Interview with Vanessa Bremond, HR Development & Learning Manager at Moët Hennessy. In 2023, Moët Hennessy is rolling out a major program for its IT teams to support their skills development around four main pillars: architecture, data, innovation and soft skills. With regard to this last pillar, the Learning team decided to call on NUMA to strengthen its IT teams in two key skills: the art of storytelling and impactful communication. Read his feedback on our collaboration. 

In what context did you deploy NUMA training? 

This training is part of a transformation initiated by our CIO on his arrival in 2019. This transformation has led to a profound reorganization, with the definition of new roles and responsibilities that are fully in line with the Moët Hennessy roadmap. 

To support this, our CIO raised the need to collectively raise our skill levels in several areas. Working groups were set up to identify the essential skills to be developed around 4 pillars: architecture, data, innovation and soft skills. A working group led by the Learning team, made up of pillar managers and employees, helped to identify new priorities for skills development, which the Learning team then translated into strategic needs. Collaboration and communication proved to be the fundamental pillars of Soft Skills to be developed in all our employees.

Can you describe the mission entrusted to NUMA?

The program deployed with NUMA focused on this Soft Skills pillar for our IT teams. We wanted our employees to become true business partners, and to master the art of storytelling to captivate and convince their internal contacts (sales teams, management, external partners, etc.). We therefore rolled out the Pitch training course - The keys to winning over your project in 5 minutes - to all our IT staff (around 250 people). 

What criteria made the difference in choosing NUMA? 

I took part in a training session at LVMH during which Anselme Jalon spoke. At the time, we were in the middle of thinking about this program, and in particular about the choice of training partner to accompany us. So Anselme Jalon's presentation came at just the right time. 

The organization of our teams is characterized by its international dimension, which made the use of distance learning essential. One of the decisive criteria was the remote format of the sessions. The ability torun sessions in both English and French was also essential. 

Also, it's important to remember that for our first wave ofupskilling, our employees have to attend an average of ten training sessions over a period of one to one and a half years. So I was looking for short, concrete and engaging formats.

Last but not least, I wanted flexible content that, although existing, could be adjusted to better suit our specific context. Your ability to adapt also convinced me. 

What did you like best about working with us?

The NUMA team provided us with excellent support throughout the deployment of this program, from the initial discussions right through to project closure. During the latter, we even took the time to analyze the results and plan what to do next - which was very useful in setting in motion a new action plan.

A more original point that really interested me was your practice of asynchronous communication, which is very different from our usual way of working. So it was an opportunity for me to discover and experiment with another way of working together. 

What actions have you taken to engage your managers (90% participation rate)? 

In order to engage our managers from the outset, we implemented several actions as part of thisupskilling project. In June and July 2023, we presented the project to the entire management line, after having obtained validation from the CIO and his management team. I then met all the teams to present the project to the managers.

Then, from September to October, roll-out sessions were organized for employees to help them understand the project's philosophy, overall vision and various stages. Each employee then received his or her individualupskilling plan, based on a skills map and individual needs assessment, which enabled training plans to be adjusted.

And what did they like best?

They all really appreciated the dynamism of coach Sarah, who led the whole course. In addition, many of them told me that they particularly liked the very concrete tools they were given, which made it easier for them to put them into practice. This played a big part in keeping them engaged throughout the program. 

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

I consider that the objective of a training course is achieved when the techniques learned become a reflex for our employees in new situations. Currently in the talent review phase, I've noticed that some employees are applying these new techniques during team meetings and managerial presentations, on both the IT and business sides. In my opinion, it's the best indicator of success to see that it's being applied directly. Some have even prepared their pitches for VivaTech using these new techniques!

However, there is still work to be done to reinforce these skills. Looking back, I think it would have been a good idea to provide a summary sheet with practical tips. This could always be beneficial in anchoring the skills acquired in the months to come.