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CV GENEVIÈVE TOYE

Avenue des Aubépines8 - 1301 Bierges
+32 479978028


Birth date: 15/12/1965

I briefly present myself:

Being an authentic «Belgian», I have the privilege to dispose of a real understanding of the cultural context and perfect mastery of French and Dutch (& English).

My experience is large and rich, covering jobs in small, middle and large companies, national and multinational, in diverse managerial functions, at different levels for more than twenty years. (Logistics, Communication, Change management, Human Resources) My strongest assets are no doubt understanding and building vision, strategy; roll out and communicate , unleashing my potential to set noses in the right direction and motivate people to excel and deliver far more than they are used to, aiming all together to honor the business objectives.

Communities act and react upon internal and external impulses. Successful achievement of business objectives, most certainly in doubtful economic times as these, requires a solid coaching on communication through the community as a whole, as well inside, cross levels, as outside managing the reflectionof the corporate image and contextual reactions of the market.

You’ll agree: of all assets in a company, Human Capital is often the most valuable and the most difficultly manageable one… People being driven through reflections of others, getting noses in the same direction and maintain cohesion and a high level of motivationare essential to create a successful future. Awareness of the corporate identity and steer the possible impact an individual might have on it in a positive way, is another key to success…

My large general insight and analytic capital, very valuable in our actual economical context will be an asset in the coaching of executive levels, providing them with valuable strategic internal and external market information and accompany them regarding their communication with all stakeholders.

I consider my creative and pragmatic approach to be an asset to enlighten your organization and its activities with, be it at the level of taking care of communication (internal /external), your corporate identity,your employer brand,change management andcoaching of people.

Past colleagues will no doubt be able to tell you more about my approach if you want to inform yourself. Linked in is the way!

Looking forward to meet you, I leave you my kindest regards,

Geneviève Toye

My personal assets

CORE Competencies

Social

Very extravert, easy contacts, negotiation

Organization

Clear strength, analysis & reorganization, change, structuring chaos

Creativity

Visionary, very creative, innovative, like change and though objectives

Commercial

Convincing

Operational

No nonsense, keep it simple, let’s get to the objective within the deadlines “together”; not afraid of very operational contribution to the teams.

Languages

FrançaisNederlands

Mothertongue

English

Very fluently

Espanol

Used to speak fluently – but very far away…

German

Notions

ICT-Software knowledge:

all current applications very well. (Office package, People Soft, Lotus Notes)

My references are

My Linked in network gives you an insight in many of the relations I came across:

More precisely

  • Georges Anthoon, ex directeur Ressources Humaines AXA:
  • Dirk Renard – ex-director AXA – administrator - be.linkedin.com/pub/dirk-renard/18/95b/121
  • Grégoire Jakhian –partnerLoyensLoeff
  • Gust Herrewijn – managing partner Ernst & Young (Country Managing Partner de 2001 à 2011)
  • Rudi Braes –managing partner Ernst & Young (Country Managing Partner de 2011)
  • Kristine De Mulder, ex director of Coprorate communicationsAXA-Royale Belge
  • Bart Verhaeghe -

And Philippe Van Parijs, professor at UCLouvain & Harvard with whom I work as a volunteer.

My development track

Quand? / Quoi? / Où? / Programme
2011 -2013 / Certificat en Histoire / UCL / Questions archéologie haut Empire en Gaule romaine
Identités nationales, régionales et communautaires : le cas belge
Questions approfondies d'histoire économique
Structures économiques de la Belgique
Histoire des sciences du moyen âge
2009 - 2011 / Master en Anthropologie / UCL / Jury 2009: “madame Arabelle ou l’importance de la machine à café”
  • Séminaire d'enquête ethnologique
  • Anthropologie des systèmes symboliques
  • Séminaire d'anthropologie prospective
  • Anthropologie de la mobilité et de la sédentarité
  • Anthropologie du corps
  • Atelier de lectures
  • Anthropologie du développement
  • Éthologie comparée
  • Espace, peuplement et ressources : processus de long terme
  • Structures sociales et pouvoirs
  • Préhistoire et anthropologie physique évolutive
  • Sociologie clinique du travail
  • Psychologie clinique transculturelle et interculturelle
  • Sociologie de la culture et des dynamiques interculturelles
  • Sociologie des organisations et de l'action organisée
  • Sociologie des pratiques économiques
  • Sociologie clinique du travail
  • Psychologie clinique transculturelle et interculturelle
  • Sociologie de la culture et des dynamiques interculturelles
  • Sociologie des organisations et de l'action organisée
  • Sociologie des pratiques économiques
Monographie: «Le destin, les dieux économiques et leurs dix commandements»
«Réflexion sur l’individu en entreprise»
2011 / Reddin seminar / Séminaire entreprise / situational management
2009 / MBTI accreditation / Séminaire entreprise / Approche Myers Briggs de la personnalité, basée sur Carl Jung
2008 / Grootmeester in management / Vlerick school
2001-2002 / Diplôme Spécial en Management Humain / ICHEC
1988 - 2008 /
  • Innovation
  • Change management
  • Communication,
  • Business administration,
  • Prevention,
  • Human Resources (incl social law),
  • Corporate Transformation Assessments (Train the trainer)
  • Management & leadership trainings
  • Bedrijfsbeheer
/ Séminaire entreprise /
  • (01/09/1984 -30/06/1988)

Ma professional track

Managing Director “evolve”

focuses on

  • Corporate strategy, culture & branding
  • Human Resources
  • Communication
  • Change management
  • Personal development & coaching
  • Socio - Economic Anthropology

Through consultancy, workshop animation, corporate culture assessments, seminars, interim mgmt

Evolve’s experience & clients:

  • Generali
  • Voo
  • Infrabel
  • Loyens & Loeff
  • Bouygues immobilier
  • Euroclear
  • IP Globalnet
  • AXA – Royale Belge
  • Ippa Bank
  • PricewaterhouseCoopers
  • Ernst & Young
  • Federal Police
  • Federal Government
  • LoterieNationale
  • Carrefour
  • Toyota
  • Fiat Group
  • BP Belgium
  • Siemens
  • Atea
  • Stichting Marketing
  • IHECS
  • ICHEC
  • CERGECO
  • ISCID Dunkerque

Sometimes working through agencies:

Essensys – B-management – GRH (Securex)

A view on my track record:

Consultancy:

Infrabel: (26/03/2009-2010)

  • Designing the People & team development dept
  • Creating the team & manage it
  • Organisation
  • Process – guidelines
  • Project coordination
  • Talent management & training
  • Quality
  • Team dynamics
  • Personal development

Euroclear (24/1/2007 – tod30/06/2008)

  • Re-engineering of the contractor management activity
  • Manage non- functioning activity – tune it into effective business support
  • Redesign team, roles, and attract/dismiss personnel
  • Draw SLA – process – guidelines
  • Review software processes & support
  • Managing the contractor management team

2006: Federal Police: Audit Internal Communication

Interim management

  • Infrabel: (26/03/2009 - 2010)
  • Designing the People & team development dept
  • Creating the team & manage it
  • LoyensLoeff Belgium (13/07/2008 -13/03/2009)
  • Transition period for HR management
  • Restart Human Resources Projects
  • Attraction & retention
  • Development plans
  • Merit rating systems
  • Compensation
  • Contracts & labor law
  • Reporting
  • Manage Backlog due to circumstances
  • Manage operational Human Resources day to day
  • Bouygues Immobilier Belgium (01/07/2008 -31/10/2008)
  • Outsourced HR management / 6 to 8h/week
  • Stopped due to consolidation of the firm in actual context
  • Euroclear (24/1/2007 – tod30/06/2008)
  • Management of contractor management team

oResponsible Human Resources dept. IP Globalnet

  • (Contact centre – 600 fixed employees / 200 to 400 Temporary workers)
  • Lay the fundaments for a solid long term HR strategy
Strategy

Definition of a clear defined HR strategy, aligned with the business objectives.

Follow up in the light of mastering reporting & budget.

Coordination & Management of the HR team

Compensation

  • Develop the compensation strategy / process
  • Optimisation of the salary cost
Staffing

Selectionrecruitment

  • Definition of strategy
  • Creation of partnerships
  • Definition of processes/tools
  • Definition of employer brand/campaign & communication plan

Temporary work

  • Definition of strategy
  • Creation of partnerships
  • Definition of processes/tools
  • Cost Control

CareerDevelopment

Competence management & evaluation

  • Definition of strategy
  • Definition of competency framework/ levels per function
  • Evaluation process/tools
  • Incorporate development plans
  • Definition of action sin case of negative results
  • Timing & frequency
  • Identification of assessors & training in assessment techniques
  • Zero – benchmanrk /evaluation

Training & Development

  • Definition of strategy
  • Creation of development plans

Communication & Corporate Culture

  • Communication
  • Create employer Brand & Campaign track
  • HR communication
  • Monitor change
  • Corporate culture: Set & imbed
  • Well being and motivation
Social concertation

Evolve to a positive environment, away from the actual conflict mode

My in-house «teaching& facilitation» track

Training activities

  • 2008 - LoterieNationale – nationaleLoterij: team building / Communication
  • 2008 – Euroclear – (within assignment)

«reporting & how to use excel & pivot tables for reporting purposes»

  • 2006 - Through IHECS – Brussels: Communication (e.g. federal government)
  • 2006 – IP Globalnet: within assignment as interim mgr: Human Resources
  • 2009 – IHECS
  • 2011 – “Excellent, Inspiring Leadership” programme of Evolve (see website)

Facilitation - team buildings

  • 2007- 2008:
  • Euroclear: team building – recruitment team
  • Euroclear: team building – interpersonal communication
  • 2008:
  • Carrefour: change & strategy for recruitment
  • Iutum: exploring change
  • 2009-2010:
  • Infrabel: HR status
  • Infrabel: MBTI tracks
  • Infrabel: team buildings I-N1.

My professional track before “evolve”

  • Ernst & Young (2001 – 2005)
  • PricewaterhouseCoopers (2000 – 2001)
  • AXA Belgium (1991 – 2000)
  • AXA Belgium (1998 – 2000)
  • Royale Belge (1995- 1998)
  • Ippa (1991 – 1995)
  • Free lance Interior designer (1988 – 1991)
  • Interior designer (1988-1990)
  • Sales representative (1990- 1991)

Before 1/1/2006

Ernst & Young (2001-2005)

Brussels

Financial Consultancy

1250 persons

Activities:

  • HR Strategy
  • Survey – Benchmarks (Internal – external)
  • Change management
  • Development & operational management of Corporate Programs/Processes
  • Recruitment & Welcome process - Induction of Newcomers,
  • Alumni,
  • Retention
  • Work/life balance,
  • Diversity
  • Project management
  • Strategic projects,
  • Training - WBL development (innovation),
  • Work-life balance: creation and management of an employee services platform (textile services, shopping, car washing, catering, postal services, childcare …)
  • Administrative projects,
  • Social elections (Workers Council & Prevention Committee)
  • Compensation & benefits
  • Develop Employer Brand & Campaign
  • Constitution of Briefing materials (internal workshop, external benchmarks, values, Corporate Culture, Strategy, International branding instructions….)
  • Briefing Agencies
  • Create shortlist
  • Competition
  • Budget
  • Assignment
  • Operational management without development on beforehand:
  • Insurances,
  • Pension fund,
  • Mobility,
  • Interface for fleet & facilities
  • Corporate culture/personal development & training of the human capital of the firm:
  • Teambuilding’s,
  • Animation of Workshops,
  • Cultural/attitudinal assessments
  • Survey – Benchmarks (Internal – external)
  • Human Resources Communication (Internal/external)
  • High potential programme,
  • Seminars
  • Collaboration in the evaluation & performance measurements scheme’s
  • Corporate Employer Identity & Cultural Change
  • Innovation
  • coach: help the organisation focus on new products and new markets
  • score initiatives on feasibility
  • help develop initiatives
  • Representation of the employer at the workers council (OR & CPBW)
  • Reporting

PricewaterhouseCoopers (2000 – 2001)

Brussels

Consultancy

2500 – 3000 persons

Reorganisation of the facilities dept. for the Brussels office

  • Organization of the team
  • Setting up Procedures
  • Operational management of the team
  • (30 persons (including sub-contractors))
  • Technical maintenance – security – office purchasing – offset – catering – reception – signage - fleet …
  • Communication
  • Dynamism of the social life in the building

01/01/2000 to 10/06/2001

AXA Belgium (1991 – 2000)

  • AXA Belgium (1998 – 2000)
  • Royale Belge (1995- 1998)
  • Ippa (1991 – 1995)

Brussels

Bank & Insurances

6850 persons

  • Responsible for Internal Communication & Merger Communication/ Change management

Content wise:

  1. Design and realization of the internal communication plan for the AXA-Royale Belge Group (6850 persons)
  • Roll out the plan with 3 subordinates
  • Newsflash
  • Magazine
  • Intranet
  • Project vademecum
  • Poster campaigns
  • Internal animation (theme-days etc.)
  • Happenings (6850p)
  • Information meetings
  • Internal benchmarks
  • …
  1. Design and realization of the merger communication plan & Change management plan
  2. Roll out the plan with 3 subordinates
  3. Introduction of the AXA Corporate Culture
  4. Special merger communication
  5. “Grand messe” on Heysel : 6800 p. for brainwashing with values and strategy of AXA
  6. Internal merger-benchmarks
  7. Collaboration to the project new Corporate Brand
  8. Demultiplication & installation project for new Corporate Brand – happening & communication

Idem for Anhyp

  • Before the AXA merge: Space Manager & Internal Communication responsible

Ippa & Royale Belgenv

  1. Antwerp
  2. Brussels
  1. 1200 p Ippa
  2. 5800 p Royale Belgenv

As from mid 1997: Internal Communication responsible

See above

  • From 1991 to mid 1997: Space Manager/ technical responsible (incl wiring & telecom)
  • IPPA Bank / later Royale Belge

Antwerp – Brussels

  • Cost-efficient surface-management in the main buildings (head offices) of the bank.
  • Organisation: Design the relations between internal services versus their actual logistical positioning.
  • Negotiation on all levels / works councils
  • Drawing the plans - AUTOCAD
  • Coordinate moves
  • Lead Technical team – project wise and daily operational mgmt
  • Implementation of ICT - wiring systems
  • Programming telecommunication systems
  • Reporting telephone use
  • Workers council - prevention
  • Budget
  • …

5-10 subordinates