Julien Rosselet, Head of HR at Fondation Les Perce-Neige, talks about the issues that really affect HR at the Moment. In our series «10 questions for...», HR managers from Switzerland give an insight into their priorities, challenges and perspectives.
1. HR credo: What is your personal HR credo in one sentence?
Ambiguity costs more than clarity - both for teams and for the organisation.
2. Culture in one sentence: If your culture were a dish - what would it be?
A stew: rich, made from high-quality ingredients and full of different competences. Sometimes, however, it needs more structure to realise its full potential.
3. Tool diet: Which tool would you cut out today to gain focus?
Those forms that you print out only to scan them in again afterwards. They symbolise tools that feign control but don't really improve decisions.
4. AI in HR: Which AI-supported tool do you prefer to use - and why??
LLMs - especially Euria from Infomaniak is definitely worth a look. I often use them to sharpen my messages and challenge my way of thinking, helping me to move away from an overly HR-centred perspective and stay closer to the realities of day-to-day work.
5. HR with added value: Can you give a specific example where HR has made a measurable difference?
One specific example is the structured return after longer absences. If contact is maintained and the person's skills and possible adjustments to the position are clarified, the return to work is earlier and more sustainable. This measurably reduces the length of absence.
6. Key figures with meaning: Which one HR key figure do you really track on a weekly basis - and why exactly this one?
Specifically, I look at two things every week: the feedback from the HR team and the progress of the payroll process. The feedback shows what is happening in day-to-day work. The payroll process helps to recognise potential blockages early on before they become problems.
7. HR agenda 2026: Which topics are at the top of your HR agenda for 2026?
The simplification and digitalisation of HR processes is at the top of the agenda. They should become clearer, more efficient and more helpful in everyday working life.
8. HR revolution: If you could completely rethink HR: How would you revolutionise it?
I would get HR out of the office. HR creates real added value when it works directly in the teams: by providing orientation, structuring practices and supporting people and managers without replacing them. At the same time, digital tools would give Teams more autonomy for simple administrative tasks.
9. Looking to the future: What will HR look like in 10 years - what will change fundamentally?
In ten years' time, administrative HR tasks will be largely automated. The added value of HR will no longer lie in execution, but in structuring practices, supporting managers and developing skills. The more powerful the tools become, the more important clarity and binding framework conditions will become. HR will be less visible in processes, but its impact will be much more decisive.
10. Recommendation: Which book, podcast or film has recently inspired you and would you recommend?
I recommend "The No Asshole Rule" by Robert Sutton. Behind the provocative title is a powerful reminder of how much behaviour influences collective performance. Terry Pratchett's novels are a little more unusual, but also inspiring. They shed light on human and organisational dynamics in a subtle and apt way.
About the person
Julien Rosselet
Head of HR
Julien is Head of HR at Fondation Les Perce-Neige. From his first profession as a goldsmith, he has retained a pragmatic view, a concrete approach and the demand for high-quality work. His background in work and career psychology and around 15 years of HR experience help him to understand the operational realities of day-to-day work and the organisational dynamics of complex structures. He is currently completing an EMBA at EPFL to deepen his understanding of overarching organisational management issues. He is convinced that human resources must not only provide support, but also structure and create clarity. He is therefore committed to making organisations more comprehensible, coherent and accountable for managers.
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