Case Study

HR Transformation – Learning & Development Integration & Professionalization

To integrate two L&D teams into one cohesive unit, professionalize operational processes, strengthen relational team dynamics, and implement the Cornerstone LMS as a strategic learning platform.

Client

Veolia BeLux – HR Manager Digitization & Processes within L&D-department

Situation

Following a merger, two separate L&D teams had to be integrated into one unified department.

Challenges included:

Different team cultures and working styles
Unclear service boundaries and internal positioning
Fragmented processes and overlapping responsibilities
Limited process transparency
Need for improved collaboration within HR and with business units
Implementation of a new LMS (Cornerstone) in parallel

The department needed both structural clarity and relational alignment.

Assignment

As Team Lead, I was responsible for restructuring and leading the Learning & Development department during a post-fusion integration phase.

The assignment combined:

Team integration and cultural alignment
Operational restructuring and process optimization
Implementation of the Cornerstone LMS
Day-to-day leadership and performance management

The ambition was to evolve toward a structured, future-ready and collaborative L&D service.

Challenge

Key Objectives

1 — Team Integration (Post-Fusion)

Merge two L&D teams into one coherent structure
Align working methods and expectations
Build trust and psychological safety
Strengthen cross-team collaboration

2 — Operational Structuring

Clarify the L&D service offering
Redefine and optimize core processes
Define roles and responsibilities
Improve workflow efficiency and transparency
Reduce overlap and ambiguity

3 — Relational Team Development

Improve internal communication
Strengthen collaboration within and between HR teams
Address “below-the-surface” dynamics
Foster ownership and shared responsibility

4 — LMS Implementation – Cornerstone

Lead implementation of the Cornerstone LMS
Align system configuration with learning strategy
Structure learning catalog and governance
Support user adoption and internal communication
Integrate LMS into daily L&D operations

5 — Leadership & Performance Management

Lead and coach the L&D team
Conduct performance and development conversations
Support professional growth
Balance operational execution with long-term capability building

Approach

The transformation combined:

Structural redesign of processes and governance
Participative team workshops
Individual coaching and alignment conversations
Clear role definition and decision frameworks
Step-by-step LMS implementation roadmap
Continuous communication and change facilitation

Operational and relational workstreams were addressed simultaneously to ensure sustainable change.

Results, delivered

Successful integration of two L&D teams into one cohesive department
Clear service offering and structured operational workflows
Updated and optimized core processes
Defined roles and improved accountability
Strengthened collaboration and team trust
Full implementation and operationalization of Cornerstone LMS
Increased transparency toward internal stakeholders
More strategic positioning of L&D within HR and the business

The department evolved from a fragmented structure into a structured, aligned and professionally positioned L&D function.

Our involvement

As HR Manager Digitization & Processes within L&D-department, I:

Designed and steered the integration roadmap
Structured operational processes and service design
Facilitated team development and cultural alignment
Led the LMS implementation project
Managed day-to-day team operations
Conducted performance and development interviews
Strengthened collaboration within HR and with business stakeholders

The role combined people leadership, operational excellence and strategic learning transformation.

Total Mandays

(Project- & Change Management)

1 year

Get In Touch

kris@factter.be