Counseling 206

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Counseling 206

  1. 1. The Use of Counseling and Discipline to Improve Employee Productivity
  2. 2. Counseling vs. Discipline <ul><li>Counseling </li></ul><ul><li>Face-to-face communication </li></ul><ul><li>Conducted by supervisor </li></ul><ul><li>Usually, first form of action </li></ul><ul><li>Discipline </li></ul><ul><li>Penalization </li></ul><ul><li>Conducted by Human Resources </li></ul><ul><li>Typically, second form of action </li></ul><ul><li>(if counseling fails) </li></ul>
  3. 3. Role of the Supervisor <ul><li>Balance organizational needs with employee rights on a daily basis </li></ul><ul><li>Inform employees of their performance on the job </li></ul><ul><li>Ensure work is being completed at acceptable levels </li></ul>
  4. 4. Causes of Failure of Accomplishment at Work <ul><li>The employee does not know how </li></ul><ul><li>Lack of instruction or feedback. </li></ul><ul><li>Something or someone is hindering work output </li></ul><ul><li>Physical or mental restrictions, time or equipment restrictions </li></ul><ul><li>Attitude </li></ul><ul><li>Poor attitude, employee is “burned-out” or unhappy, or does not particularly enjoy the task. </li></ul>
  5. 5. Consequences of Failing to Take Action <ul><li>Increased workload </li></ul><ul><li>Department morale affected </li></ul><ul><li>The employee may never see the problem </li></ul><ul><li>Problem is reinforced as acceptable </li></ul>
  6. 6. What is Counseling <ul><li>Direct face-to-face conversation between a supervisor and a direct report </li></ul><ul><li>Used to help the employee identify the reason for poor performance to improve , not embarrass or humiliate him or her </li></ul><ul><li>Generally more formal than feedback and coaching and is required of a small percentage of employees </li></ul>
  7. 7. Purpose of Counseling <ul><li>Communicate concerns to the employee </li></ul><ul><li>Determine the cause of the employee’s activities </li></ul><ul><li>Identify avenues for improvement and/or development </li></ul><ul><li>Improve employee performance </li></ul>
  8. 8. When to Counsel <ul><li>When more action is required by the supervisor following feedback and coaching </li></ul><ul><li>Re-establish Expectations </li></ul><ul><li>Not all unacceptable behavior warrants discipline: </li></ul><ul><li>Usually minor infractions, or case of first offense by a long term employee require counseling </li></ul>
  9. 9. The Counseling Process: Before the Session <ul><li>Define your objectives. </li></ul><ul><li>Have all documentation available </li></ul><ul><li>Review all facts </li></ul><ul><li>Create an outline </li></ul><ul><li>Arrange for privacy </li></ul><ul><li>Verbally inform the employee in person and in private what the meeting is about, and where and when it is to take place </li></ul>
  10. 10. The Counseling Process: Session Guidelines <ul><li>How you behave and what you say during the session can affect the outcome </li></ul><ul><li>Set a positive tone </li></ul><ul><li>Describe the problem </li></ul><ul><li>Ask, then listen </li></ul><ul><li>Correct the situation </li></ul><ul><li>Listen </li></ul><ul><li>Conclude the session </li></ul>
  11. 11. The Counseling Process: Minimizing Conflict <ul><li>Counsel in a timely manner </li></ul><ul><li>Counsel in private </li></ul><ul><li>Look for the root cause of the problem </li></ul><ul><li>Listen. Do not interrupt </li></ul><ul><li>Show sincere interest in the employee </li></ul><ul><li>If you can help, offer it, do it </li></ul>
  12. 12. Writing a Memo: Decision <ul><li>When making the decision about whether or not to write a counseling memo, consider if any of the following are present: </li></ul><ul><li>Previous counseling has failed to bring improvement </li></ul><ul><li>You have little or no confidence that the employee will correct the problem without further encouragement </li></ul><ul><li>The seriousness of the situation requires it. </li></ul><ul><li>A multi-step plan for improvement is designed and the memo can serve as a written confirmation and reminder </li></ul><ul><li>Is it important to have a written record in official personnel file (sunset dates per CBA) </li></ul>
  13. 13. The Counseling Process: Writing a Memo <ul><li>A structured account of the counseling session that details what was said and by whom </li></ul><ul><li>Summarizes the performance improvement process and notes when the follow-up session will be held </li></ul><ul><li>The employee must be informed during the counseling session if a counseling memo will be issued and documented in their personal history folder </li></ul>
  14. 14. Writing a Memo: Format <ul><li>Address to the employee </li></ul><ul><li>Be concise and clear </li></ul><ul><li>Tone should be supportive and factual </li></ul><ul><li>Date and sign the memo </li></ul><ul><li>Include signature line for recipient to acknowledge receipt </li></ul><ul><li>Include all others who will receive a copy (cc:), including the employee’s personnel folder </li></ul>
  15. 15. Writing a Memo: Content <ul><li>Date, time, and place of the counseling session </li></ul><ul><li>State purpose of discussion, including the background which led for the need for the session </li></ul><ul><li>State reason for the memo </li></ul><ul><li>Identify what the employee should be doing, what rules are not being followed, and what pattern has been developed </li></ul>
  16. 16. Writing a Memo: Content, cont’d. <ul><li>The employee’s response </li></ul><ul><li>Identify improvement plan and performance expectations </li></ul><ul><li>Include provisions for follow-up consultations </li></ul><ul><li>Failure to follow these steps or to include all </li></ul><ul><li>required elements may result in the counseling </li></ul><ul><li>memo being invalid and removed from the </li></ul><ul><li>personal file. </li></ul>
  17. 17. The Counseling Process: After the Session <ul><li>Document : Write a memo, if appropriate </li></ul><ul><li>Immediacy : Whatever you decide to do after the session, do it immediately after the session – do not wait which can cloud your recollection of the events of the session </li></ul><ul><li>Allow for employee rebuttal if requested </li></ul><ul><li>Schedule a follow-up consultation </li></ul><ul><li>Continue to monitor performance </li></ul>
  18. 18. Counseling <ul><ul><li>EXAMPLE MEMO HANDOUTS </li></ul></ul><ul><ul><li>QUESTIONS AND COMMENTS </li></ul></ul>

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