Elsa Robillard and Jessica Couillard, both HR managers at La belle-iloise, took part in the NUMA feedback exercise. The training program for managers was rolled out to instill a more modern learning dynamic, to better meet the expectations of the younger generation and to harmonize managerial practices.

What was NUMA's mission?

The assignment entrusted to NUMA consisted in developing two training courses for the organization's executives, via the deployment of a course in management fundamentals and the implementation of ongoing training modules. Our aim with this initiative? To create a common skills base and promote our managerial culture within the organization. These courses are aimed not only at our managerial staff, but also at our non-managerial staff who are involved in cross-functional project management. 

In what context did you deploy this training?

The health crisis has profoundly transformed the professional context and the expectations of our teams, and new challenges linked to multi-generational management, new employee expectations and hybrid working have emerged. For example, before the crisis, telecommuting was almost non-existent in our company, but it subsequently became the norm for some of our employees. This organizational change means that we have to adapt our collaboration methods to incorporate this hybrid component. 

Faced with these changes and the various feedbacks we received from our managers, we decided to define new training specifications, integrating these new realities. It was against this backdrop of questioning and a desire to modernize that we turned to NUMA to offer innovative training adapted to these new challenges.

What criteria made the difference in choosing NUMA?

One of the criteria that made the difference was your innovative and flexible approach. In fact, you offer a distance learning format that is easy to fit into managers' schedules, with the possibility of co-constructing and adjusting the programs in line with our feedback. Another point we really appreciated was the originality of some of the partnerships you are able to offer, such as management through theater in partnership with Cléone, were major assets that tipped the balance in favor of NUMA.

Also, the quality of the support provided even before the partnership was signed, with a concrete and structured curriculum proposal, reassured our management committee. Your team also demonstrated great adaptability by integrating face-to-face sessions. 

What were the highlights of your experience with NUMA? 

We were particularly impressed by three points: the upstream co-construction and real-time adaptation, the workshop's pedagogical approach rooted in reality, and your trainer. 

Right from the launch, we were able to make adjustments in real time, enabling us to fine-tune the curriculum without any major overhaul. 

Also, the very concrete dimension of the workshops meant that participants came away from each session with practical, immediately actionable tools. And last but not least, the fact that we were accompanied by the same trainer really made the difference: he was able to immerse himself in our culture, create a real bond with each participant over time and develop a great collective dynamic. 

Secondly, the practical approach of the workshops was particularly appreciated. Participants were able to come away from each session with practical, immediately actionable tools. The continuity provided by a dedicated trainer was a real asset. Iain was able to adapt to all the participants, who came from diverse sectors such as industry, logistics, commerce and support functions, while at the same time immersing himself in the values and culture of our company. 

What steps have you taken to involve your managers upstream? 

We mainly took advantage of our learning culture, which was already well established within the company. The Executive Committee validated the broad outlines of the program and supported the project internally. In addition, we wanted the CEO to inaugurate the first cohort in order to generate commitment, and to ensure its longevity we recorded an introductory message that can be reused for each new session. 

We also made a strategic selection of the first groups of managers to be trained, in line with the priorities defined. Despite a few last-minute cancellations due to work commitments, our high participation rate of 91% testifies to the value placed on these training courses and to everyone's investment in joint managerial development within La Belle Iloise.

What did they like best? 

Participants particularly appreciated the concrete, actionable dimension of the workshops. They were able to apply best practices directly after the sessions. Peer-to-peer exchanges were also highly valued: in particular, they strengthened cohesion between managers, encouraged the sharing of experiences and collective problem-solving. What's more, the experience with Cléone at the café-théâtre was much appreciated for its unusual nature. Participants were able to discover a different, engaging approach to developing their assertiveness.

Now that the training is over, have you reached your objectives?

The training met our expectations in the short term. We are now planning to roll out a continuous training program for our managers, consisting of two to three modules per year. Our aim now is to integrate this format sustainably into the company. We want to create communities of managers and encourage the ongoing sharing of practices and tools observed during the course. What's more, feedback from the different cohorts could enable us to identify opportunities for developing our managerial practices. The NUMA tools and methods were particularly appreciated by the participants, and we therefore plan to integrate them more systematically into our management practices in the future.