A conversation with Laurent Clément

Between curiosity, lucidity and conviction: Laurent unveils His unfiltered Vision of the HR profession, its paradoxes and the challenges awaiting the field.

Thank you, Laurent, for taking the time to speak with me.

Let me start with light, fictional question: if you had a time machine, what advice would you give to your younger self as a young HR professional?

I would tell myself to hold on to the curiosity and passion that have fueled me from the start. They have helped me explore different roles and truly enjoy the journey. At the same time, I would remind myself to channel that energy more thoughtfully. It is easy to see things in black and white when that drive is strong, but learning to manage it and bring some balance is just as important. I try to keep that in mind and put it into practice, though I will admit, it is a work in progress.

How do you manage the tension between your curiosity and the risk of spreading yourself too thin at work?

I am fortunate to have an arborescent way of thinking, it helps me make fast connections between different ideas and see the bigger picture early on, almost like visualizing a puzzle before putting it together. But that kind of thinking needs to be paired with discipline. You have to stay focused, make trade-offs, and accept that not every idea is worth pursuing at once. Sometimes, the final outcome doesn’t match your initial vision, and that is okay.
Being a generalist can be a strength, but it is important not to fall into the trap of being just okay at everything. It’s a constant balancing act. There is no perfect formula, you learn by doing, by noticing when you are off track, and being willing to let go of something when you have taken on too much.

These days, there’s a lot of focus on caring workplaces versus toxic ones, but aren’t people looking for the same things at work? And you, personally, what work environment would fits you best?
Today, the question is not about which company is caring or which one is not, but about what my expectations are and what the company does to respond to them. You need to find alignment between our own values, those of the company, and those of the team you join, to find the right balance. In this sense, I do not believe in a good or bad model, but in the one that fits with me. And I have the same belief for individuals in general.

Personally, I feel better in semi-structured environments where individuals have a possibility to make a significant contribution. You also have to accept that the reality that suits me, or suit you, may not suit others. It is a question of personal fit and alignment.

In a society that sometimes tends to mix up economic interests, personal needs, and the common good, how do you manage the mismatch between individual freedom and team cohesion on HR topics, especially when it comes to progress further with subjects that matter to you, keeping everyone on board?

This is a real challenge. In HR, especially when working on “people” topics, we sometimes face leadership teams or organizations whose priorities feel worlds apart from what drives us. That gap can limit our ability to influence, and at times, it can feel like we are speaking into a void.
There is no silver bullet. It is about finding the right moments to engage, iterating step by step, and gradually bringing people along, whether they are part of HR or leadership teams, and adjusting your approach as you learn. This can create frustration if the reasoning behind the decision-making isn’t clear or isn’t understood. It is important to be aware of that.
That is why it is crucial to be attentive, supportive, and transparent. You need to explain, reframe when needed, and be willing to put yourself out there. Building the right level of maturity and trust across the organization is what allows you to keep moving forward, one step at a time.

Technology is the “hot potatoes” in HR right now. Beyond the current trend, how do you see the use of tools and algorithms in HR management?

I genuinely believe there is real value, and sometimes even a necessity, in leveraging the technologies available to us, whether it is objective assessments, AI, or other tools. They can help us work more efficiently and reduce subjectivity by addressing some of our inherent biases. That said, I don’t think we should ever rely entirely on algorithms or any form of technology.
One of the strengths of being human is our ability to read between the lines, to pick up on context that might fall outside of predefined models. Technology should support and guide our thinking, maybe even help us make certain decisions more easily, but I firmly believe that we must retain ownership and accountability in the decision-making process. At the end of the day, emotions and intuition also play a role, even when the data points in a different direction.

You have worked as a trainer a long way, which is a “low-profile” position, whereas in HR you are often in a “high-profile” position. What have you learned from this?

One of the key things I have learned is that authenticity matters above all, and I try to stay true to myself, regardless of the role I am in.

Whether you are a trainer or an HR professional, humility is essential. You have to accept that there isn’t just one way to interpret the world, and that your perspective is only part of the picture.
I still remember my early experiences as a trainer, being caught off guard by unexpected questions or challenged by strong, sometimes uncomfortable, points of view. Those moments were eye-opening, and I have come to see that knowledge and understanding grow through dialogue. That is why I place so much value on exchange, open discussion, and collective intelligence. Even when I may hold part of the answer, it is the shared thinking that truly moves us forward.

With the normative pressure coming from the US in this area, which will be imposed on our European neighbours in 2027, how do you approach the question of wage transparency in Switzerland?

Transparency is positive, undoubtedly, but it needs to be handled with care. It is not just about making information available, it is about making sure people can understand and interpret it correctly.
In my view, simply publishing all salaries without proper context or explanation can lead to misunderstandings, or even create tension and jealousy within teams.
Providing clarity around salary ranges and how decisions are made is helpful. But I am not convinced that full, unchecked transparency solves all the underlying issues. It has to come with the right communication, education, and support to be truly effective. And what really matters is that people feel they are being treated fairly.

How are mindsets shifting when it comes to money and pay?

There’s a clear cultural paradox at play. In Europe, particularly in Switzerland, money remains fairly taboo, while in the United States and in the UK, it is much more openly discussed. There is definitely a generational aspect to this, younger people tend to be more open and comfortable talking about pay than older generations.
But it is still unclear whether this is just a passing trend or the sign of a deeper cultural shift. Either way, we will need to approach this topic with smartness and sensitivity, always taking into account the broader societal context and the culture of our own organization.

How do you react to employees’ mismatched expectations regarding remuneration and bonuses?

There are several layers to this question. As a starting point, it is essential to ensure consistency in how we talk about remuneration. When it comes to bonuses in particular, I believe it is about finding the right balance, between individual and collective performance, between what people can control and what is outside their influence. And we must not forget that, in Europe, remuneration is generally seen through a more secure and predictable lens than in the U.S. Moreover, people tend to take greater responsibility when they know their efforts can significantly impact the outcome in their favor.
Second, more broadly speaking, in Switzerland, the high cost of labor means that salaries represent a major part of a company’s expenses. That is why a well-balanced, yet flexible compensation policy is not just fair, it is also a key factor in long-term sustainability.

How do you see the evolution of HR terminology (“People & Culture”) and the fact of making the function the guardian of company culture? Are we going too far?

I am somewhat skeptical about the shift in terminology, moving away from “HR” toward labels like “People & Culture.” While I understand the intent, I think we shouldn’t lose sight of why the HR function exists in the first place, to address the issues and dynamics that can’t be solved solely by structure or process.
Culture is shaped by people, by how they behave, interact, and make decisions, not by the HR department alone. HR can certainly act as a cultural facilitator, ambassador or to a limited extend, a driver. You do not change culture with a slogan or a rebrand. Real cultural change comes through changing behaviors, and that is clearly a shared responsibility across the entire organization.

How do you explain the gap in perception between HR, who see themselves as a strategic function, and the rest of the organisation, who often still see them as an administrative function?

There are several reasons for this. As a starting point, HR is often assigned responsibilities that do not fall within its scope, and there is still a lot of misunderstanding about what the function is truly responsible for.
There is also a historical legacy to consider, HR was once seen as the boss’s right hand, the so called “bureau du personnel”, and that perception has not entirely disappeared. To move forward, we need more transparency, greater visibility, and a willingness to acknowledge that HR is sometimes viewed in a negative light.
At the same time, it is important to recognize the complexity of the role. It is a demanding job that requires managing emotions, navigating sensitive situations, with the ability to maintain a strong integrity.

As a conclusion, what would be your wish for the HR function?

I have been fortunate to explore other roles before moving into this great profession, and that perspective has shaped how I approach HR. The truth is, HR does not exist in a vacuum, it only makes sense in relation to the business. Our role is, first and foremost, to support and enable value creation within the organization.

Too often, I still see HR processes or rules that end up slowing things down. They are overly complex, time-consuming that create friction rather than supporting operations. Apart from what is legally required, anything that limits the organization’s ability to function effectively should be reconsidered.

I always try to ask myself: does what I am doing, proposing, or implementing help the business create value and work more efficiently? I have encouraged my teams to adopt the same mindset. With humility and that philosophy guiding our action, we can communicate more openly and build real, trusted partnerships with both the business and our leaders.