Interview with Isabelle Domenech, Head of HR Consulting for the Covéa Group. Against the backdrop of the transformation of its Flow Department, the Group called on NUMA to support its managers in integrating value creation at the heart of their management. The aim was to provide them with concrete tools to help them prioritize their actions more effectively, adopt a more strategic approach and integrate all issues, notably CSR, into their decision-making.

What was NUMA's mission?

NUMA supported the managers of the Flow Department in integrating value creation into their day-to-day management. The aim was to equip them to better direct their actions towards high value-added tasks, both for the company and for their internal customers. This involved continuous reflection on the impact of decisions, eliminating non-essential tasks and optimizing processes, while integrating CSR criteria.

In what context did you deploy this training?

The training was deployed against a backdrop of profound and progressive transformation within Covéa's Flow Department, marked by rapid changes in flows and structural reorganization linked to digitalization. With the flow management business undergoing radical change, it was essential to support managers in adopting an approach focused on value creation.

This managerial transformation was part of Covéa's wider ambition, which had set up a skills framework in 2020 to professionalize its managers and make them more agile in the face of the Group's challenges.

The main challenge was to get the teams to move beyond a logic of execution to integrate a higher posture, based on three levers: optimizing costs for the company, improving the customer experience and simplifying the daily lives of employees. 

What criteria made the difference in choosing NUMA? 

NUMA stood out for its pragmatic approach and distance learning format, ideal for managers spread over 11 sites. Each virtual class incorporated real-life situations, with immediate and directly applicable learning. Deployed over a three-month period, with regular meetings, the program enabled managers to test the concepts in the field and anchor new practices in their daily work.

Last but not least, these sessions created a real forum for exchange and strengthened cohesion between managers who, due to their multi-site nature, had little opportunity to compare practices. 

What were the highlights of your experience with NUMA?

A key feature of the NUMA experience was the program's adaptability to Covéa's transformations and management trends. Throughout the course, modules have evolved to incorporate new content such as customer centricity, in response to feedback and the concrete needs of managers.

Deployment over two years, in the form of a cohort, enabled progressive learning and a pace adapted to participants' availability. This flexibility also facilitated regular adjustments to maximize the program's impact.

Finally, the integration of new managers during the course, following organizational changes, enriched exchanges and strengthened collective intelligence. A program designed to evolve with the company and anchor new practices in the long term.

What steps have you taken to involve your managers upstream? 

A number of actions were taken to engage managers upstream. Each promotion began with a webinar hosted by the manager, who set the scene and explained the training objectives. The trainer then gave a detailed presentation of the program and expectations, to give meaning to the approach from the outset.

In addition, top management was trained first, to ensure consistent support and to support managers' appropriation of what they had learned. This approach strengthened the commitment of participants by showing that management was fully involved and expected concrete results from the training.

And what did they enjoy most about the various workshops?

During the various workshops, managers particularly appreciated three key elements:  

• The dynamism of the presenters, especially Nicolas Goin, who made the virtual sessions lively and engaging.
• The pragmatism of the training, with concrete cases and examples from other companies, enabled them to better project themselves and identify practical applications to their own context.
• The interactivity and richness of the exchanges strengthened the commitment of participants, as evidenced by the high rate of attendance at these sessions.

Attendance was also high, testifying to the positive impact of these sessions.

Was your objective achieved through this training program? 

The objective was achieved, particularly in terms of developing managers' assertiveness and their ability to handle complex managerial situations. They have gained in self-confidence and improved their posture, which now enables them to tackle delicate decisions and situations with greater serenity.

Three key indicators were used to measure the impact of the training:

• Aligning managerial actions with value creation: managers have taken decisions in line with the roadmap, integrating both CSR and economic issues.
• Deploy concrete action plans: each employee has put in place initiatives designed to bring real added value to their internal customers, with follow-up by their own manager.
• Supporting a change in team attitude: by integrating customer-centricity into their practices, managers have encouraged their staff to question the impact of their actions and adjust their priorities.

Over and above the results measured, this training has helped to anchor a more assertive, value-creation-oriented managerial dynamic, with practices directly applicable in the field.