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Since 2020, the CRIT Group and NUMA have been building together a training program dedicated to future managers. Nicolas Chaussemy, Head of Recruitment & Career Management at CRIT, shares the objectives of this approach and the concrete effects observed on skills development and internal career paths.
In 2020, the CRIT Group launched a call for tenders to identify a partner capable of supporting the skills development of its future managers. The challenge was to pass on the fundamentals of the managerial role, by working on posture, reflexes and the first reference points essential for taking up the position. NUMA distinguished itself by proposing a program that was both clearly structured and sufficiently flexible to adapt to the realities of the field and to CRIT's needs.
This program was part of a strategic context marked by several key priorities: retaining our talents, structuring our managerial career path and encouraging internal development. We wanted to offer our employees real prospects for advancement, by giving them a clear framework within which to develop their managerial skills. Internal promotion was also a key issue. Rather than recruiting from the outside, we opted to capitalize on the talent already present within the company, by accompanying them towards positions of responsibility. A winning bet to reinforce commitment and managerial continuity.
NUMA stood out for the relevance of its approach. The blended learning format, combining face-to-face and distance learning, offered the flexibility our teams were looking for. With a duration of three to four months, the program ensured a good balance between theory and practical application.
But beyond the format, it was above all NUMA's ability to offer more than just a technical response that made the difference. The tailor-made approach, rooted in a real understanding of the company's culture, enabled us to design a training course that was very well aligned with our managerial challenges.
The relationship between CRIT and NUMA goes far beyond a simple collaboration between customer and supplier. For the past five years, it has been based on a true partnership, founded on exchange, listening and continuous improvement.
This spirit of co-construction remains central. Each year, the program is adjusted to keep pace with managers' needs and to incorporate feedback from participants. This evolutionary approach ensures that the training is practical, useful in the field, and maintains a high level of commitment.
What makes this partnership so solid is our shared ability to question, adjust and refine ourselves, always with the same objective in mind: to offer participants a course that is as relevant as it is impactful.
For us, commitment doesn't start with the participants, but with the managers. Right from the start, our priority was to get our managers on board with the meaning and value of these Masterclasses, with a vision that was both concrete and forward-looking.
Today, Masterclasses are identified, visible and valued throughout the company. They have their own logo, they are included in people reviews... They are part of the landscape. But this strong positioning is no accident: it's the result of in-depth HR work, carried out with a clear conviction. An HR-only initiative remains fragile. By involving our operational managers from the outset, we were able to turn it into a corporate project, supported collectively.
In my opinion, this is the real strength of our initiative: having succeeded in involving our managers right from the launch of the program, making them full players in talent development.
In particular, participants highlighted three key aspects of the program:
Some even expressed positive frustration, wishing the program would last longer as a sign of its success.
Since the launch of the Masterclasses, and after five editions, the retention rate of trained managers has exceeded 78%, which is by no means insignificant. Of these, some 65% have moved on to a new position after the training, demonstrating the tangible impact of the program on their career paths.
The figures speak for themselves. But beyond the results, this program is now fully integrated into the company's managerial culture. What began as an initiative to structure skills development has become a genuine strategic lever.
The goal now is simple: to maintain this high standard and continue to do as well in the years to come.
Participation rate
Program
Average satisfaction
Since 2020, the CRIT Group and NUMA have been building together a training program dedicated to future managers. Nicolas Chaussemy, Head of Recruitment & Career Management at CRIT, shares the objectives of this approach and the concrete effects observed on skills development and internal career paths.
In 2020, the CRIT Group launched a call for tenders to identify a partner capable of supporting the skills development of its future managers. The challenge was to pass on the fundamentals of the managerial role, by working on posture, reflexes and the first reference points essential for taking up the position. NUMA distinguished itself by proposing a program that was both clearly structured and sufficiently flexible to adapt to the realities of the field and to CRIT's needs.
This program was part of a strategic context marked by several key priorities: retaining our talents, structuring our managerial career path and encouraging internal development. We wanted to offer our employees real prospects for advancement, by giving them a clear framework within which to develop their managerial skills. Internal promotion was also a key issue. Rather than recruiting from the outside, we opted to capitalize on the talent already present within the company, by accompanying them towards positions of responsibility. A winning bet to reinforce commitment and managerial continuity.
NUMA stood out for the relevance of its approach. The blended learning format, combining face-to-face and distance learning, offered the flexibility our teams were looking for. With a duration of three to four months, the program ensured a good balance between theory and practical application.
But beyond the format, it was above all NUMA's ability to offer more than just a technical response that made the difference. The tailor-made approach, rooted in a real understanding of the company's culture, enabled us to design a training course that was very well aligned with our managerial challenges.
The relationship between CRIT and NUMA goes far beyond a simple collaboration between customer and supplier. For the past five years, it has been based on a true partnership, founded on exchange, listening and continuous improvement.
This spirit of co-construction remains central. Each year, the program is adjusted to keep pace with managers' needs and to incorporate feedback from participants. This evolutionary approach ensures that the training is practical, useful in the field, and maintains a high level of commitment.
What makes this partnership so solid is our shared ability to question, adjust and refine ourselves, always with the same objective in mind: to offer participants a course that is as relevant as it is impactful.
For us, commitment doesn't start with the participants, but with the managers. Right from the start, our priority was to get our managers on board with the meaning and value of these Masterclasses, with a vision that was both concrete and forward-looking.
Today, Masterclasses are identified, visible and valued throughout the company. They have their own logo, they are included in people reviews... They are part of the landscape. But this strong positioning is no accident: it's the result of in-depth HR work, carried out with a clear conviction. An HR-only initiative remains fragile. By involving our operational managers from the outset, we were able to turn it into a corporate project, supported collectively.
In my opinion, this is the real strength of our initiative: having succeeded in involving our managers right from the launch of the program, making them full players in talent development.
In particular, participants highlighted three key aspects of the program:
Some even expressed positive frustration, wishing the program would last longer as a sign of its success.
Since the launch of the Masterclasses, and after five editions, the retention rate of trained managers has exceeded 78%, which is by no means insignificant. Of these, some 65% have moved on to a new position after the training, demonstrating the tangible impact of the program on their career paths.
The figures speak for themselves. But beyond the results, this program is now fully integrated into the company's managerial culture. What began as an initiative to structure skills development has become a genuine strategic lever.
The goal now is simple: to maintain this high standard and continue to do as well in the years to come.
"As with every Managers Masterclass, the Class 2024 participants were committed and invested throughout the program. It's always a real pleasure to accompany them! The active participation in the workshops, the efforts made afterwards to put into practice and the very rich exchanges during peer coaching have enabled everyone to develop their personal skills and strengthen their leadership. What impressed me most this year was the very strong collective dynamic that was created within the class and which, I'm sure, will continue thereafter!" - Valérie ABEHSERA, NUMA Coach
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