Create and set in motion
a logical system
of human relations
within the organisation
You have revamped the relaxation area with table football, paid for great leadership and management training for your executive managers, started the cycle of annual appraisals with optimism and conviction, shown your availability… And yet it is still the coffee machine that hears the frustrations.
Whether you are a CEO, manager, HR executive, director of a Small or Medium Business, or of an institution, you have the energy, desire or need to rethink your HR… BeeTeal provides you with the tools, structure and experience to do so. An innovative approach based on twenty years of experience in the field of HR, degrees in law, mediation and NLP.
Cross-disciplinary skills: Empathy and pragmatism, framework and agility to support efficiency and facilitate relationships.
BeeTeal helps build high-performing organisations by providing a holistic diagnosis that takes into account the complexity of the system. We provide tailored solutions and long-term, co-created support.
To change the results, you have to change the original actions.
Attract, motivate and retain staff, use new forms of management and interaction, rethink the appraisal and feedback cycle…Each of your challenges requires a comprehensive, tailor-made response. A step closer to a positive system that enables the sometimes conflicting needs of the organisation, its teams and individuals to be balanced, articulated and brought together.
Small Steps, Big Ways
8 priority areas of action
The services offered by an external HR are very diverse. As they affect many aspects of the business, it is normal to have difficulty in imagining exactly what undeniable support they provide. Here is a non-exhaustive list of accompanying measures that we can set up together.
Audit and diagnosis of HR needs
Inventory of the general functioning of Human Resources.
Examples of missions carried out :
- Audit of the HR department, recommendations for its revitalisation and redeployment
- Identification of the profile of the HR person to be hired
Crisis prevention and management
- Reduction of tensions and latent conflicts, prevention of burn-out
- Improving the work climate: creating a positive employee experience, reducing absenteeism, developing a favourable and constructive work climate, paying attention to the well-being and mental health of employees.
- Restoring understanding and constructive working practises within an executive committee
Examples of missions carried out:
- Mediation between different workers
- Conflict management and prevention for the executive committee: workshops on team efficiency, cooperation and governance
- In a context of tension and exhaustion related to the crisis COVID conducting a Lego® Serious Play® workshop to (1) create a team dynamic and restore collaboration between units (2) clarify and align new result areas and key roles, priorities, skills and goals in collective intelligence mode
- Audit in the context of an internal crisis, advice to the Board: recommendations, support for transformation in compliance with the self-management framework
Structure, governance and collective intelligence
- I have just taken over the management of the company, I would like to bring a new breath, my new visions
- I want to improve collective functioning and governance: improve communication methods, clarify processes, improve the quality of exchanges and meetings
- I want to develop my teams: improve and boost cooperation and collective intelligence, develop new modes of operation
- My organization has grown, I hesitate about the best way to organize it. How to move from a “start-up” culture to a more mature corporate culture, through team management practices?
- My Management Committee is not effective, what should I do?
Examples of missions carried out :
- Transformation path of team management practises from start-up mode to more structure and maturity, support on strategic HR issues
- Recommendations and support for transformation in line with the self-management framework
- Animation of a Lego® Serious Play® workshop with the management committee to redefine vision and mission in “collective intelligence” mode
- Facilitation of workshops on collaborative redefinition of governance in the context of greater empowerment of teams
- Workshop animation to boost collaborations and synergies between teams, and develop new modes of operation
Strategy, culture and forms of cooperation
- His attitude is unacceptable and puts a strain on the way the team works. What can I do?
- How can I bring the values that are important to me to life in my company?
- How can we be more agile and efficient in our meetings?
- How can we deal with uncertainty?
- How can we improve diversity and inclusion?
- How can we change the way we work, change the way we think and modernise?
Examples of missions carried out :
- Transforming team management practises from start-up mode to more structure and maturity; supporting strategic HR issues, advising on day-to-day team management
- Leadership & Management Journey and Coaching: Transition from a controlling, highly hierarchical culture to one based on autonomy, innovation and solution orientation, with the introduction of teleworking
- Workshop to re-mobilise and re-motivate back-office/operations staff
- Lego® Serious Play® workshop to revitalise a team after a merger: redefining the common mission and goals
- Workshops to revitalise and redefine the foundations of team collaboration to better use remote working and new forms of management
- Creation and facilitation of a workshop to define vision, mission and value
Develop and let grow / Become a leader
- The workload is too heavy. How can I distribute the work?
- Can I give him this new role? How can I be sure that this promotion will be a success?
- How can I give feedback? How do I tell an employee that he/she is not doing a good job?
- How can I help my managers to develop?
- How can I welcome my new colleagues in the best possible way?
Examples of missions carried out :
- Advising the CEO: Mentoring to develop the maturity of the organisation and its structure
- Leadership and management training, via videos, distance learning and face-to-face; mentoring for managers
- Training managers in new management practises that are less controlling and more empowering
- Training in development of collective intelligence
- Training in priority management
Employee motivation, well-being and retention
- One of my employees is burnt out, why, how can I prevent it?
- How do I keep my employees engaged and motivated?
- How come this newcomer is not happy after only two months in his job?
- How can I retain my employees? This person is key to the company, I can not afford to lose him/her!
- Why do I have many absentees in my team? What needs to be done?
- There is a bad work climate in the team, what to do?
Examples of missions carried out :
- Role of external HR expert, coaching for all issues of leadership and team management, for an organisation developing in the mode of “fluid organisation” = mixture of hierarchy and self-management
- Review of job descriptions and evaluation process.
- Clarification of interactions between roles.
- Conciliation (mediation) to reduce tensions and clarify collective and individual expectations
- Work on meeting and decision-making dynamics to make them more efficient and satisfying
- Management coaching to practise more listening, to make a correct diagnosis and thus activate the right interventions in the teams
- Workshop on Communication and emotions within a team to optimize collective intelligence
Review and deployment of HR policies
- How can I reward my employees fairly? How do I know if I have appropriate pay and benefits policies?
- How can I clarify roles to facilitate interaction, continuity and complementarity between positions? How can I establish job classifications and review organisational structure?
- How can we clarify the required qualifications?
- How to set up an evaluation or feedback cycle?
- How to establish, maintain and monitor a staff training and development policy?
Examples of missions carried out :
- Develop a competitive salary policy that is consistent with the organisation’s values and aligned with HR practises
- Update, realign and optimise the global remuneration packages; propose a corrective action plan; design and optimise the bonus policy (CCT90, warrants)
- Creation, support to the development, and participation to both the Belgian and International Remuneration Committee
- Elaboration of working arrangements and internal HR policies adapted to the culture (teleworking, absences, well-being, etc.)
- In the context of the merger of two companies, review and alignment of functions and their classification with a proposal for a common salary policy
Mentoring, digitalization and efficiency of HR entities
- Improve the functioning of the HR department
- Making the right HR decisions
- Facilitate HR management
- Collect the right HR data
Examples of missions carried out :
- Revision of HR practices, formalization of a new operating framework
- Mentoring of the HR Manager
- Implementation of a methodology and an online platform that have made it possible to redefine role mapping, performance and talent management, in order to align compensation practices with the market and HR values & practices.
- Coaching & mentoring of HR staff so that they master & deploy the new tool (Q7 Leader)
- Review and improvement of the operation of the service monitoring software
BeeTeal and its director
My mission begins as soon as I step through the door. I analyse the environment as well as the culture of the company. Whether it’s the compensation scheme, questioning the roles and attitudes of individual employees, or the vision of the company’s governance, the human audit is just as important as the audit of the existing technical parts.
So I can ask to meet people I think are key right at the beginning of the project. I use all these elements to create an initial constellation of issues.
By analysing them, I mark the way and give a first feedback. This can be concrete (suggestion for organising a workshop) or more global (questioning the leadership culture).
On this basis, I then recommend tailor-made solutions. These can be technical solutions (remuneration policy), facilitation (workshop to open dialogue and work through frustrations) or support (co-construction, mentoring, training).
My goal is to make everyone feel recognised and heard. I am proud to have been part of creating a new dynamic in the organisation.
Because there is no small step lost, when you know the way.
Our approach
Thierry Bouhoulle
NEXIS : Owner, Directeur
Béatrice joined NEXIS in June 2020, at the end of the first wave of the pandemic COVID 19. As a human resources specialist, she made an invaluable contribution to many of the following: Audit of staff wellbeing and motivation, Management and prevention of tensions within the management team, Support and advice to managers,… Her guidance and coaching during all these months at Nexis have been critical to the motivation of our staff and the efficiency of our organisation. In a word, I recommend Béatrice and invite you to call on her expertise to support the development of your organisation!
Martijn Van Der Erve
Group Chief Executive Officer at Erve Group
Beatrice has become the coordinator of our “sounding circle”. This is our mutual effort to come to a new approach in “remuneration” including as much transparancy as possible. Beatrice surprised me with her research on where we stand , and especially with her openess towards a new way of doing things. We are proud to work with you !
Marc-Olivier Lifrange
Chief Executive Officer Legitech & Anthemis
Beatrice helped us with her pragmatic approach and her effectiveness to refine our HR strategy. Great job!
Virginie Claude
Responsable service des Ressources Humaines - Centre Hospitalier de Mouscron
For us, the Lego training continues to bear fruit. It has enabled us to launch new projects and new working groups that focus on the needs of department heads! Thank you again for all your hard work.
