Counselling of Employees for better output
- 1. The Use of Counseling and The Use of Counseling and Discipline to Improve Discipline to Improve Employee Productivity Employee Productivity
- 2. Counseling vs. Discipline Counseling vs. Discipline Counseling Counseling • Face-to-face Face-to-face communication communication • Conducted by Conducted by supervisor supervisor • Usually, first form of Usually, first form of action action Discipline Discipline • Penalization Penalization • Conducted by Conducted by Human Human Resources Resources • Typically, second form Typically, second form of action of action (if counseling fails) (if counseling fails)
- 3. Role of the Supervisor Role of the Supervisor • Balance organizational Balance organizational needs with employee needs with employee rights on a daily basis rights on a daily basis • Inform employees of their Inform employees of their performance on the job performance on the job • Ensure work is being Ensure work is being completed at acceptable completed at acceptable levels levels
- 4. Causes of Failure of Causes of Failure of Accomplishment at Work Accomplishment at Work • The employee does not know how The employee does not know how • Lack of instruction or feedback. Lack of instruction or feedback. • Something or someone is hindering work output Something or someone is hindering work output • Physical or mental restrictions, time or equipment restrictions Physical or mental restrictions, time or equipment restrictions • Attitude Attitude • Poor attitude, employee is “burned-out” or unhappy, or does not Poor attitude, employee is “burned-out” or unhappy, or does not particularly enjoy the task. particularly enjoy the task.
- 5. Consequences of Failing to Take Consequences of Failing to Take Action Action • Increased workload Increased workload • Department morale Department morale affected affected • The employee may never The employee may never see the problem see the problem • Problem is reinforced as Problem is reinforced as acceptable acceptable
- 6. What is Counseling What is Counseling • Direct face-to-face conversation Direct face-to-face conversation between a supervisor and a direct report between a supervisor and a direct report • Used to help the employee identify the Used to help the employee identify the reason for poor performance to reason for poor performance to improve improve, , not embarrass or humiliate him or her not embarrass or humiliate him or her • Generally more formal than feedback Generally more formal than feedback and coaching and is required of a small and coaching and is required of a small percentage of employees percentage of employees
- 7. Purpose of Counseling Purpose of Counseling • Communicate concerns to the employee Communicate concerns to the employee • Determine the cause of the employee’s activities Determine the cause of the employee’s activities • Identify avenues for improvement and/or Identify avenues for improvement and/or development development • Improve employee performance Improve employee performance
- 8. When to Counsel When to Counsel • When more action is required by the supervisor When more action is required by the supervisor following feedback and coaching following feedback and coaching • Re-establish Expectations Re-establish Expectations • Not all unacceptable behavior warrants discipline: Not all unacceptable behavior warrants discipline: Usually minor infractions, or case of first offense by a Usually minor infractions, or case of first offense by a long term employee require counseling long term employee require counseling
- 9. Rational vs. Irrational Emotional Rational vs. Irrational Emotional Responses Responses • Concern vs. Anxiety Concern vs. Anxiety – Concern: “I hope that this threat does not happen, Concern: “I hope that this threat does not happen, but if it does, it would be unfortunate” but if it does, it would be unfortunate” – Anxiety: “This threat must not happen and it would Anxiety: “This threat must not happen and it would be awful if it did” be awful if it did”
- 10. Regret vs. Guilt Regret vs. Guilt • Regret: person feels badly about the act or deed but not Regret: person feels badly about the act or deed but not about himself. about himself. – “ “I prefer not to act badly, but if I do, too bad!” I prefer not to act badly, but if I do, too bad!” Guilt: person feels badly both about the act and himself Guilt: person feels badly both about the act and himself – “ “I must not act badly and if I do it’s awful and I am a I must not act badly and if I do it’s awful and I am a rotten person” rotten person” • Annoyance vs. Anger Annoyance vs. Anger Annoyance: does not like what the other has done but Annoyance: does not like what the other has done but does not damn him or her for doing it does not damn him or her for doing it Anger: believes that the other absolutely must not break Anger: believes that the other absolutely must not break the rule and damns the other for doing so the rule and damns the other for doing so
- 11. Disappointment vs. Disappointment vs. Shame/Embarrassment Shame/Embarrassment • Disappointment: feels disappointed about own Disappointment: feels disappointed about own action, but accepts self in process…does not action, but accepts self in process…does not demand that she act well demand that she act well • Shame/Embarrassment: recognizes he/she Shame/Embarrassment: recognizes he/she acted “stupidly” and condemns self for acting in acted “stupidly” and condemns self for acting in a way that he/she should not have a way that he/she should not have
- 12. 10 Fundamentals for Counseling 10 Fundamentals for Counseling • Be open-minded Be open-minded • Believe that clients are doing the best that they Believe that clients are doing the best that they can can • mutual agreement on expectations for therapy mutual agreement on expectations for therapy between you and your client is essential between you and your client is essential • Ask client for feedback Ask client for feedback • Less avoidance Less avoidance • acknowledgment of problem acknowledgment of problem • better self-concept as a speaker better self-concept as a speaker
- 13. • realistic expectations realistic expectations • less embarrassment, guilt, shame less embarrassment, guilt, shame • acceptance of the problem acceptance of the problem • sense of ownership & humor sense of ownership & humor • anticipation of fluency anticipation of fluency (not stuttering) (not stuttering)
- 14. The Counseling Process: The Counseling Process: Before the Session Before the Session • Define your objectives. Define your objectives. • Have all documentation available Have all documentation available • Review all facts Review all facts • Create an outline Create an outline • Arrange for privacy Arrange for privacy • Verbally inform the employee in Verbally inform the employee in person and in private what the person and in private what the meeting is about, and where and meeting is about, and where and when it is to take place when it is to take place
- 15. The Counseling Process: The Counseling Process: Session Guidelines Session Guidelines How you behave and what you How you behave and what you say during the session can say during the session can affect the outcome affect the outcome •Set a positive tone Set a positive tone •Describe the problem Describe the problem •Ask, then listen Ask, then listen •Correct the situation Correct the situation •Listen Listen •Conclude the session Conclude the session
- 16. The Counseling Process: The Counseling Process: Minimizing Conflict Minimizing Conflict • Counsel in a timely manner Counsel in a timely manner • Counsel in private Counsel in private • Look for the root cause of the Look for the root cause of the problem problem • Listen. Do not interrupt Listen. Do not interrupt • Show sincere interest in the Show sincere interest in the employee employee • If you can help, offer it, do it If you can help, offer it, do it
- 17. Writing a Memo: Writing a Memo: Decision Decision • When making the decision about whether or not to write a When making the decision about whether or not to write a counseling memo, consider if any of the following are counseling memo, consider if any of the following are present: present: • Previous counseling has failed to bring improvement Previous counseling has failed to bring improvement • You have little or no confidence that the employee will correct the You have little or no confidence that the employee will correct the problem without further encouragement problem without further encouragement • The seriousness of the situation requires it. The seriousness of the situation requires it. • A multi-step plan for improvement is designed and the memo can A multi-step plan for improvement is designed and the memo can serve as a written confirmation and reminder serve as a written confirmation and reminder • Is it important to have a written record in official personnel file Is it important to have a written record in official personnel file (sunset dates per CBA) (sunset dates per CBA)
- 18. The Counseling Process: The Counseling Process: Writing a Memo Writing a Memo • A structured account of the counseling session that A structured account of the counseling session that details what was said and by whom details what was said and by whom • Summarizes the performance improvement process and Summarizes the performance improvement process and notes when the follow-up session will be held notes when the follow-up session will be held • The employee must be informed during the counseling The employee must be informed during the counseling session if a counseling memo will be issued and session if a counseling memo will be issued and documented in their personal history folder documented in their personal history folder
- 19. Writing a Memo: Writing a Memo: Format Format • Address to the employee Address to the employee • Be concise and clear Be concise and clear • Tone should be supportive and factual Tone should be supportive and factual • Date and sign the memo Date and sign the memo • Include signature line for recipient to acknowledge Include signature line for recipient to acknowledge receipt receipt • Include all others who will receive a copy (cc:), Include all others who will receive a copy (cc:), including the employee’s personnel folder including the employee’s personnel folder
- 20. Writing a Memo: Writing a Memo: Content Content • Date, time, and place of the counseling session Date, time, and place of the counseling session • State purpose of discussion, including the background State purpose of discussion, including the background which led for the need for the session which led for the need for the session • State reason for the memo State reason for the memo • Identify what the employee should be doing, what rules Identify what the employee should be doing, what rules are not being followed, and what pattern has been are not being followed, and what pattern has been developed developed
- 21. Writing a Memo: Writing a Memo: Content, cont’d. Content, cont’d. • The employee’s response The employee’s response • Identify improvement plan and performance Identify improvement plan and performance expectations expectations • Include provisions for follow-up consultations Include provisions for follow-up consultations Failure to follow these steps or to include all Failure to follow these steps or to include all required elements may result in the counseling required elements may result in the counseling memo being invalid and removed from the memo being invalid and removed from the personal file. personal file.
- 22. The Counseling Process: The Counseling Process: After the Session After the Session • Document Document: Write a memo, if appropriate : Write a memo, if appropriate • Immediacy Immediacy: Whatever you decide to do after the : Whatever you decide to do after the session, do it immediately after the session – do session, do it immediately after the session – do not wait which can cloud your recollection of not wait which can cloud your recollection of the events of the session the events of the session • Allow for employee rebuttal if requested Allow for employee rebuttal if requested • Schedule a follow-up consultation Schedule a follow-up consultation • Continue to monitor performance Continue to monitor performance
- 23. Counseling Counseling EXAMPLE MEMO HANDOUTS EXAMPLE MEMO HANDOUTS QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS