Focus on the experience of Serdane Le Floch, (Training Project Manager), and Gilles Le Cun (Head of the Training and Coaching Department). Following an organizational transformation project, Crédit Mutuel de Bretagne deployed the Accompagner le Changement program to more than 260 managers. NUMA's mission? To support and equip their managers during this period of transition. 

In what context did you deploy this training? 

Our aim was to restructure our organization as part of our medium-term strategic plan. Aware that such changes can give rise to major concerns, we agreed on the need not to leave managers alone when faced with concerns likely to influence the work and functioning of their teams. It was against this backdrop that we deployed the Accompagner le Changement program with NUMA. 

Through this course, and with the help of NUMA, we wanted to ensure a smooth transition and provide all our managers with the tools and methods to support their teams effectively during this particular period.

What criteria made the difference in choosing NUMA? 

The adaptability of the NUMA teams played an essential role in our collaboration. You were able to offer us a solution perfectly adapted to our context, which was one of our main selection criteria. What's more, we really appreciated the diversity of your formats, particularly your signature workshop format (online, short). This enabled us to try out a new learning method better suited to the sometimes hectic schedules of our managers. Last but not least, the pragmatism of your content and the ability to apply what you've learned directly convinced us.

What were the highlights of your experience with NUMA? 

We particularly appreciated your team's responsiveness and ability to work quickly. We had time constraints, and you were able to efficiently mobilize the necessary resources to adapt the pedagogical content and recruit the coaches . Finally, the collaboration to develop the content was seamless: in just a few hours we were able to build all the virtual classes because you quickly understood and integrated our needs. 

What steps have you taken to involve your managers upstream? 

We began by making the training compulsory, and implemented targeted communications to promote its benefits. Then, once the first workshops had been held, word-of-mouth played a key role: indeed,managers who had already attended the first sessions were the best ambassadors to encourage their peers to attend. The participants' managers also play a "commitment relay" role, ensuring that their team members participate.

And what did they enjoy most about the various workshops?

Participants particularly appreciated the fact that the training was completely adapted to their daily lives and expectations. The sub-group workshops and case studies illustrated the transformation situations they were about to experience. They were thus able to practice, while projecting themselves into their daily professional lives. Sharing experiences enabled them to learn from each other and discover different practices for managing resistance to change. Last but not least, they really appreciated the dynamism and benevolence of the training coaches. 

In the end, was your objective achieved through this training program? 

The first objective, to provide managers with a tool for confidently navigating through transformation and change, has been fully achieved. Feedback from our managers confirms that they feel better prepared to guide their teams through this period of transition. As for the overall success of the transformation within the company and the support provided to our teams, it's still too early to give a full assessment, as the process is still ongoing. We will be able to draw up a comprehensive assessment of the impact of the training program at the beginning of 2025.