Didier Demange: Building Sustainable Success in HR through Lasting Collaboration and Open Communication

Didier Demange had an unusual career path, moving from television and law to discovering his true passion: HR. The joy of supporting and guiding people, resolving conflicts and creating constructive work environments convinced him that this is the field where he can make a difference.

One of the biggest challenges was managing a restructuring process that involved layoffs. A difficult process, which is rarely talked about, but from which he understood that the “why” of actions, their careful planning, open communication and resilience are fundamental.

Didier’s values ​​outline a people-centred approach, open communication, continuous learning and diversity and inclusion. He emphasizes how important it is to create an environment where people feel valued and valued.

Didier proposes a courageous approach in people management, based on the balance between the needs of the company and those of the employees. And for young people his advice is simple: find your passion, don’t be afraid of failure and be proactive!

C&B: You’ve had an unconventional career journey, moving from television and law to HR. What made you realize that HR was your true passion, and how did this diverse background shape your approach to people management?

Didier Demange: My unconventional journey from television and law to HR stems from a fundamental passion for understanding human dynamics. In television, I learned the art of storytelling and communication, while my legal background provided a structured approach to problem-solving and understanding organizational frameworks. These experiences converged in HR, where I realized that people are not just resources, but the core narrative of any successful organization. The transition wasn’t just a career shift, but a profound recognition that my skills in storytelling, legal analysis, and interpersonal communication were perfectly suited to people management. My diverse background allows me to approach HR strategically – viewing employees not as static entities, but as complex individuals with unique potential and challenges.

C&B: One of the most challenging experiences you’ve had was managing a restructuring process that involved layoffs. What did you learn from this difficult task, and how do you ensure open communication and resilience during such times?

Didier Demange: Layoffs represent one of the most emotionally challenging experiences in HR, requiring a delicate balance between business necessity and human compassion. My approach is rooted in three fundamental principles: transparency, empathy, and strategic support.

Managing layoffs is probably one of the hardest tasks an HR professional can face. I learned that by treating everyone with respect and providing clear information, I could help mitigate the negative impact. To ensure open communication during such times, I prioritize regular updates, transparent decision-making, and opportunities for employees to share their concerns. It’s crucial to communicate openly with employees about why these decisions are being made while still showing compassion for those affected as well as to those who are not affected. Building resilience involves creating a supportive environment where employees feel heard and respected, even during difficult transitions.

The most critical lesson from managing this challenging process was that layoffs are not just a business decision, but a deeply human experience. Success is measured not just by cost-saving metrics, but by how compassionately and professionally the transition is managed.

C&B: You emphasize the importance of creating a workplace where people feel valued and appreciated. How do you practically implement this in a company, especially during periods of organizational change?

Didier Demange: Creating a workplace where employees feel valued and appreciated is especially important during periods of organizational change, as uncertainty can lead to anxiety and disengagement. To create a positive environment, it’s crucial to prioritize open communication. Leaders and HR should be transparent about the reasons for the change, its impact, and the progress being made. Regular updates and opportunities for employees to ask questions help build trust and reduce uncertainty. This could take the form of Employees All Hands, Team or business meetings. The cadence is also important, not too much, not too few…it is as real marketing exercise to communicate right, especially in times of change!

Involving employees in decision-making is another effective approach. By seeking their input on how changes can be implemented, employees feel more engaged and part of the process rather than passive recipients of decisions. You can for example create working group on a specific topic is a good way to responsible the employees and have their buyins in the transformation.

Providing support is essential as well, whether through training programs, flexible work arrangements, or mental health resources, ensuring that employees feel equipped to navigate the transition.

Last but not least, celebrating small wins along the way helps maintain momentum and morale. Indeed, recognition also plays a key role in maintaining morale. Acknowledging employees during transitions—whether through formal rewards or informal gestures like personalized thank-you notes—reinforces their value to the organization.

C&B: What role does diversity and inclusion play in your people management strategy, and how do you ensure that diverse voices are heard and respected within the teams you manage?

Didier Demange: Diversity and inclusion are central to my people management strategy because they drive innovation, engagement, and organizational success. A diverse team brings a wide range of perspectives, experiences, and ideas, which enhances problem-solving and creativity. Inclusion ensures that these diverse voices are not only present but also heard, respected, and valued in decision-making processes. To ensure diverse voices are heard, I prioritize creating a culture of open communication where all team members feel safe sharing their ideas. This involves actively listening to different perspectives and encouraging participation in discussions. Regular feedback sessions and inclusive meetings help to create an environment where everyone feels empowered to contribute. Additionally, I implement initiatives such as diversity training and mentorship programs to address unconscious bias and promote cultural competency. These efforts are supported by setting clear diversity and inclusion goals within the team, ensuring that progress is measured and celebrated. By embedding diversity and inclusion into the core of team dynamics, I aim to create a workplace where every individual feels valued for their unique contributions, which in turn leads to higher employee engagement, retention, and overall performance!

C&B: You’ve often spoken about the importance of balancing the needs of the company with the needs of its employees. How do you approach this balance, especially in times of crisis or rapid growth?

Didier Demange: Balancing the needs of the company with the needs of its employees is essential for long-term success, and it becomes even more critical during times of crisis or rapid growth. My approach to this balance is rooted in the belief that the two are interconnected — companies thrive when their employees are supported, and employees perform best when they feel aligned with the company’s goals. During crises or periods of rapid expansion, I prioritize clear communication and transparency. It’s important that employees understand the challenges or opportunities facing the company and how their roles contribute to addressing them. This helps to create a sense of purpose and shared responsibility, which can be motivating even in difficult times. At the same time, I remain attentive to employee well-being. In times of crisis, stress levels can rise, so I focus on providing resources like regular check-ins, meetings where everyone is free to express their views… to ensure employees feel supported. During rapid growth, I make sure that workloads are manageable and that employees have access to professional development opportunities to grow alongside the company. Ultimately, balancing these needs requires flexibility and empathy. By listening to employees’ concerns while keeping business objectives in mind, I aim to create an environment where both can thrive.

C&B: As someone who values continuous learning, how do you foster a culture of ongoing development within the teams you work with?

Didier Demange: Fostering a culture of continuous learning is essential for both individual and organizational growth. To achieve this, I start by embedding learning as a core value within the team. This means encouraging curiosity, promoting a growth mindset, and ensuring that learning is seen as an ongoing process rather than a one-time event. I lead by example, demonstrating my own commitment to learning and encouraging others to do the same. I also prioritize creating accessible and diverse learning opportunities tailored to different needs and preferences. This includes offering formal training programs, mentorship opportunities, and informal learning through knowledge-sharing platforms or peer-to-peer collaboration, as well as participating to conferences like Smart HR. By integrating learning into daily workflows—whether through microlearning, cross-functional projects, or regular feedback sessions—I ensure that development becomes part of the team’s routine. Moreover, I emphasize the importance of recognizing and celebrating learning achievements. Acknowledging employees’ efforts not only motivates them but also signals that continuous improvement is valued. Finally, I foster an environment where everyone feels safe to experiment, learn from failures, and share their insights, which enriches the collective knowledge of the team and drives innovation. As we say sharing is caring, we should never be shy away to share our knowledge!

C&B: You believe in open communication as a foundation for successful HR practices. How do you build a culture of transparency within an organization, and how does this impact employee trust and engagement?

Didier Demange: Building a culture of transparency is essential for fostering trust and engagement within an organization. To achieve this, I focus on creating open lines of communication at all levels. This starts with leadership setting the tone by being honest and forthcoming about the company’s goals, challenges, successes but also failure or lets say lesson learned! Regular updates, whether through town halls, newsletters, or team meetings, ensure that employees are kept informed about key developments and understand how their work contributes to the bigger picture. I also encourage two-way communication by creating platforms where employees feel comfortable sharing their ideas, concerns, and feedback. This could be through anonymous surveys, open-door policies, or structured feedback sessions. When employees see that their input is valued and acted upon, it reinforces their sense of ownership and involvement in the organization’s success. Transparency also extends to decision-making processes. By explaining the rationale behind key decisions—especially those that impact employees directly—leaders can reduce uncertainty and build trust. When employees understand why certain actions are taken, even difficult ones like restructuring or business strategy changes, they are more likely to stay engaged and supportive. Ultimately, a transparent culture fosters trust, which leads to higher employee engagement, better collaboration, and a stronger sense of community within the organization.

C&B: What advice would you give to leaders who are facing difficult decisions, such as layoffs or restructuring, on how to handle these situations with empathy and professionalism?

Didier Demange: When leaders face difficult decisions like layoffs or restructuring, it is crucial to handle these situations with empathy and professionalism to minimize the emotional and operational impact. First, transparent communication is key. Leaders should be honest about the reasons behind the decision, explaining the business challenges that necessitate such actions. This helps employees understand the broader context and reduces feelings of betrayal or confusion. Empathy should be at the forefront of every interaction. Leaders must acknowledge the emotional toll layoffs take on affected employees and those who remain. This can be done by delivering the news personally and privately, allowing space for employees to process their emotions, ask questions, and express concerns. Offering support, such as severance packages, outplacement services, or mental health resources, can help ease the transition for those leaving. For remaining employees, leaders need to address “survivor guilt” by reassuring them of their value to the organization and providing clear direction on how the company will move forward. Regular follow-ups and open communication post-layoff are essential to rebuilding trust and maintaining morale.

I want also here to be a bit provocative….while the above is important from a pure human point of view, we also have to protect the company. Hence, it is very important to be prepared thoroughly and ensure that all the angles are covered, especially from a legal point of view. Because, yes, whether we like it or not, at the end of the day…it is a legal process. So, we cannot only believe that being open and empathic will solve the issue.

C&B: For young professionals, you encourage finding their passion and not fearing failure. What steps can they take to discover their passion and how should they handle setbacks in their early careers?

Didier Demange: For young professionals, discovering their passion and handling setbacks are crucial steps in building a fulfilling career. The first step to finding passion is self-reflection. It’s important to explore what excites you, what activities or subjects energize you, and what you naturally gravitate toward. Reflect on past experiences—whether from childhood hobbies, school projects, or early job roles—that brought you joy or a sense of accomplishment. This introspection can help identify areas of interest that could lead to a career path aligned with your passions.

Once you’ve identified potential passions, the next step is exploration. Experiment with different roles, industries, or projects through internships, volunteering, or side projects. This hands-on experience will give you a clearer sense of whether your interests align with the realities of certain career paths. Networking and seeking mentorship from professionals in fields that interest you can also provide valuable insights and guidance.

When it comes to handling setbacks, it’s essential to view them as learning opportunities rather than failures. Early in your career, setbacks are inevitable, but they are also moments for growth. Embrace challenges with resilience, adapt your approach based on lessons learned, and remain open to change. Remember that career paths are rarely linear, and persistence, continuity and consistency are key to long-term success.

C&B: At SMART HR 10, you discussed about transforming collaboration into a sustainable result. What are the key elements of building strong, lasting collaboration in a way that benefits both the organization and its employees?

Didier Demange: Building strong, lasting collaboration within an organization requires several key elements that benefit both the company and its employees. First, open communication is essential. A culture where employees feel safe sharing their ideas, questions, and concerns promotes trust and transparency. This openness encourages diverse perspectives, which leads to more creative solutions and better decision-making. Second, trust is a foundational element of collaboration. When teams trust each other, they are more inclined to work together effectively and share responsibilities. Trust also reduces silos within the organization, allowing for smoother cross-functional collaboration. This not only boosts productivity but also enhances employee morale and engagement. Third, clear goals and shared purpose help align team efforts. When employees understand how their collaborative work contributes to broader organizational objectives, they feel a stronger sense of purpose, which increases motivation and commitment. Lastly, recognizing individual strengths within teams is crucial. By leveraging the unique skills of each team member, collaboration becomes more efficient and rewarding for everyone involved. This approach not only improves performance but also creates a sense of belonging and value among employees.