Counselling of employees to improve their productivity

It demonstrates counselling to improve the productivity of the employees

1. The Use of Counseling and The Use of Counseling and
Discipline to Improve Discipline to Improve
Employee ProductivityEmployee Productivity

2. Counseling vs. DisciplineCounseling vs. Discipline
CounselingCounseling
•Face-to-face Face-to-face
communicationcommunication
•Conducted by Conducted by
supervisorsupervisor
•Usually, first form of Usually, first form of
actionaction
DisciplineDiscipline
•Penalization Penalization
•Conducted by Conducted by Human Human
ResourcesResources
•Typically, second form Typically, second form
of actionof action
(if counseling fails)(if counseling fails)

3. Role of the SupervisorRole of the Supervisor
•Balance organizational Balance organizational
needs with employee needs with employee
rights on a daily basisrights on a daily basis
•Inform employees of their Inform employees of their
performance on the jobperformance on the job
•Ensure work is being Ensure work is being
completed at acceptable completed at acceptable
levelslevels

4. Causes of Failure of Causes of Failure of
Accomplishment at WorkAccomplishment at Work
•The employee does not know howThe employee does not know how
•Lack of instruction or feedback.Lack of instruction or feedback.
•Something or someone is hindering work outputSomething or someone is hindering work output
•Physical or mental restrictions, time or equipment restrictionsPhysical or mental restrictions, time or equipment restrictions
•AttitudeAttitude
•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
ActionAction
•Increased workloadIncreased workload
•Department morale Department morale
affectedaffected
•The employee may never The employee may never
see the problemsee the problem
•Problem is reinforced as Problem is reinforced as
acceptableacceptable

6. What is CounselingWhat is Counseling
•Direct face-to-face conversation Direct face-to-face conversation
between a supervisor and a direct reportbetween 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 improveimprove, ,
not embarrass or humiliate him or hernot 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 employeespercentage of employees

7. Purpose of CounselingPurpose of Counseling
•Communicate concerns to the employeeCommunicate concerns to the employee
•Determine the cause of the employee’s activitiesDetermine the cause of the employee’s activities
•Identify avenues for improvement and/or Identify avenues for improvement and/or
developmentdevelopment
•Improve employee performanceImprove employee performance

8. When to CounselWhen to Counsel
•When more action is required by the supervisor When more action is required by the supervisor
following feedback and coachingfollowing feedback and coaching
•Re-establish ExpectationsRe-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 counselinglong term employee require counseling

9. Rational vs. Irrational Emotional Rational vs. Irrational Emotional
ResponsesResponses
•Concern vs. AnxietyConcern 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. GuiltRegret 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 himselfGuilt: 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. AngerAnnoyance 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 itdoes 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 sothe rule and damns the other for doing so

11. Disappointment vs. Disappointment vs.
Shame/EmbarrassmentShame/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 welldemand 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 havea way that he/she should not have

12. 10 Fundamentals for Counseling10 Fundamentals for Counseling
•Be open-mindedBe open-minded
•Believe that clients are doing the best that they Believe that clients are doing the best that they
cancan
•mutual agreement on expectations for therapy mutual agreement on expectations for therapy
between you and your client is essentialbetween you and your client is essential
•Ask client for feedbackAsk client for feedback
•Less avoidanceLess avoidance
•acknowledgment of problemacknowledgment of problem
•better self-concept as a speakerbetter self-concept as a speaker

13. •realistic expectationsrealistic expectations
•less embarrassment, guilt, shameless embarrassment, guilt, shame
•acceptance of the problemacceptance of the problem
•sense of ownership & humorsense of ownership & humor
•anticipation of fluency anticipation of fluency
(not stuttering)(not stuttering)

14. The Counseling Process:The Counseling Process:
Before the SessionBefore the Session
•Define your objectives.Define your objectives.
•Have all documentation availableHave all documentation available
•Review all factsReview all facts
•Create an outlineCreate an outline
•Arrange for privacyArrange 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 placewhen it is to take place

15. The Counseling Process:The Counseling Process:
Session GuidelinesSession 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 outcomeaffect the outcome
•Set a positive toneSet a positive tone
•Describe the problemDescribe the problem
•Ask, then listenAsk, then listen
•Correct the situationCorrect the situation
•ListenListen
•Conclude the sessionConclude the session

16. The Counseling Process:The Counseling Process:
Minimizing ConflictMinimizing Conflict
•Counsel in a timely mannerCounsel in a timely manner
•Counsel in privateCounsel in private
•Look for the root cause of the Look for the root cause of the
problemproblem
•Listen. Do not interruptListen. Do not interrupt
•Show sincere interest in the Show sincere interest in the
employeeemployee
•If you can help, offer it, do itIf you can help, offer it, do it

17. Writing a Memo:Writing a Memo:
DecisionDecision
•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 improvementPrevious 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 encouragementproblem 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 reminderserve 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 MemoWriting a Memo
•A structured account of the counseling session that A structured account of the counseling session that
details what was said and by whomdetails 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 heldnotes 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 folderdocumented in their personal history folder

19. Writing a Memo:Writing a Memo:
FormatFormat
•Address to the employeeAddress to the employee
•Be concise and clearBe concise and clear
•Tone should be supportive and factualTone should be supportive and factual
•Date and sign the memoDate and sign the memo
•Include signature line for recipient to acknowledge Include signature line for recipient to acknowledge
receiptreceipt
•Include all others who will receive a copy (cc:), Include all others who will receive a copy (cc:),
including the employee’s personnel folderincluding the employee’s personnel folder

20. Writing a Memo:Writing a Memo:
ContentContent
•Date, time, and place of the counseling sessionDate, 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 sessionwhich led for the need for the session
•State reason for the memoState 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
developeddeveloped

21. Writing a Memo:Writing a Memo:
Content, cont’d.Content, cont’d.
•The employee’s responseThe employee’s response
•Identify improvement plan and performance Identify improvement plan and performance
expectationsexpectations
•Include provisions for follow-up consultationsInclude provisions for follow-up consultations
Failure to follow these steps or to include allFailure to follow these steps or to include all
required elements may result in the counselingrequired 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 SessionAfter the Session
•DocumentDocument: Write a memo, if appropriate: Write a memo, if appropriate
•ImmediacyImmediacy: 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 sessionthe events of the session
•Allow for employee rebuttal if requestedAllow for employee rebuttal if requested
•Schedule a follow-up consultationSchedule a follow-up consultation
•Continue to monitor performanceContinue to monitor performance

23. CounselingCounseling
EXAMPLE MEMO HANDOUTSEXAMPLE MEMO HANDOUTS
QUESTIONS AND COMMENTSQUESTIONS AND COMMENTS