Good explanations on Counseling techniques and also how to effectively conduct counselling sessions.

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

2. Counseling vs. Discipline
Counseling
• Face-to-face
communication
• Conducted by
supervisor
• Usually, first form of
action
Discipline
• Penalization
• Conducted by Human
Resources
• Typically, second form
of action
(if counseling fails)

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

4. 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
• Attitude
• Poor attitude, employee is “burned-out” or unhappy, or does not
particularly enjoy the task.

5. Consequences of Failing to Take
Action
• Increased workload
• Department morale
affected
• The employee may never
see the problem
• Problem is reinforced as
acceptable

6. What is Counseling
• Direct face-to-face conversation
between a supervisor and a direct
report
• Used to help the employee identify
the reason for poor performance to
improve, not embarrass or humiliate
him or her
• Generally more formal than
feedback and coaching and is
required of a small percentage of
employees

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

8. When to Counsel
• When more action is required by the supervisor
following feedback and coaching
• Re-establish Expectations
• Not all unacceptable behavior warrants discipline:
Usually minor infractions, or case of first offense by a
long term employee require counseling

9. The Counseling Process:
Before the Session
• Define your objectives.
• Have all documentation available
• Review all facts
• Create an outline
• Arrange for privacy
• Verbally inform the employee in
person and in private what the
meeting is about, and where and
when it is to take place

10. The Counseling Process:
Session Guidelines
How you behave and what you
say during the session can
affect the outcome
•Set a positive tone
•Describe the problem
•Ask, then listen
•Correct the situation
•Listen
•Conclude the session

11. The Counseling Process:
Minimizing Conflict
• Counsel in a timely manner
• Counsel in private
• Look for the root cause of the
problem
• Listen. Do not interrupt
• Show sincere interest in the
employee
• If you can help, offer it, do it

12. Writing a Memo:
Decision
• When making the decision about whether or not to
write a counseling memo, consider if any of the
following are present:
• Previous counseling has failed to bring improvement
• You have little or no confidence that the employee will
correct the problem without further encouragement
• The seriousness of the situation requires it.
• A multi-step plan for improvement is designed and the
memo can serve as a written confirmation and reminder
• Is it important to have a written record in official
personnel file (sunset dates per CBA)

13. The Counseling Process:
Writing a Memo
• A structured account of the counseling session that
details what was said and by whom
• Summarizes the performance improvement process and
notes when the follow-up session will be held
• The employee must be informed during the counseling
session if a counseling memo will be issued and
documented in their personal history folder

14. Writing a Memo:
Format
• Address to the employee
• Be concise and clear
• Tone should be supportive and factual
• Date and sign the memo
• Include signature line for recipient to acknowledge
receipt
• Include all others who will receive a copy (cc:),
including the employee’s personnel folder

15. Writing a Memo:
Content
• Date, time, and place of the counseling session
• State purpose of discussion, including the background
which led for the need for the session
• State reason for the memo
• Identify what the employee should be doing, what rules
are not being followed, and what pattern has been
developed

16. Writing a Memo:
Content, cont’d.
• The employee’s response
• Identify improvement plan and performance
expectations
• Include provisions for follow-up consultations
Failure to follow these steps or to include all
required elements may result in the counseling
memo being invalid and removed from the
personal file.

17. The Counseling Process:
After the Session
• Document: Write a memo, if appropriate
• 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
• Allow for employee rebuttal if requested
• Schedule a follow-up consultation
• Continue to monitor performance

18. Counseling
EXAMPLE MEMO HANDOUTS
QUESTIONS AND COMMENTS