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Human Resource
Development
Unit 5
A] EMPLOYEE COUNSELING PROGRAM
Employee counseling program activities
1 Problem Identification
2 Education
3 Counseling
4 Referral
5 Treatment
6 Follow-up
Who provides the services?
(current employees, or hiring specialists like psychologist, social workers or
trained individuals)
Advantages of In-house program
1 Internal control of the program
2 Familiarity with the organization
3 Better coordination of treatment and follow-up
4 A sense of ownership of the program
5 Greater awareness and credibility with supervisors
Disadvantages of In-house program
1 Real or perceived problem with confidentiality
2 Lack of resources needed
3 Possible limitations in staff and expertise
Characteristics of effective employee counseling program
1 Top management commitment and support
2 A clearly written set of policies and procedure outline the program’s
purpose and its function within the organization
3 Cooperation with local unions, if they are present in the organization
4 A range of care
5 A clear and well enforced policy concerning employee confidentiality
6 Maintenance of records for program evaluation
7 Healthy insurance benefit coverage for services
8 Family education
EMPLOYEE ASSISTANCE PROGRAM
“job based program operating within a work organization for the purpose of
identifying troubled employees, motivating them to resolve their
troubles and providing access to counseling or treatment for those
employees who need these services”
Substance abuse:- (alcohol and drugs)
Mental Health :- (Issues in industry)
1 Individual adjustment problems
2 External factors such as battering, rape or crime
3 Sexual harassment in work place
4 Divorce and marital problems
5 Depression and suicide attempts
6 Difficulties with family or children
7 Legal and financial problems
STRESS MANAGEMENT INTERVENTIONS
“any activity, program, or opportunities initiated by and organization, which
focuses on reducing the presence of work related stressors or on assisting
individuals to minimize the negative outcomes or exposure to these
stressors.”
Organizational Stressors
Factors intrinsic to the job
Role conflict or ambiguity
Workload
Insufficient control
Organizational structure
politics
rigid policies
Reward system
faculty and infrequent feedback
inequitable rewards
Human resource system
inadequate career opportunities
lack of training
Leadership
poor relationships
lack of respects
Model of stress management interventions
The Effectiveness of Stress Management Interventions
• Look for Specific issues with employees—
• Assessment—
• Specific and focused solutions—
• Strategic intervention—
• Evaluation and feedback—
EMPLOYEE WELLNESS AND HEALTH PROMOTION PROGRAMS
Employee wellness programs (EWPs) or health promotion programs (HPPs)
1. Establishing a constructive policy for wellness
2. Conducting wellness screening—health risk appraisals
3. Establishing working relationships with community resources
4. Referral of employees to treatment and health-improvement interventions
5. Providing health-improvement interventions using a menu approach
6. Outreach and follow-up counseling, done on a regular and ongoing basis
7. Wellness events done for the entire organization
8. Consultation on worksite policies and systems, and organizational-level
changes
9. Ongoing evaluation of the process used to carry out the wellness program,
as well as any reductions in employees’ health risks
10. Periodic evaluation based on work performance and benefit use
Exercise and Fitness interventions
Smoking cessation
Nutrition and weight control interventions
Control of Hypertension
ISSUES IN EMPLOYEE COUNSELING
Effectiveness of employee counseling interventions
Legal issues in employee counseling program
Whose responsibility of employee counseling?
Ethical issues in employee counseling
B] COACHING AND PERFORMANCE MANAGEMENT
Why coaching is important?
Performance appraisal system
Performance management :- (focus on ongoing process of performance
improvement)
DEFINATION OF COACHING
“mutual conversation between a manager and an employee that follows a
predictable process and leads to supervisor performance, commitment to
sustained improvement, and positive relationship”
“ coaching as a process used to encourage employee to accept responsibility
for their own performance, to enable them to achieve and sustain
superior performance, and to treat them as partner in working towards
organizational goals and effectiveness”
COACHING TO INPROVE POOR PERFORMANCE
Defining poor performance
Responding to poor performance
Conducting the Coaching Analysis
1 Identify the unsatisfactory performance
2 Is it worth your time and effort to address?
3 Do subordinates know that their performance is not satisfactory?
4 Do subordinates know what is supposed to be done?
5 Are there obstacles beyond the employee’s control?
6 Does the subordinates know how to do what must be done?
7 Does a negative consequence follow effective performance?
8 Does a positive consequence follow non performance?
9 Could the subordinates do it if he or she wanted to?
The coaching discussion
The Kninlaw process
1 Confronting or presenting
2 Using reaction to develop information
3 Resolving or resolution
The Fournies Process
1 Get the employee’s agreement that a problem exists
2 Mutually discuss alternative solution to the problem
3 Mutually agree on action to be taken to solve the problem
4 Follow up to measure results
5 Recognize achievements when they occur
SKILLS NECESSARY FOR EFFECTIVE COACHING
Interpersonal skills
1 indicating respects
2 immediacy ( focusing on the present)
3 objectivity ( factual information)
4 planning
5 affirming (positive prospectus for improvement)
6 consistency of behavior
7 building trust
8 demonstrating integrity
THE EFFECTIVENESS OF COACHING
Employee participation in discussion
Being supportive
Using constructive criticism
Setting performance goals during discussion
Training and the supervisor’s credibility
Organizational support
C ] HRD AND ORGANIZATION CHANGE
Organization development theories and concepts
1] Change process theory
2] Implementation Theory

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Counseling, Coaching, Mentoring and Performance Management, HRD & Organization Change, HRD & Diversity in work force, HRD Audit and Accounting.

  • 2. A] EMPLOYEE COUNSELING PROGRAM Employee counseling program activities 1 Problem Identification 2 Education 3 Counseling 4 Referral 5 Treatment 6 Follow-up Who provides the services? (current employees, or hiring specialists like psychologist, social workers or trained individuals)
  • 3. Advantages of In-house program 1 Internal control of the program 2 Familiarity with the organization 3 Better coordination of treatment and follow-up 4 A sense of ownership of the program 5 Greater awareness and credibility with supervisors Disadvantages of In-house program 1 Real or perceived problem with confidentiality 2 Lack of resources needed 3 Possible limitations in staff and expertise
  • 4. Characteristics of effective employee counseling program 1 Top management commitment and support 2 A clearly written set of policies and procedure outline the program’s purpose and its function within the organization 3 Cooperation with local unions, if they are present in the organization 4 A range of care 5 A clear and well enforced policy concerning employee confidentiality 6 Maintenance of records for program evaluation 7 Healthy insurance benefit coverage for services 8 Family education
  • 5. EMPLOYEE ASSISTANCE PROGRAM “job based program operating within a work organization for the purpose of identifying troubled employees, motivating them to resolve their troubles and providing access to counseling or treatment for those employees who need these services” Substance abuse:- (alcohol and drugs) Mental Health :- (Issues in industry) 1 Individual adjustment problems 2 External factors such as battering, rape or crime 3 Sexual harassment in work place 4 Divorce and marital problems 5 Depression and suicide attempts 6 Difficulties with family or children 7 Legal and financial problems
  • 6. STRESS MANAGEMENT INTERVENTIONS “any activity, program, or opportunities initiated by and organization, which focuses on reducing the presence of work related stressors or on assisting individuals to minimize the negative outcomes or exposure to these stressors.” Organizational Stressors Factors intrinsic to the job Role conflict or ambiguity Workload Insufficient control Organizational structure politics rigid policies Reward system faculty and infrequent feedback inequitable rewards
  • 7. Human resource system inadequate career opportunities lack of training Leadership poor relationships lack of respects
  • 8. Model of stress management interventions
  • 9. The Effectiveness of Stress Management Interventions • Look for Specific issues with employees— • Assessment— • Specific and focused solutions— • Strategic intervention— • Evaluation and feedback—
  • 10. EMPLOYEE WELLNESS AND HEALTH PROMOTION PROGRAMS Employee wellness programs (EWPs) or health promotion programs (HPPs) 1. Establishing a constructive policy for wellness 2. Conducting wellness screening—health risk appraisals 3. Establishing working relationships with community resources 4. Referral of employees to treatment and health-improvement interventions 5. Providing health-improvement interventions using a menu approach 6. Outreach and follow-up counseling, done on a regular and ongoing basis 7. Wellness events done for the entire organization 8. Consultation on worksite policies and systems, and organizational-level changes 9. Ongoing evaluation of the process used to carry out the wellness program, as well as any reductions in employees’ health risks 10. Periodic evaluation based on work performance and benefit use
  • 11. Exercise and Fitness interventions Smoking cessation Nutrition and weight control interventions Control of Hypertension ISSUES IN EMPLOYEE COUNSELING Effectiveness of employee counseling interventions Legal issues in employee counseling program Whose responsibility of employee counseling? Ethical issues in employee counseling
  • 12. B] COACHING AND PERFORMANCE MANAGEMENT Why coaching is important? Performance appraisal system Performance management :- (focus on ongoing process of performance improvement) DEFINATION OF COACHING “mutual conversation between a manager and an employee that follows a predictable process and leads to supervisor performance, commitment to sustained improvement, and positive relationship” “ coaching as a process used to encourage employee to accept responsibility for their own performance, to enable them to achieve and sustain superior performance, and to treat them as partner in working towards organizational goals and effectiveness”
  • 13. COACHING TO INPROVE POOR PERFORMANCE Defining poor performance Responding to poor performance Conducting the Coaching Analysis 1 Identify the unsatisfactory performance 2 Is it worth your time and effort to address? 3 Do subordinates know that their performance is not satisfactory? 4 Do subordinates know what is supposed to be done? 5 Are there obstacles beyond the employee’s control? 6 Does the subordinates know how to do what must be done? 7 Does a negative consequence follow effective performance? 8 Does a positive consequence follow non performance? 9 Could the subordinates do it if he or she wanted to?
  • 14. The coaching discussion The Kninlaw process 1 Confronting or presenting 2 Using reaction to develop information 3 Resolving or resolution The Fournies Process 1 Get the employee’s agreement that a problem exists 2 Mutually discuss alternative solution to the problem 3 Mutually agree on action to be taken to solve the problem 4 Follow up to measure results 5 Recognize achievements when they occur
  • 15. SKILLS NECESSARY FOR EFFECTIVE COACHING Interpersonal skills 1 indicating respects 2 immediacy ( focusing on the present) 3 objectivity ( factual information) 4 planning 5 affirming (positive prospectus for improvement) 6 consistency of behavior 7 building trust 8 demonstrating integrity
  • 16. THE EFFECTIVENESS OF COACHING Employee participation in discussion Being supportive Using constructive criticism Setting performance goals during discussion Training and the supervisor’s credibility Organizational support
  • 17. C ] HRD AND ORGANIZATION CHANGE Organization development theories and concepts 1] Change process theory