Organisational development & HR
HR professionalisation without bureaucracy.
Light structure that supports entrepreneurship, not replaces it.
For directors, owners, HR-responsible managers and team leads who want their organisation to grow with the business, without losing speed, ownership or culture.
What I do
Senior HR professionalisation, organisational development and leadership.
My work sits at the level where HR meets strategy, leadership and culture: HR policy and structure, leadership development, talent development, appraisal and reward structures, culture and organisational change, and management sparring around people and organisation.
For a large part of my career I was Corporate HR Manager at a fast-growing IT organisation, responsible for HR policy in its full breadth. I now bring that experience as an external sparring partner and interim resource for entrepreneurial organisations.
Themes
Concrete topics I work with.
Growth and professionalisation
The organisation is getting bigger, the work asks for more explicit agreements, and the old reflexes no longer work for everyone. What should be formalised now, and what shouldn't?
Performance and feedback culture
Appraisal conversations without bite, or tense atmospheres around feedback. Building a feedback rhythm that fits how the work actually flows, not an HR cycle.
Sustainable employability
Keeping people healthy, motivated and relevant for the long term. Workload, recovery time, development and life stages, as policy rather than isolated interventions.
Retention
Retaining talent in a tight market. Which reasons for leaving are structural and which are incidental? What career space does the organisation actually offer?
Role clarification
Who does what, when and why? Clear roles lower workload, conflict and burnout, and speed up decision-making.
Leadership
Helping first-line managers, leadership team members and directors with their new role as the organisation grows. Personal sparring, leadership development and peer-based formats.
Preserving culture during growth
The engine of an entrepreneurial organisation is its culture. How do you preserve it once the organisation is too large for everyone to see each other every day? What needs to be made explicit, and what doesn't?
HR structure for entrepreneurial organisations
Light, practical structure: as much as is needed to run a larger organisation professionally, no more. No process fetishism, just workable policy.
Management sparring
An external counterpart for the director, owner or HR lead. No hidden agenda, with experience in growth, people and organisations.
How I work
First listen, then structure.
An engagement always begins with a thorough exploration: what does leadership say, what do managers say, what do employees see, what does the business say. Only then do proposals follow, fitted to the stage, scale and culture of your organisation.
Some questions are short and sharply defined. Others ask for longer involvement, because culture, leadership and collaboration take time to truly change. Both shapes occur in my work, and the choice follows from the question, not from a fixed format.
Formats I work in
- Strategic HR advice, focused and careful
- Sparring partner for leadership or HR lead
- Interim HR (part-time) during growth or transition
- Leadership development for management team and first-line
- Setting up a feedback and appraisal rhythm
- Culture and organisational change facilitation
- Longer engagements where sustainable change takes time
Testimonials
Responses from organisations and teams.
Joost Le Louxdirector, Expro“MonadCompany has assisted Expro in a change process. The objective was to grow as a management team and to improve the business results.
Looking back, we started to recognise and use our talents in this adventure, we cooperate more and difficult issues are more open to discussion than before. Compared to previous years, our profits have risen by more than 30%.”
Philippe Metzco-founder, Openpeople“We had a fantastic day with the company. Even better was the interactivity. Harry knows a lot about the subject and knows how to convey this in an inspiring way.
Everyone thought it was special, from director to developer, from software tester to agile coach.”
Ready for a conversation?
An intro call takes about an hour and is no-obligation. It often makes clear where the real question lies and what a fitting first step would be.