Because we at NUMA are convinced that proof is better than long speeches, here's the gist of our interview with Amélie Gendre-Chollet, People Project Manager France at AUTO1 Group. 

Assessment of a successful collaboration and key issues around the learning culture: How can you train your managers effectively and simultaneously on a national scale? And how to develop and anchor this culture over the long term?

Hello Amélie, can you describe your role within AUTO1 Group and the mission entrusted to NUMA?

With pleasure. Since April 2022, I've been HR Project Manager, responsible for Careers and Training. I have both an expert role in building the individual and collective skills development plan (in line with the Group's strategic orientations and business needs) and a role as a consultant on internal projects (business training paths, existing training schemes).

AUTO1 Group employs 6,000 people in Europe, including 750 in France. We asked NUMA to train 60 of our managers (our Heads of and Team Leaders). The objective: to develop their practical skills (Top Management's wish), and accelerate the interpersonal skills of our local managers (participants' individual wish). 

When it came to choosing your partner, what expectations and criteria led you to opt for NUMA? 

Our constraints in terms of work organization are severe. Our managers are spread all over France, with different missions, perimeters, agendas and operational imperatives. 

So, above all, we were looking for short, non-theoretical, concrete, hybrid formats adapted to our organizational issues. We were also looking for teaching methods that would have an impact and be easy to put into practice.

We didn't want to go into the fundamentals of management, but rather desacralize professional training (often perceived as top-down) and take our employees out of their comfort zone through facilitation, co-development and solid pedagogical expertise. NUMA perfectly met our criteria. 

In concrete terms, what were the highlights of your experience with NUMA?

Smooth, high-quality support from A to Z: from the initial discussions, via the kick-off and shared resources, right through to implementation and follow-up. This is the point that impressed me the most as a privileged interlocutor. 

This is also borne out by the satisfaction rating given by employees (4.8/5): the NUMA workshops were much appreciated and acclaimed by participants.

The commitment of your managers during these training sessions was very high (81%). Did you implement any specific actions beforehand to develop buy-in? 

Internally, we relied on two major levers: a pulse check supported by communication actions (teasing, reminders). And a strategy of co-construction with the managers concerned, with advance planning. 

The workshops took place from June onwards. As early as March, we chose to highlight the purpose and benefits of the proposed workshops, while revealing various themes linked to the managers' individual issues. We then shared with them 5-6 themes, which we had pre-selected.

Once these themes had been validated with NUMA, our managers were asked in April to position themselves for the various workshop dates on offer. Their support was clearly boosted by the exchanges established with them from the outset. 

And what did they enjoy most about these workshops?

Over and above the content, the hybrid format was particularly well suited to the needs of our managers (a real challenge these days, when it comes to adapting to the demands and uncertainties of each individual).  

They also cited a number of other advantages in their feedback: very short, actionable, impactful and adaptable content. They also appreciated the very pragmatic aspect of the workshops, with concrete "use cases" close to their day-to-day reality.

Last but not least, these workshops were a unique opportunity for them to exchange ideas with their peers, and to meet managers from different professions, business units and scopes: rich discussions that left a lasting impression. 

Finally, would you say that these NUMA training courses have helped you achieve your objectives? 

Absolutely! In particular, our aim is to get even the most reluctant managers on board. After that, it's just a stage. In my opinion, to be truly effective over the long term, management training needs to be anchored over a longer period of time, with a more comprehensive package covering all the themes, etc., that we can offer to our local managers. Always with our local managers, and in different formats. 

Our HR strategy is already very clear. For us, it will involve setting up a continuous development program for our managers, and working on the priority subjects of commitment, empowerment and autonomy for local managers on a day-to-day basis, via distance learning courses as well as face-to-face sessions to forge links. 

In 2024, we'll be stepping up the creation of this new learning culture, in particular through the introduction of rituals and automatisms. It's a fact: the teams where everything goes well are the ones where the learning culture is the most deeply rooted.

It's now up to us to capitalize on this observation, and turn our most committed managers into ambassadors.