Business cases

A start-up in the automotive sector faced the challenge of competing with local competitors and hiring specialized resources across various departments (customer service, warehousing, and sales) after a rapid expansion. The absence of an internal HR team resulted in a lack of a structured compensation strategy. Consequently, the company needed to hire 20 employees across different functions without a clear approach to compensation, which posed significant hiring and budget risks.

A tech start-up located in Louvain-la-Neuve with fewer than 50 employees lacked established HR processes, leading to a messy recruitment process and missing essential HR tasks. To address these gaps, they required two consultants to create comprehensive HR processes, including a full recruitment cycle and employee lifecycle management processes such as onboarding, evaluations, offboarding, career paths, and learning and development.

An international company that produces digital simulation tools for the automotive and aviation industries faced challenges with payroll management following the resignation of their internal payroll employee. To improve their payroll processes and ensure compliance with HR guidelines from their headquarters, they needed a leader to manage the transition to a new payroll provider and to facilitate communication between their Belgian operations and the international team in England.

A major national postal organization located in Brussels faced difficulties in recruiting new colleagues, such as mailmen and postal office workers. There were not enough staff members to follow up on administrative tasks related to contracts and recruitment. Initially, the focus was on supporting administrative tasks to ensure continuous follow-up on contracts.

A company, part of a multinational German group and specializing in communication and events for the European Commission, had no HR department; the accountant, who managed HR tasks, was overwhelmed. The primary mission was to reduce the backlog of work while managing all HR tasks, including payroll, administration, and recruitment. Additionally, a new HR software (Personio) imposed by the headquarters in Germany needed to be implemented, along with providing HR management advice and creating standardized “How to” guides.

A real estate valuations company with over 30 employees based in Brussels sought to recruit 15 new employees for two new functions. With increasing sales, timely recruitment was essential to manage the growing number of orders. HumanX was engaged to establish a recruitment process from scratch, which had not previously existed. Key objectives included creating a new recruitment process, sourcing candidates, guiding interviews, providing feedback, and supporting HR in contracting. Additionally, campus recruitment was a priority, requiring coordination of materials and direct engagement with students. Employer branding was also a challenge as the client was rebranding. 

A large multinational recruitment services company faced significant challenges with its payroll systems. The company was using different payroll providers in each country, which hindered efficiency. Their main objectives were to seamlessly migrate to new providers and optimize internal payroll processes to reduce manual administrative tasks for the HR team.

A public service organization with 5 000 employees had long aimed to integrate HR analytics into its processes but struggled to identify a starting point. They needed strategic guidance to implement a methodology that could link business problems with measurable HR actions and outcomes.