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Counselling

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  • 1. Counseling Relevance
  • 2. What is Counseling
    • Direct face-to-face conversation between two people
  • 3. “ A direct report which is used to help the employee to identify the reason for poor performance to improve and not to humiliate him or her”
  • 4.
    • Generally more formal than feedback and coaching and is required of a small percentage of employees
  • 5.
    • Subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and organizational goals.
  • 6.
    • Counseling is a personal, individual, and confidential growth process during which a professional Counselor assists in defining concerns, clarifying goals and formulating plans to meet those goals.
  • 7. Concept of counseling
    • Relationship
      • It is between 2 people where one person attempt to assists the other to organize himself better to attain the goal
  • 8.
    • Behaviour
      • The relation between the counselor and the clients helps to openly discuss problem faced by the client
  • 9. Purpose of Counseling
    • Communicate concerns to the employee
    • Determine the cause of the employee’s activities
  • 10.
    • Identify avenues for improvement and/or development
    • Improve employee performance
  • 11. Who Provides Employee Counseling?
    • Depends on the organization and organizational culture
    • Can be done using:
      • Corporate resources (In-house)
      • Outside resources (Out-of-house)
  • 12. In-House Efforts
    • Advantages :
    • Internal control
    • Familiarity with organization
    • Better coordination of efforts
    • Disadvantages :
    • Confidentiality
    • Lack of needed resources
  • 13.
    • Advantages :
    • Sense of ownership
    • Greater internal credibility
    • Disadvantages :
    • Employee reluctance to use services
    • Limitations in staff skill and expertise
  • 14. Contracting Externally (Out-of-House)
    • Advantages :
    • Subject matter experts
    • Confidentiality easier to maintain
    • Disadvantages :
    • Lack of on-site services
    • Possible communications problems
  • 15.
    • Lower cost
    • Better identification and use of resources
    • Lack of organizational knowledge
  • 16. Situations for Counseling in an Organization
    • When an employee violates your standards
    • When an employee is consistently late or absent
    • When an employee’s productivity is down
  • 17.
    • When one employee behaves in such a way that productivity of others is negatively affected
    • When two employees have a conflict that is becoming public and it is affecting the work
  • 18.
    • When you want to compliment an individual
    • When you want to delegate a new task
  • 19.
    • OPEN THE SESSION
        • Identify the purpose and establish a constructive and subordinate-centered tone.
    THE STAGES OF A COUNSELING SESSION
  • 20.
    • DISCUSS THE ISSUE
        • Help the subordinate develop an understanding of the issues and viable goals to effectively deal with them.
  • 21.
    • DEVELOP A PLAN
        • Develop an action plan with subordinate. The plan that evolves from the counseling process must be action-focused and facilitate both leader and subordinate attention toward resolving the identified developmental needs.
  • 22.
    • CLOSE THE SESSION
        • Discuss the implementation, including the leader’s role in supporting the subordinate’s effort. Gain the subordinate’s commitment to the plan. Ensure plan is specific enough to drive behaviors needed to affect the developmental needs
  • 23. Develop a Plan of Action
    • Actions should facilitate the attainment of goals
    • Actions should be specific enough to drive
    • behavior
    • Plan may entail contacting a referral agency
  • 24. Close the Session
    • Summarize the counseling session
    • Discuss implementation of the plan; check for understanding and acceptance
    • Identify leader’s responsibilities
  • 25.
      • What is follow-up and why is it necessary?
      • Describe the assessment of the plan of action. Why is it an integral part of the counseling process ?
  • 26. Situations which do not call for counseling
    • When you disagree with an employee’s life style
    • When you are upset
    • When you dislike the personality of an employee
  • 27. Counseling Skills
    • Listen carefully
    • Demonstrate empathy
    • Do not make judgments
    • Understand emotions/feelings behind the story of the person being counseled
  • 28.
    • Question with care
    • Ask open ended questions
    • Reflect back, summarize and paraphrase so that the understanding is correct and complete
  • 29.
    • Use appropriate body language
    • Do not show superiority or patronage
  • 30. Benefits of Counseling
    • Helps the person being counseled to understand himself
    • Allows the individual to help himself
    • Assists in understand the situations more objectively
  • 31.
    • Facilitates to look at the situations with a new perspective
    • Develops positive outlook
    • Motivates to search for alternate solutions to problems
  • 32.
    • Helps in superior decision making
    • Prepares the person to cope with the situation and the related stresses
  • 33.
    • Types of counseling
  • 34.
    • Directive  Counseling
    • Directive  counseling  is  the  process  of  listening to  a  member’s  problem,  deciding  with  the  
    • member what should be done, and then encouraging and motivating  the  person  to  do  it
  • 35.
    • Accomplishes  the  function  of  advice; but it may also reassure; give emotional release; and,  to  a  minor  extent,  clarify  thinking.
  • 36. Nondirective Counseling
    • Nondirective,  or  client-centered,  counseling  is the  process  of  skillfully  listening  to  a  counselee, encouraging  the  person  to  explain  bothersome problems, and helping them to understand those  problems  and  determine  courses  of  action
  • 37.
    • This  type  of  counseling  focuses  on  the  member, rather than on the counselor as a judge and advisor;  hence,  it  is  “client-centered.”  
  • 38. PERSONAL COUNSELING
    • All  personal  problems  should  not  be  referred to a specialist.
    • Examples - drug and alcohol abuse, psychological problems or behavioral  disorders,  medical  problems, limitations, personality  conflict   
  • 39. Causes of Failure of Accomplishment at Work
    • The employee does not know how
        • - Lack of instruction or feedback.
    • Something or someone is hindering work output
        • - Physical or mental restrictions, time or equipment restrictions
  • 40.
    • Attitude
      • - Poor attitude, employee is “burned-out” or unhappy, or does not particularly enjoy the task
  • 41. Consequences of Failing to Take Action
    • Increased workload
    • Department morale affected
    • The employee may never see the problem
  • 42.
    • Problem is reinforced as acceptable
  • 43. Limitations/Constraints in Counseling
    • Person being counselled may not have trust in his counselor (normally, his superior) or the organization
    • Suspicion over the level of confidentiality
  • 44.
    • Organization's constraints on using it's resources, time and efforts
    • Lack of skills of the counselor
  • 45.  
  • 46. Ambika Mehrotra Anjum Liyaquat Megha Jaiswal Parakram Hazarika Rahul Kholi Shraddha Mahani Thank You