HR Counselling & Mentoring final-.ppt.business

HR Counselling & Mentoring final-.ppt

1. COUNSELLING
MamunMuztaba, MC, BIM; 01716653626

2. Relationship Issues
Depression
Bereavement and Loss
Low Self Esteem
Phobias / Trauma / Stress
Anger / Anxiety
Addictions / Eating Disorders
Meaning of Life Personal Development
?????????
MamunMuztaba, MC, BIM; 01716653626

3. Counseling , Coaching and
Mentoring
Counseling and coaching/mentoring are
viewed as developmental programs and
are considered positive approaches in
aligning employees’ behavior with
employer’s expectations, goals and
organizational vision.
MamunMuztaba, MC, BIM; 01716653626

4. Coaching, Mentoring, Counseling
Coachingisaprocesswhereapeerormanagerworkswith
anemployeetomotivatehim/her,helptodevelophis/her
skillsandprovidereinforcementandfeedback
Mentoringisaprocesswhereanexperiencedproductive
senioremployeewhohelpstodevelopaless-experienced
employee.
EmployeeCounselingisdefinedasadiscussionbetween
theemployerandtheemployeeabouttherealorperceived
performancedeficiencyorjob-relatedbehavior;the
employee'sperceptionoftheidentifiedbehaviorandthe
employer’sinvolvementinhelpingtheemployeetocorrect
thesebehaviors;andtheemployee'sattempttoreduceor
eliminatethemisconductorincompetence.
MamunMuztaba, MC, BIM; 01716653626

5. Employee Counseling
Direct face-to-face conversation
betweenasupervisorandadirect
report
Usedtohelptheemployeeidentifythe
reasonforpoorperformanceto
improve,notembarrassorhumiliate
himorher
Generallymoreformalthanfeedback
andcoaching
MamunMuztaba, MC, BIM; 01716653626

6. EMPLOYEE COUNSELLING
Itisdefinedasdiscussionofanemotionalproblemwithanemployee,with
thegeneralobjectiveofdecreasingit.
Counseling:
Dealswithanemotionalproblem.
Isanactofcommunication.
Isgenerallytounderstandand/ordecreaseanemployee’semotional
disorder.
Canbedonebyboth,themanagersandtheprofessionallytrained
counselors.
MamunMuztaba, MC, BIM; 01716653626

7. Counseling is :
guiding,
consoling,
advising,
sharing,
Helping,
To resolve their problems whenever the
need arises.
MamunMuztaba, MC, BIM; 01716653626

8. COUNSELLING IS NEEDED
BECAUSE
MamunMuztaba, MC, BIM; 01716653626

9. OBJECTIVES OF COUNSELING
1. Understanding self
2. Making impersonal decisions
3. Setting achievable goals which enhance growth
4. Planning in the present to bring about desired future
5. Effective solutions to personal and interpersonal
problems.
6. Coping with difficult situations
7. Controlling self defeating emotions
8. Acquiring effective transaction skills.
9. Acquiring 'positive self-regard' and a sense of
optimism about one's own ability to satisfy one's basic
needs.
MamunMuztaba, MC, BIM; 01716653626

10. TYPES OF COUNSELLING
Performance counseling:
Symptoms:
signs of declining performance,
being stressed in office-hours,
bad decision-making etc.
Cause-Effect: Targets, employee's
responsibilities, problems faced, employee
aspirations, inter-personal relationships at the
workplace, etc.
Personal and Family Well being:
Symptoms: Personal problems to their
workplaces,
Cause-Effect: affects their performance adversely.
Other Problems: Other problems can range
from work-life balance to health problems.
MamunMuztaba, MC, BIM; 01716653626

11. SEQUENTIAL OUTLOOK
MamunMuztaba, MC, BIM; 01716653626

12. COUNSELLING FOR HEALTHY
LIVING
MamunMuztaba, MC, BIM; 01716653626

13. Types of Counseling
Directive,
Non-directive, and
MamunMuztaba, MC, BIM; 01716653626

14. Directive Counseling
Directivecounselingistheprocessoflistening
toamember’sproblem,decidingwiththemember
whatshouldbedone,andthenencouragingand
motivatingthepersontodoit
Accomplishesthefunctionofadvice;butitmayalso
reassure;giveemotionalrelease;and,toaminorextent,
clarifythinking.
MamunMuztaba, MC, BIM; 01716653626

15. Nondirective Counseling
Nondirective,orclient-centered,counselingis
theprocessofskillfullylisteningtoacouns
elee,
encouragingthepersontoexplainbotherso
meproblems,andhelpingthemtounderstand
thoseproblemsanddeterminecoursesofac
tion
Thistypeofcounselingfocusesonthemem
ber,ratherthanonthecounselorasajudgeand
advisor;hence,itis“client-centered.”
MamunMuztaba, MC, BIM; 01716653626

16. Personal Counseling
Examples -drug and alcohol abuse, psychological
problems or behavioral disorders, medical
problems, limitations, personality conflict.
MamunMuztaba, MC, BIM; 01716653626

17. When to counsel?
An employee should be counseled when he or she
has personal problems that affect job performance.
• Sudden change of behavior
• Irritability
• Increased accidents
• Increased fatigue
• Excessive drinking
• Reduced production
• Waste
• Difficulty in absorbing training.
MamunMuztaba, MC, BIM; 01716653626

18. Who should do the counseling?
Supervisors/Managers or
(Superiors in hierarchy),
Specialists, and
Professional counselors.
MamunMuztaba, MC, BIM; 01716653626

19. Generally Accepted Guidelines
In any case, in the counseling
relationship, the following conditions are
essential:
Counselee should psychologically accept the
counselor.
Counselor must be able to listen well and
communicate effectively.
An atmosphere of trust and confidence.
Credibility & Sensitivity of the counselor.
MamunMuztaba, MC, BIM; 01716653626

20. DO’s and DON’Ts of Counseling Your
Employee
DO’s
Collectandreviewinformationbeforethe
careercounselingsession.
Givetheemployeenoticeofthemeeting,
specifyingtimeandplace.
Telltheemployeehowlongthemeetingwill
last.
Givetheemployeeastatementaboutthe
purposeofthemeeting.
Preparequestionsandsubjectsforthemeeting
thatshouldbecovered.
Greettheemployeeinafriendly,unhurried
manner.
Haveachairreadyandinapositionwherethe
employeefacesthesupervisorwithout
obstacles.
Havethesecretaryholdallcallsandkeep
visitorsfrominterruptingthemeeting.
Helptheemployeetellhisorherstorybybeing
accepting,bybeinginterested,andbyletting
theemployeetalk.
Givetheemployeeachancetopauseand
reflect.
Askquestionsthatareopen-endedandthatcall
DON'T
Search for or attempt to review information
during the meeting.
Call the employee on a moment’s notice and
expect a productive meeting.
Abruptly end the meeting without notice.
Leave the employee wondering what he or
she may have done wrong.
Wait until the employee arrives to decide
what should be accomplished.
Give the impressions that there is a big rush
to get this over with.
Have the employee sit on the opposite side
of your desk with piles of paper between the
two of you.
Let your attention wander to other people or
matters in the office.
Prod the employee along, get the details
wanted, and then talk about your own
experiences.
Talk rapidly, filling in all voids.
Ask questions that are answered with quick
"yes" or "no."
Hurry the employee out, showing lack of

21. Counseling skills?
Listen carefully
Demonstrate empathy
Do not make judgments
Understand emotions/feelings behind the story of the person being
counseled
Question with care
Ask open ended questions
Reflect back, summarize and paraphrase so that the understanding
is correct and complete
Use appropriate body language
Do not show superiority or patronage
MamunMuztaba, MC, BIM; 01716653626

22. MENTORING DEFINED
“Mentoringisadvising,teaching,counselingandrolemodeling.Formal
mentoringmatchesaseniorormoreexperiencedperson—thementor—toa
juniororlessexperiencedperson—thementee.
Mentorsfocusonamentee’sachievements,successinschooland
preparationfortheworkforcethroughaone-to-onerelationshipthatisnon-
threateningandnon-judgmentaltobothparties.
Itisarelationshipthatchangesovertimeaseachgrows,learns,andgains
experiencesintherelationship.”
Mentor = Trusted friend or advisor
MamunMuztaba, MC, BIM; 01716653626

23. Foundations of Mentoring
Clearly defined educational goals
Measurable elements of
engineering performance
Clearly defined expectations
For the professors
For the mentors
For the mentees
Mentor Training
Mentoring is a learned
performance (not an innate skill)
MamunMuztaba, MC, BIM; 01716653626

24. Peer Mentoring
Mentor / mentee -similar ages
Mentor experience > mentee experience
Group Mentoring
Multiple Mentees
Professional Mentoring
Major difference in life experience
Types of Mentoring
MamunMuztaba, MC, BIM; 01716653626

25. Frequent
Durable
Relationships
Do These… Monitor These…. Measure These…
ActiveMentoring Relationships
Positive
Effects
Frequent
Durable
Relationships
Strong
Emotional
Bonds
Program
Best
Practices
Mentoring Logic Model
MamunMuztaba, MC, BIM; 01716653626

26. Characteristicsof a Good Mentor
Approachable and welcoming
Shares information and experiences openly
Good communication skills
Trustworthy
Provides accurate and appropriate feedback
Technical expertise
Motivating, encouraging, positive and
empowering
Allocates appropriatetime to mentoring
Sensitive to the needs of the mentee
MamunMuztaba, MC, BIM; 01716653626

27. The Mentoring Process
MamunMuztaba, MC, BIM; 01716653626

28. Counselling Coaching Mentoring Consulting
Scope and
limitations
Deals with
emotional
problems
Deals with
performance
problems and
specific
challenges
Deals with
organisational,
career or
personal
transitions
Addresses
organisational
issues
predominately
Central focus
Problem
centered
Task centered Possibility
centered
System
centered
What is worked on?
Works on the
client’s
embodiment of
the problem
Works on
developing and
selecting
options for
behaviourin
specific
situations
Works on the
interface
between the
individual’s
identity and the
bigger picture
Works on the
system,
structure and
processes
within the
organisation
Counselling, Coaching, Mentoring & Consulting
Differences & Similarities
MamunMuztaba, MC, BIM; 01716653626

29. Counselling, Coaching, Mentoring & Consulting
Differences & Similarities
Time frame Past and
present
Short to
medium term
Past, present &
future
Short to
medium term
Areas for
discussion
How the
mentee feels
How the
mentee acts
The mentee
thoughts,
feelings &
actions
What could be
improved
Who does it? Professional 3
rd
party
Line manager
or professional
personal coach
Professional
unconnected to
day to day life
(off-line)
Professional 3
rd
party
Areas for
potential
benefit
Insights Knowledge &
skills
Knowledge,
skills and
insights
Organisational
improvement
Counselling Coaching Mentoring Consulting
MamunMuztaba, MC, BIM; 01716653626

30. Technical Reflection:
Reference the experience (Who,
What , Where, When)
Contextual Reflection:
Analyze the experience
(Why? How?)
Dialectical Reflection:Apply
to practice (Improve,
Transform)
REFLECTIONS
MamunMuztaba, MC, BIM; 01716653626

31. "Effective mentoring relationships are reciprocal:
Both parties gain access to information, ideas and
ways of doing things."
Mentors Mentorees
increased visibility and public approval advice and support
increased peer recognition as a ‘developer of people’ learning about paths to advancement and blind alleys
access to different channels of communication/ networksunderstanding of organisational politics
access to feedback and alternative perspectives from the
‘grass roots’
increased awareness of potential stumbling blocks
replication of ideas and personal projects skill development
vicarious achievement through mentoree’s success short cut to accumulating expertise
emotional support and friendship confidence boost
open respect and admiration a personal (holistic) interest
intellectual stimulation multiple strategies, alternative approaches
investment in the future movement beyond the status quo
Benefits of Mentoring
MamunMuztaba, MC, BIM; 01716653626

32. MamunMuztaba, MC, BIM; 01716653626