FAQ

Always more questions than answers; there are. - Master Yoda

Improva Inc. Tailor-Made ImprovementFrequently Asked Questions

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About Improva Inc.

01
Is Improva Inc. a globally recognized company?

With over 20 years of experience in Leadership Development, Talent Management, Assessment Center and Business Coaching, Improva Inc. is an internationally recognized consultancy company. Improva Inc.’s clients in Europe have won two Association for Talent Development (ATD) Awards and one Stevie Gold Award in 2015 and 2022.

02
Why should we choose Improva Inc.? What are your differentiating advantages?

Improva Inc. is a successful and innovative HR consultancy pioneer with over 20 years of experience and over 200 clients. All of our consultants led multinational organizations, and we proudly serve various sectors, including aviation, manufacturing, finance, insurance, retail, telecom, and pharma. By merging engineering into behaviours, we can measure your return on investment and report your participants’ improvement. Our sessions are not lectures but interactive learning opportunities, blending theories with actionable solutions based on our real-life experiences.

03
Do you have Lunch&Learn, Webinar, Keynote Speeches and shorter programs?

Improva Inc. provides Lunch and Learn meetings on a given topic for your teams and delivers Keynote Speeches on various topics for your meetings and conferences. These topics include New Era Leadership, Change Leadership, Situational Leadership, Charisma, Talent Management, Feedback and Feedforward, Motivation and Performance Management.

Talent Management

01
What is Talent Management?

Talent Management is creating a talent map of the organization and taking action based on the requirements of each segment. The Talent Management process provides an opportunity to identify the talent in the organization and, thus, the ability to motivate, develop and retain them. Approaches like the 9-box Talent Management tool provide organizations with a map of different types of employees, making it easier to act according to their positions on the map, decide on career paths, and create succession and development plans. Please click here to learn more about our approach to Talent Management.

02
Is 9-box Talent Management efficient?

While companies have traditionally promoted high-performing employees, it’s important to note that high performance does not always correlate with leadership capacity. When combined with the necessary leadership skills, work performance is essential for success. The 9-box Talent Management provides a grid view of the employees based on their potential and performance, allowing for a more comprehensive evaluation. Dividing them into three levels, low, medium or expected and high, on both axes creates the organization’s 9-box Talent Management grid. This grid helps organizations make decisions regarding talent management and succession planning.

03
What is a three-dimensional approach to Talent Management?

Unfortunately, when located on the organization’s 9-box Talent Management grid, high-performing employees seen as the best candidates for promotion by their managers and themselves may not be nominated as talent. This is a problem from many perspectives. The high-performing employee doesn’t get the promotion, the manager blames HR for this decision, the morale and motivation of the high-performing employee drops, and the commitment to the system diminishes.

Instead of having one leadership potential dimension, our three-dimensional approach to Talent Management addresses the limitations of traditional methods. Rather than focusing solely on leadership potential, we consider three dimensions:

  1. Expertise Potential: Creating an expertise career path allows employees with deep expertise and high performance to excel.
  2. Managerial Potential: Employees with high performance and some managerial capacity to lead a smaller team to a given goal can follow a development path that emphasizes their managerial skills.
  3. Leadership Potential: This dimension focuses on developing leadership skills for individuals with the capacity to lead an organization’s future.

By mapping employees in three dimensions, we can design tailored development plans and actions that lower development costs and increase motivation, commitment, and retention rates. Please click here to learn more about our approach to Talent Management.

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Coaching

01
What is the difference between coaching and mentoring?

Mentorship derives from the name “Mentor” in the epic novel Odyssey. When Odysseus had to go to war against Troy, he asked his trusted adviser to teach all he knew to his son Telemachus. Therefore, a mentor is a master or trusted adviser who imparts knowledge and expertise. Conversely, coaching originated from the Hungarian word “kocsi,” meaning coach or carriage. Once, these horse carriages were built in Hungary but used all over Europe. Just as a coach helps a journey, a coach helps individuals transform into a better version of themselves.

02
Can we approach business coaching and mentoring as an in-house activity performed by internal coaches or mentors?

Certainly! In-house business coaching can be cost-effective when performed by well-trained coaches or mentors. However, it’s important to ensure that coaching is a well-defined approach carried out by managers with the necessary coaching skills.

Some companies have certified some of their managers to coach other employees, while others have established internally trained and experienced managers to coach or mentor newly promoted managers. Our Shadow Coaching process has been recognized by the Association for Talent Development (ATD) and provides excellent support for those who want to make coaching a daily internal process. For more information, please see our Shadow Coaching section.

03
What is shadow coaching, and why is it important?

Shadow coaching is our unique solution to foster in-house coaching abilities. While many managers claim to coach their employees, they often end up focusing on performance follow-up, feedback, and motivation. With the new generation taking responsibilities in various positions, it’s essential for managers to develop coaching abilities that encourage creative approaches to daily business. This allows them to look behind the daily pitfalls of performance issues and translate them to their behavioural counterparts.

To instill this skill, we start with training the managers on necessary coaching skills. Then, just like their shadows, we join their coaching sessions with their personnel, watch them, and if they request, we coach their personnel while they are watching. This two-way coaching is followed by taking the employee out and coaching the manager about their exhibited coaching skills. We repeat this sequence over time to facilitate development. Shadow coaching allows us to observe coaching sessions, identify areas for improvement, and provide guidance. Our Shadow Coaching process has been recognized globally with an Association for Talent Development (ATD) award. You can check out our approach to Shadow Coaching here.

Leadership Development

01
What is a Leadership Development Programme?

Leadership Development is a programme designed to take a leader on a journey to excel in leadership skills. While different program designs exist, one of the most common approaches involves three areas: managing the future, engaging people in this future, and delivering results to achieve the target. Another typical leadership development program includes managing oneself, managing people, and managing business.

02
What is the best approach to leadership development?

First, it’s important to remember that adults learn differently than children. Ad hoc sessions can be fun and share information but do not provide behavioural change. Learning, as a process rather than ad hoc sessions, offers continuous learning opportunities with on-the-job activities, parallel projects, teamwork sessions, case studies, and shared responsibilities. Our brain needs practice, repetition, and failures to learn and turn behaviours into habits. Therefore, leadership development should be an ongoing routine, like a process, rather than a condensed session.

Second, it’s essential to recognize that not everyone needs to be a leader. It’s ideal for everyone to become their own leader and contribute to a brighter future. However, we also need firefighters, subject matter experts and managers, just as we need leaders. In our three-dimensional Talent Management Approach, we divide the organization into three levels from the potential perspective: Experts, Managers and Leaders. We apply this approach in our leadership development practice, which also includes three layers.

  1. Cultural and Essential Tools Development: Applicable to all target groups.
  2. Management Development Tools Layer targets the individual managerial toolkit for all levels of managers who are intended to lead a group of people to a given task.
  3. Leadership Skills Development focuses on existing and future leaders and their unique skill sets. This is a subset of the second group and needs extra skills.

Throughout the process, we encourage discussions, shared experiences, and showcasing their best practices, achievements, and future plans to higher management and peers.

For more information, you can check out our leadership development programme here.

03
Can we combine all management training sessions into one or two weeks of condensed learning program?

Financial institutions, sales organizations, and manufacturing companies have been using this method for a long time, and it has proven beneficial in teaching technical knowledge, their ways of doing things, the company culture, how to answer a specific customer enquiry, etc. If we are talking about leadership skills, acting according to a textbook may not be possible due to the different nature of people and the vast number of scenarios happening around us. Participants should study, practice in a safe classroom environment, debate and then practice in real life, discuss, observe others, read, discuss again, practice again, ask questions and with repetition, learn, which means in a development process rather than a condensed session.

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Assestment Center

01
What is the difference between an assessment center and a development center?

The definition of the assessment center is similar to that of the development center. Both are designed to audit the competencies of the participants under given circumstances.

However, there is a slight difference in their designs. Assessment Centers are intended for selection purposes. They plan to choose the best candidate among others with the desired behaviours and skills. This selection can be for recruitment purposes or promotional purposes.

Development Centers, on the other hand, intend to increase the awareness of the participant and about the participant. They are designed to measure the person’s behaviours under stressful situations and identify the strengths and weaknesses so that further plans for promotions, career and succession planning, training, coaching, or similar can be made meticulously.

Please click here to learn more about our approach to Assessment Centers.

02
We are using well-known personality assessment tests for recruitment and promotions. Why do we need assessment centers?

Personality inventories or personality assessment tests measure a person’s intentions, inclinations, and behavioural preferences. While they can provide quick and good results with a lower price tag, they have two significant disadvantages.

  1. Knowing and doing are different: Personality assessments cannot measure real-life outputs. For example, even if a person is keen on being systematic and managing time, they may not know how to do it, resulting in problematic daily outcomes. When stress is added to these situations, the output can drastically differ.
  2. Alignment with Unique Requirements: Personality inventories can measure a person against a well-designed prototype, but they cannot measure their alignment with the company, other managers, or higher executives’ unique requirements, values, and culture.

Please click here to learn more about our approach to Assessment Centers.

03
We want to improve our sales team’s skills to increase their performance. How can we increase the effectiveness of our sales team?

If your sales team hasn’t had sales training, it is best to start with basic and advanced sales training after defining your processes, incentives, target setting, and follow-up process. If your team has had previous training, we recommend assessing their individual development needs and identifying common mistakes in the process. This will allow you to redefine your sales process and plan need-based training sessions accordingly. Our Sales Team Assessment and the following Sales Training modules are designed to provide spot-on sales force development.

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