‍What is the background to the project with NUMA for your first-time managers?

At Janssen, our ambition was to develop the management culture and management practices of tomorrow. To this end, we have drawn up a skills framework and defined the managerial culture towards which we want to move. In addition, in 2022, 21 first-time managers (first management experience) were appointed, i.e. 20% of all our managers. NUMA therefore intervened at that time within a tailor-made course to train this population throughout the year 2022-2023.

Our objective was to accelerate the success of their new positions at a time of increased activity and competitiveness. The approach we established with NUMA was to integrate key management skills (managerial posture, FB, 1/1, motivation, etc.) into this customized managers' course, complementing other teaching methods. It was the combination of these different elements that made the project a success, as well as the deployment timed to coincide with Janssen's managerial performance and development highlights.

What were your challenges and goals with this training? 

As the participants were first-time managers, we were starting from scratch and wanted a program that would allow them, regardless of their professional background, to gain time in their new position by mastering the first managerial rituals that they would be required to experience.

We had to accelerate the process of taking up a position, align managerial practices and a common language, and involve the N+1s in monitoring the increase in skills after training.

How did NUMA manage to adapt to your needs and your own operation?

Each skill in the program was carefully selected and then sequenced in a specific order based on the managerial situations they would encounter in their new positions. We have also set up a rolling training program that adapts to the managerial highlights of the year: for example, the graduating classes launched in June started with the Difficult Conversations topic in anticipation of the mid-year interviews.

In short, NUMA was able to demonstrate a great deal of adaptability and listening skills in order to finally design a program that specifically meets our challenges and practices.

What have you put in place internally to create a group dynamic? 

We succeeded in doing something that we are proud of beyond the program: creating a promotional effect, a climate of trust between the participants, in which they share and help each other freely. Even though the program is over, this dynamic continues through codev sessions, because they have realized that they have common problems and that they can contribute a lot to each other.

To achieve this, several initiatives have been put in place:

1 - An initial launch with the codir and directors to open enrollment according to specific criteria and align with the definition of a first manager to ensure that we have the right profiles in each class.

2 - A kick-off to get the participants' N+1 on board with a transparent sharing of mutual expectations. It was at this point that we made them aware of their responsibilities by asking them to prioritize this training in the agenda of their first managers.

3 - A promo kick off to meet and get to know each other before getting down to business.

4 - And finally, the commitment of the N+1 in the post-training follow-up to anchor the skills acquired by their employees "on the job" via observation and feedback.

What did you like most about working with the project team?

The framing phase with NUMA upstream is very valuable. We make a very complete inventory to allow an understanding of our stakes and needs: we take stock of the company culture, specific practices, and we take the time to address the questions theme by theme.

It allows us to frame the need and internally it forces us to have the discussion, to formalize, to ask ourselves questions. Thanks to this moment, we cover at least 80% of the situations, we know where we are going and if we are in the right place. It's very comfortable for the client, especially since it's quite rare and I personally believe in the fact that a poorly born project is a failed project.

What was the most important aspect of the program for your employees? 

The NUMA pedagogy and the short workshops do not leave any room for superfluity. Moreover, the cases echo the daily life of the participants and are very effective. I was able to observe this during the mid-year interviews, which were particularly well conducted: easy when you are prepared for the worst scenarios in training.

And finally, the articulation of the different modalities, the coaches and the addition of coaching between sessions were decisive in the appreciation of the program.

Did you achieve your goals with this training? How could you go further?

We can say that we had a great success with no less than 95% satisfaction. Apart from a few minor adjustments (taking into account the intergenerational dimension and promoting inclusion), we will make this program a regular feature for all our future first-time managers.

The fact that the codev was approved at the end of the program is a significant indicator of success: the participants have developed a taste for working and for collective reflection on their daily managerial problems.