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When Be School, celio’s in-house training program, was launched, the company sought to put training and HR development back at the center of its strategy. To meet this need, celio partnered with NUMA to design and roll out the “Manager Mindset” program for three distinct groups of managers with very different work environments: headquarters, the warehouse, and the store network.
In this context, Marie Karine Tibi, HR Director, and Coraline Perlini, HR Development Manager at celio, discuss the program and this collaboration. What is the goal of this rollout? To build a common managerial foundation across the entire organization, without erasing the unique culture of each business unit. It aims to help managers take a step back, better support their teams, and adapt their practices to the realities on the ground.
We wanted to standardize management practices at Celio, provide our managers with practical tools, and clarify what we expected of them in their roles: to take a step back, better support their teams, and communicate company decisions more clearly.
The program was developed in collaboration with the HR teams and members of the Executive Committee. We sent them a questionnaire—developed with NUMA—to identify the topics that needed to be addressed first. The NUMA teams then drew on real-life situations experienced at Celio to develop case studies that directly resonate with managers.
Before the rollout, we also presented a condensed version of the program to the members of the Executive Committee. The goal was not to train them, but to help them understand what would be offered to managers and to ensure a consistent internal message.
We started with managers at headquarters, some of whom hadn't received management training in a long time. Since the initial feedback was very positive, we expanded the program to managers at the logistics warehouse and then to the store network.
The program was tailored to each group. For managers at headquarters and in the field, it included several workshops spread out over several months, culminating in a final presentation before a panel and the awarding of a certificate. For logistics managers, the format was more intensive, with workshops concentrated into a shorter period.
We also tailored the selection of trainers to each job role. For warehouse managers, we worked with a trainer who is familiar with that environment and its challenges, since day-to-day operations differ between headquarters and a warehouse.
I participated in the first Manager Mindset cohort at headquarters to form my own opinion and make adjustments, if necessary, for subsequent cohorts. At Celio, we need to experiment with our partners: a presentation can be very convincing, but it’s putting it into practice that makes the difference.
We also greatly appreciated the continuity of the support. Valerie Abehsera, the coach we work with regularly, is now very familiar with celio. She has spoken with our CEO and several members of the company, which has given her a good understanding of our culture and the challenges we face, and has made it easier for her to interact with the participants.
The first key strength was collaborative development. We were able to tailor the content, case studies, and formats to our needs, while maintaining our culture and way of working.
We also appreciated how NUMA’s work complemented that of our in-house experts. Some topics are best handled by people who are directly familiar with our organization, while others benefit from an outside perspective. This approach allows us to combine both perspectives.
The participants really appreciated the teaching approach. The workshops are not top-down: theory is used to shed light on what the participants have just experienced through role-playing exercises. The scenarios are directly related to their daily lives, so they never remain abstract, and the participants leave with tools they can apply as soon as they return to work.
We produced several videos to announce the launch of Be School and showcase the training programs, including Manager Mindset. The involvement of business unit leaders in these programs was also a key to success.
We presented Manager Mindset as a program for which participants were fortunate to be selected. Participants were identified by their managers and HR teams, particularly during People Reviews. The program was not mandatory, which reinforced the idea that it was a development opportunity.
At Celio, employees are generally interested in training programs. As a result, we have not encountered any particular difficulties regarding participation or absenteeism.
Participants really appreciatedbeing able to mingle with people from other fields. At headquarters, employees run into each other regularly, but they don’t always have the opportunity to truly connect with colleagues from other teams. The workshops created this space for meeting and discussion.
This momentum then continued with peer coaching sessions. In small groups of four, each participant can present an issue and benefit from the ideas and feedback of the other participants.
The format was so well-received that we decided to make it a regular feature: as part of the program, we now reserve a room once a month so that participants can get together and discuss their topics. This is an outcome we hadn’t anticipated, but it shows that the program has created something that goes beyond the workshops themselves.
We have almost achieved our goals. We are still training managers at headquarters, with Cohorts 5 and 6 set to begin soon. Once this group has been trained, we will continue the program for new managers joining Celio.
The program has also evolved over the course of the cohorts: the content offered to Cohorts 1 and 2 is not exactly the same as that offered to Cohorts 5 and 6, as we have adjusted it based on participant feedback and our changing needs.
The role of internal teams has also grown over time. The program now strikes a balance between workshops led by NUMA and sessions led by our own experts, which allows us to maintain an outside perspective while preserving Celio’s unique culture and practices.
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When Be School, celio’s in-house training program, was launched, the company sought to put training and HR development back at the center of its strategy. To meet this need, celio partnered with NUMA to design and roll out the “Manager Mindset” program for three distinct groups of managers with very different work environments: headquarters, the warehouse, and the store network.
In this context, Marie Karine Tibi, HR Director, and Coraline Perlini, HR Development Manager at celio, discuss the program and this collaboration. What is the goal of this rollout? To build a common managerial foundation across the entire organization, without erasing the unique culture of each business unit. It aims to help managers take a step back, better support their teams, and adapt their practices to the realities on the ground.
We wanted to standardize management practices at Celio, provide our managers with practical tools, and clarify what we expected of them in their roles: to take a step back, better support their teams, and communicate company decisions more clearly.
The program was developed in collaboration with the HR teams and members of the Executive Committee. We sent them a questionnaire—developed with NUMA—to identify the topics that needed to be addressed first. The NUMA teams then drew on real-life situations experienced at Celio to develop case studies that directly resonate with managers.
Before the rollout, we also presented a condensed version of the program to the members of the Executive Committee. The goal was not to train them, but to help them understand what would be offered to managers and to ensure a consistent internal message.
We started with managers at headquarters, some of whom hadn't received management training in a long time. Since the initial feedback was very positive, we expanded the program to managers at the logistics warehouse and then to the store network.
The program was tailored to each group. For managers at headquarters and in the field, it included several workshops spread out over several months, culminating in a final presentation before a panel and the awarding of a certificate. For logistics managers, the format was more intensive, with workshops concentrated into a shorter period.
We also tailored the selection of trainers to each job role. For warehouse managers, we worked with a trainer who is familiar with that environment and its challenges, since day-to-day operations differ between headquarters and a warehouse.
I participated in the first Manager Mindset cohort at headquarters to form my own opinion and make adjustments, if necessary, for subsequent cohorts. At Celio, we need to experiment with our partners: a presentation can be very convincing, but it’s putting it into practice that makes the difference.
We also greatly appreciated the continuity of the support. Valerie Abehsera, the coach we work with regularly, is now very familiar with celio. She has spoken with our CEO and several members of the company, which has given her a good understanding of our culture and the challenges we face, and has made it easier for her to interact with the participants.
The first key strength was collaborative development. We were able to tailor the content, case studies, and formats to our needs, while maintaining our culture and way of working.
We also appreciated how NUMA’s work complemented that of our in-house experts. Some topics are best handled by people who are directly familiar with our organization, while others benefit from an outside perspective. This approach allows us to combine both perspectives.
The participants really appreciated the teaching approach. The workshops are not top-down: theory is used to shed light on what the participants have just experienced through role-playing exercises. The scenarios are directly related to their daily lives, so they never remain abstract, and the participants leave with tools they can apply as soon as they return to work.
We produced several videos to announce the launch of Be School and showcase the training programs, including Manager Mindset. The involvement of business unit leaders in these programs was also a key to success.
We presented Manager Mindset as a program for which participants were fortunate to be selected. Participants were identified by their managers and HR teams, particularly during People Reviews. The program was not mandatory, which reinforced the idea that it was a development opportunity.
At Celio, employees are generally interested in training programs. As a result, we have not encountered any particular difficulties regarding participation or absenteeism.
Participants really appreciatedbeing able to mingle with people from other fields. At headquarters, employees run into each other regularly, but they don’t always have the opportunity to truly connect with colleagues from other teams. The workshops created this space for meeting and discussion.
This momentum then continued with peer coaching sessions. In small groups of four, each participant can present an issue and benefit from the ideas and feedback of the other participants.
The format was so well-received that we decided to make it a regular feature: as part of the program, we now reserve a room once a month so that participants can get together and discuss their topics. This is an outcome we hadn’t anticipated, but it shows that the program has created something that goes beyond the workshops themselves.
We have almost achieved our goals. We are still training managers at headquarters, with Cohorts 5 and 6 set to begin soon. Once this group has been trained, we will continue the program for new managers joining Celio.
The program has also evolved over the course of the cohorts: the content offered to Cohorts 1 and 2 is not exactly the same as that offered to Cohorts 5 and 6, as we have adjusted it based on participant feedback and our changing needs.
The role of internal teams has also grown over time. The program now strikes a balance between workshops led by NUMA and sessions led by our own experts, which allows us to maintain an outside perspective while preserving Celio’s unique culture and practices.
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