Understanding leadershipJuly 4, 2023

INQA Coaching: A new funding programme for small and medium-sized enterprises

Current challenges for SMEs:

Digitalisation, demographic change, sickness-related bottlenecks and skills shortages — the technological and staffing challenges for companies are many. Recruiting and retaining skilled staff are cross-sector challenges. Small and medium-sized enterprises (SMEs) often lack the resources to try out innovative ideas, respond with tailored strategies and find appropriate solutions.

What is "INQA Coaching"?

For this reason the Federal Ministry of Labour, together with the European Social Fund, has for several years offered programmes that allow SMEs to use consulting services at heavily reduced prices. The latest funding programme is "INQA Coaching", launched by the New Quality of Work (INQA) initiative. It is funded by the Ministry of Labour and the European Social Fund.

Predecessor programme "unternehmensWert:Mensch"

As a consultant and business coach I have for many years helped companies master challenges in leadership, human resources development and digitalisation. Within funding programmes for SMEs I have also worked in medical and care sectors. With the new "INQA Coaching" programme the funding framework has expanded. The following now applies:

The "INQA Coaching" funding framework

Companies with up to 249 employees can engage authorised coaches who, together with staff, start agile coaching projects according to the company's needs. Up to 12 daily rates of €1,200 within six months can be claimed. Programme funds then reimburse 80% of costs.

Consulting topics

Possible consulting topics are wide-ranging:

Examples of INQA Coaching projects

Are you an SME? Then you can claim state-funded consulting. I am happy to support you personally:

For example, in agile work phases together with me as an authorised INQA coach you can test your digitalisation ideas and set the key milestones for digital efficiency.
Or we jointly develop innovative strategies for developing your people.
I help you improve leadership quality in your company.
You reduce sickness absence and attract new staff by increasing motivation and work quality.
With knowledge management strategies you strengthen employee competencies and keep important know-how in the company.

How does an INQA Coaching project run?

Step 1: After an initial meeting the coach goes with the company representative to the INQA initial advisory office. After formal checks the company receives the coaching voucher and work can begin. Step 2: Within 4–7 months INQA Coaching then takes place on site with up to 12 consulting days at €1,200 each (details explained below). Step 3: When coaching ends, the application for cost reimbursement is submitted. The coach usually collects all documents and prepares the application for the company. Step 4: After 3–6 months a closing meeting with the initial advisory office takes place where the company reports progress achieved through coaching.

The role concept in INQA Coaching

The INQA coach acts as moderator, coordinates the project and ensures documentation (important for the subsequent reimbursement application). The lab team does the innovative project work, made up of employees from areas relevant to the project topic. Management and (where present) the works council form the steering team, which gives direction only at specific points. This role concept ensures employees are involved and contribute expertise from practice. Practical knowledge from "on the ground" flows into the project, so acceptance of new processes is high. An INQA coach project thus differs clearly from conventional consulting where only consultants, management and a few managers set the course.

Agile project work

INQA Coaching has three work phases with tasks before and after:

After initial advisory and issue of the coaching voucher, project work begins on site. The INQA coach first interviews management and selected experts to define the project goal and select lab team members.
A kick-off meeting follows where all participants agree project goals and discuss the following work phases.
Work phase 1 starts with a planning session where the lab team plans its steps.
After about one month an evaluation session is held where the lab team compiles and discusses results.
Results are presented to the steering team, which may adjust direction.
Results of the steering meeting are compiled in a progress report.
Planning for work phase 2 follows, again lasting about one month.
Results of phase 2 are again assessed by the steering team and direction may be reset.
Work phase 3 begins with a third planning session with the same flow as before.
A final evaluation session follows, on the basis of which the INQA coach writes a closing report.
With protocols and progress reports the reimbursement application is submitted and the INQA coach's work ends.
After 3–6 months a closing conversation between company and initial advisory office takes place.

Assessment of agile project work

Such a strict systematic approach cannot always be fully guaranteed in practice. My experience shows major benefits for the company when this approach is followed as closely as possible:

Employee expert knowledge can flow unhindered into the project. That greatly increases the innovativeness of solutions and minimises errors that occur when only consultants and managers run the project.
Competencies and awareness of process responsibility grow among participating employees. Agile projects are thus also an investment in human capital.
Clear separate work phases with assessment by the steering group — where management is represented — allows the lab team to work freely without management interference, while also requiring the lab team to conclude, document and present results at set times. Unlike many conventional projects, work cannot continue endlessly without concrete results.

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