evil manager.  
 
Yet, all the time, people feel mistreated by their boss.  
 
I learned this early on in my career working for a major international law firm.  
 
There was a gap between the managers I met... 
 
… and who they were perceived to be by employees. 
 
🤔 
 
This burning question led me to a career in HR.  
 
So what’s the real problem?  
 
Subjectivity.  
 
There needed to be: 
 
- an objective standard 
- a universal framework 
- a common language 
 
that companies were using when dealing with employees.  
 
Without this, employees were left feeling confused and hurt.  
 
So I built one! 
 
And I wrote a field book to allow anyone to apply it to your own company. 
 
Grab your copy now: https://bit.ly/3iSSkSR

Founder of Q7Leader | Author of the People Model Canvas | Human Resources Professor at Solvay Business School

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Ik heb erg veel fouten gemaakt als HR-directeur.

Zo kan jij ze vermijden:

Ik was ooit het hoofd van HR voor Mobistar, op dat moment een zeer ambitieuze telecomstart-up in België.

En zoals in de meeste start-ups, moest alles snel gaan.

De druk was aanzienlijk.

"Haal gewoon mensen aan boord en geef ons de juiste middelen.”

Dat was mijn missie.

We begonnen met zoveel mogelijk mensen aan te werven, zo snel mogelijk.

Honderden mensen in 18 maanden 🤯

Maar uiteindelijk valt alles toch uit elkaar.

Gelukkig heb ik uit die fouten geleerd.

We ontwikkelden het People Model Canvas, een framework voor al je personeelszaken.

Dit boek is mijn levenswerk.

→ Haal hier je gratis exemplaar: https://lnkd.in/eiFWfpGn

Words alone are empty.

They must be followed by decisive action.

Simply talking about talent development is futile—you need to act on it.

If you’re not ready to make tangible improvements for your talent, it’s better to remain silent.

Otherwise, you risk doing more harm than good.

#talentmanagement #talent #action

In HR, words don't count, only actions do.

Thank you Denis for this insightful session!

CEO at D’Ieteren, for a seamless and sustainable mobility

Why most performance reviews actually demotivate your team. 
 
It's simple. 
 
They're outdated. 
 
Many companies still use binary rating systems. Like the nine box grid. 
 
Here's the issue: 
 
It forces a choice. 
 
"I see potential in you" or "I don't". 
 
That’s not feedback. 
 
That's discouragement. 
 
Your talents aren’t binary. 
 
Nor should their reviews be. 
 
Time for a better way. 
 
Let’s chat about human-centric feedback systems. Ones that actually motivate. 
 
Curious? 
 
Drop a comment.

Great storytelling- 
In People Model Canvas we call this profile “prima donna - primo uomo 

https://lnkd.in/ehfMQu_7

We’ve never seen this before. 
 
Five generations at work simultaneously! 
 
Baby Boomers, Gen X, Y, Z, and now even Alpha. 
 
And to make things more complicated, they all have: 
 
- different expectations 
- different motivations 
- different ways of operating 
- different communication styles 
 
😮‍💨 
 
Yet, as a leader, you can't afford to ignore this reality. 
 
It's a strategic issue. 
 
Would you like a clearer idea of how to manage these five generations at the same time? 
 
There are still spots available for our next Masterclass. 
 
In two hours, you'll learn how to optimize your return on human capital investment in this unique context. 
 
Sign up now: https://lnkd.in/e8GnjnaW 
 
P.S. It's 100% reserved for executives and spots are limited to allow for real interactions.

Trying to boost your team’s performance?  
 
Here’s what you need.  
 
Achieving higher performance in your team isn't just about having skilled employees.  
 
It's crucial, but there's more to the story. 
 
Every company aims to create value, and this is largely dependent on one major asset: the competencies of its people.  
 
However, having competent team members doesn't automatically result in high performance. 
 
The secret ingredient? Employee engagement. 
 
For true engagement, 4 practices are non-negotiable: 
 
1. Set Clear Expectations - Everyone needs to know what's expected of them. 
2. Provide Useful Feedback - Constructive insights help people grow. 
3. Offer Consistent Support - Be there for your team, always. 
4. Recognize Contributions - A simple 'thank you' can do wonders. 
 
While HR plays a supportive role in fostering engagement, the real game-changer is the manager.  
 
It's their responsibility to implement these practices daily. 
 
The takeaway?  
 
High performance is driven by managers who prioritize engagement, practicing these four key habits. 
 
Do you agree with this approach? Let's discuss!

An interesting analysis of the “HR PROBLEM”. But it doesn’t analyse the role and responsibility of senior executives in resolving this problem. 

How about reversing the flow: instead of asking what HR can do for senior executives, let’s start clarifying what senior executives can do to make their HR more efficient. 

People Model Canvas offers the answer to this question. #peoplemodelcancas#

Open article: The HR-to-CEO Gap is real: There a major disconnection between executives visions for HR ! by Nicolas BEHBAHANI • 4 min read

Nicolas BEHBAHANI on LinkedIn • 4 min read

The HR-to-CEO Gap is real: There a major disconnection between executives visions for HR !

Thierry Noesen is #hiring. Know anyone who might be interested?

Hainaut, Walloon Region, Belgium (On-site)

Job by Belvas Organic & Fairtrade Chocolates

Founder & CEO Strategyzer, Visiting Professor IMD

Phases of the innovation/entrepreneurship journey:

In the context of some work I'm doing a visualized the phases of the journey from 0 to first evidence to feasibility in a slightly different way. 

Biggest mistakes we often see w/ Strategyzer:
1) starting with value prop/solution rather than customer evidence
2) building stuff or R&D to prove feasibility without evidence for desirability

We codified this process in our innovation programs to make it accessible to large corporations and small and medium enterprises alike. Our/my mission is still to systematize and democratize innovation and entrepreneurship. Check out our program licenses on the Strategyzer platform.

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