After studying law, Valérie developed a passion for human resources and transformation issues. Appointed Econocom’s CHRO France at the end of last summer, she tells us about her background, first steps at Econocom and views of the ongoing changes in the job market. Interview.
Econocom Stories: Can you talk to us about your professional background, from starting out in law to your current position as Econocom’s CHRO?
Valérie Plasse: My professional background reflects my passion for law and my ambition to bring solutions to the most complex situations. After qualifying as a lawyer in 2010 and initially considering a career in a law firm, I soon realized that working in business would give me a 360-degree vision and more practical approach to law. So I held various positions, all with the same goal: transforming the operational staff’s vision of HR. Starting to see it as an effective business partner rather than an administrative department.
Business partner
My journey then took me to Solutions 30 as Group CHRO, where I had to address complex issues relating to labour relations, mergers & acquisitions and structures in a context of strong growth. Then I joined a motor group in the southwest, where I focused my efforts on developing human resources in a sector with a labour shortage but also undergoing a radical transformation. All of these experiences helped me gain the necessary skills to take on a new challenge, bringing my expertise to teams.
ES: The first thirty days are crucial in any new position. Can you share your first impressions and experiences as CHRO at Econocom?
VP: My first few days as Econocom’s CHRO France were an introduction to new business lines and the teams within them. Despite a macro vision initially, I soon understood that the image you have of a business line and team can change significantly when you get to know them. I was warmly welcomed by the operational staff, and everyone stepped up to explain their issues and needs. The challenge lies in combining the micro approach, which means considering each business line’s specificities, and the macro approach, which means considering shared challenges.
« Legwork, legwork and more legwork! »
To meet that challenge, there’s no secret. You need three things: legwork, legwork and more legwork! After having the opportunity to share a special moment with the TMF teams during their sales kickoff, I would add that I’ve been particularly impressed by the ‘collective spirit’ that drives them, both in achieving targets and their ambition to share and lend their expertise.
ES: You’ve mentioned the importance of reinventing recruitment methods and building an attractive employer brand. Can you tell us more about your vision of the job market and how you intend to encourage innovation within Econocom?
VP: Yes, the job market is changing fast and it’s essential that we reinvent our recruitment methods. It’s time to leave traditional methods behind and optimize our employer brand, especially in our relationships with schools. A good employer brand is one that makes you want to join the company, where staff can see themselves long term and are supported in their development through training.
« Reinventing our recruitment methods »
Listening to our people and acknowledging their ideas to grow the company are crucial. It’s essential to create the conditions that allow everyone to contribute to the company’s progress, encourage audacity and stop limiting beliefs. At Econocom, we explore initiatives like ‘lunch and learn’ (coming soon) to help our colleagues express their ideas. Although many startups are innovating in HR, their innovations don’t always apply to big businesses. I’m constantly tracking those areas to detect any low signals to incorporate into our thinking.
