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Factter

Case Study

HR Reorganization – Centralization of Recruitment & Selection Department

To centralize and reorganize the Recruitment & Selection (R&S) function, redefine its core processes and service model, and establish a high-performing, ownership-driven team aligned with the new collaboration framework with AgO.

HR Reorganization

Client

Flemish Public Employment Service

Situation

Historically, Recruitment & Selection consultants were spread across provinces and centrally coordinated. With the transfer of statutory and contractual selection procedures to AgO as part of a broader centralization policy within the Flemish government, VDAB needed to:

  • Restructure its internal R&S team
  • Centralize remaining activities
  • Redefine its role and value proposition
  • Clarify collaboration boundaries with AgO
  • Ensure service continuity during transition

At the same time, several HR consultants transferred to AgO, requiring team consolidation and role redefinition.

The challenge was not only organizational, but also identity-driven: what is the renewed mission of Recruitment & Selection within this new governance context?

Assignment

Lead the reorganization of the Recruitment & Selection function following:

  • The transfer of selection responsibilities to AgO (Agency for Government Personnel)
  • The strategic decision to centralize HR services
  • The need to redesign the internal R&S operating model

The transformation included structural, procedural and cultural change.

Challenge

Key Objectives

1 — Centralization of the Team

  • Merge provincially dispersed HR consultants into one centralized team
  • Maintain operational connection with local business units
  • Clarify reporting lines and coordination mechanisms

2 — Redefinition of Core Process & Service Offering

  • Redesign the recruitment & selection core process
  • Clearly define which activities remain internal
  • Clarify responsibilities versus AgO (“waterline principle”)
  • Map processes visually (audit and governance readiness)
  • Guarantee qualitative continuity during transition

3 — Collaboration Model with AgO

  • Operationalize the cooperation agreement
  • Define Service Level Agreements (SLAs)
  • Install operational and tactical consultation structures
  • Clarify accountability, escalation and ownership

4 — Team Development

  • Strengthen operational excellence (process clarity, task allocation, decision rights)
  • Clarify roles & responsibilities within the new team structure
  • Build stronger internal collaboration and trust
  • Foster greater ownership and professional autonomy
  • Align individual and team objectives

Approach

The reorganization was structured into three main work packages:

  • Structural redesign – Central team formation and new governance model
  • Continuity assurance – Safeguarding ongoing recruitment activities
  • Transfer & collaboration setup – Formalizing cooperation with AgO

The methodology included:

  • Appointment of a full-time project lead
  • Co-creation with the team
  • Weekly focus groups
  • Bi-weekly sprint cycles
  • Stakeholder sounding boards
  • Process-based working groups

This ensured both operational stability and structural redesign progressed in parallel.

Results, delivered

  • Successful centralization of the Recruitment & Selection team
  • Clear division of responsibilities between VDAB and AgO
  • Redesigned core recruitment process
  • Formalized collaboration governance (operational & tactical level)
  • Improved process transparency and accountability
  • Stronger internal team cohesion
  • Increased ownership and clarity within the team
  • Sustainable service continuity during transition

The department evolved from a dispersed provincial model to a centralized, structured and future-ready HR service.

Our involvement

As Project Manager, I was responsible for:

  • Designing and steering the full reorganization roadmap
  • Structuring the three work packages and aligning stakeholders
  • Facilitating decision-making between HR leadership and AgO
  • Clarifying governance and process boundaries
  • Ensuring continuity of recruitment operations
  • Coaching and supporting the newly formed centralized team
  • Strengthening team ownership and operational clarity

The role required balancing structural governance design with human-centered team transformation.

Total Mandays

(Project- & Change Management)

60

Get In Touch

kris@factter.be