Virginie OUTEROVITCH

– Supported the CHRO in structuring a managerial development approach in a fast-growing environment with multiple internal promotions. – Designed and built from scratch a managerial assessment model, tailored to company culture and role expectations. – Conducted assessments directly, provided structured feedback and formulated individual development recommendations and action plans. – Partnered with leadership on the recruitment of new managers

– Delivered HR conferences for 300 partner companies on compensation, recruitment, training and performance. – Provided one-to-one advisory support to CEOs, artisans and SME leaders.

– Scope: Global | 2,500 employees | multi-site manufacturing – Team: 6 Global L&D Partners, 30 L&D Champions – Member of the Group HR Leadership Team, responsible for designing and steering human capital strategies supporting company transformation. – Defined and deployed a global, integrated vision for talent development, employee engagement and HR model evolution. – Develop the internal University and Design training roadmaps – Led global HR transformations: HR digitalization (Workday, Cornerstone LMS/LXP/Talent Marketplace), redesign of talent and leadership journeys, managerial culture transformation, acquisition and retention strategies in a rapidly evolving environment. – Anticipated job and skills evolution aligned with strategic priorities. – Ensured strong alignment between talent management, performance management and reward policies to support critical career paths, reinforce engagement and align individual contribution with business priorities. – Positioned HR as a driver of sustainable impact, organizational transformation and enterprise alignment.

– Created and developed the Executive Interim Management practice for the French entity. – Defined and executed the go-to-market strategy.

– Led a large-scale HR transformation positioning Leroy Merlin France as a benchmark organization. – Redesigned HR leadership around talent acquisition & attractiveness, talent management, compensation & value sharing, HR capability building, modern HR services, HR technology and analytics, job evolution and disruption anticipation. – Supported organizational transformation through project excellence and internal capability building, including the creation of an internal HR consulting firm. – Global Executive Sponsor for the HRIS program, leading the deployment of Workday Core HR at Group level.

– Defined and led the Group Talent Strategy (development, leadership, talent acquisition, linkage with compensation & benefits). – Designed and deployed global talent management programs: people reviews, talent reviews, digital learning journeys, assessment, coaching, 360°, mentoring, onboarding. – Advised top management on leadership and human capital strategy. – Created and deployed GEFCO University, a global digital learning platform with academies by role and skill. – Built an innovative, sustainable talent acquisition strategy (SSC, RPO, tools, policies, training). – Deputy to the Group CHRO, leading the international HR community. – Led HR transformation projects across 45+ countries: organizational redesign, skills frameworks, HR outsourcing, process reengineering and HR digital innovation.

– Led Talent Acquisition strategy for Roche France, in close collaboration with Roche Diagnostics. – Anticipated future skills needs aligned with business and transformation priorities. – Built and structured the TA function: processes, roles, tools, KPIs and performance management. – Managed internal teams and RPO partners to ensure quality, agility and efficiency.

– Rebuilt the Talent Acquisition function: organization, roles, processes and performance metrics. – Designed and deployed a new RPO partnership covering governance, tools, sourcing strategies and operational model.

– Member of the Executive Committee, ensuring alignment between business strategy and people dynamics. – Defined and delivered HR strategy supporting commercial performance and organizational efficiency. – Led complex social dialogue in a unionized environment, including multiple restructuring programs. – Managed large-scale transformation initiatives: sales reorganization, managerial development and change leadership.

– Led recruitment for sales, technical and corporate roles in a high-growth environment. – Built structured recruitment processes, school partnerships and talent pipelines.