this presentation includes evreything about counselling and also the difference between mentoring, coaching, and counselling

1. PERSONNEL COUNSELLING
PRESENTED BY:
KRITIKA
GANDOTRA
ROLL no. 13

2. Counseling , Coaching and
Mentoring
counseling and coaching/mentoring are
viewed as developmental programs and are
considered positive approaches in aligning
employee behavior with employer’s
expectations, goals and organizational
vision.

3. Coaching, Mentoring, Counseling
 Coaching is a process where a peer or manager works
with an employee to motivate her, help develop her skills
and provide reinforcement and feedback
 Mentoring is a process where and experienced
productive senior employee who helps develop a less-
experienced employee.
 Employee Counseling is defined as a discussion between the
employer and the employee about the real or perceived
performance deficiency or job-related behavior; the
employee's perception of the identified behavior and the
employer’s involvement in helping the employee correct these
behaviors; and the employee's attempt to reduce or eliminate
the misconduct or incompetence

4. 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

5. EMPLOYEE COUNSELLING
 It is defined as discussion of an emotional problem
with an employee, with the general objective of
decreasing it.
Counseling:
 Deals with an emotional problem.
 Is an act of communication.
 Is generally to understand and/or decrease an
employee’s emotional disorder.
 Can be done by both, the managers and the
professionally trained counselors.

6. Counseling is :
 guiding,
 consoling,
 advising,
 sharing,
 Helping,
to resolve their problems whenever the
need arises.

7. 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.

8. TYPES OF
COUNSELLING
• Performance counseling: The need for employee counselling
arises when the employee shows signs of declining
performance, being stressed in office-hours, bad decision-
making etc.It cover all the aspects related to the employee
performance like the targets, employee's responsibilities,
problems faced, employee aspirations, inter-personal
relationships at the workplace, etc.
 Personal and Family Well being: Many a times, employees
carry the baggage of personal problems to their workplaces,
which in turn affects their performance adversely. Therefore, the
counselor needs to strike a comfort level with the employees
and, counselling sessions involving their families can help to
resolve their problems and enabling them to improve their work
performance.

9. SEQUENTIAL OUTLOOK

10. Types of Counseling:
Directive,
Non-directive, and
Cooperative

11. Directive Counseling
 Directive counseling is the process of li
stening
to a member’s problem, deciding with t
he
member what should be done, and then
encouraging and
motivating the person to do it
 Accomplishes the function of advice; but it may
also reassure; give emotional release;
and, to a minor extent, clarify thinking.

12. Nondirective Counseling
 Nondirective, or client-
centered, counseling is
the process of skillfully listening to a cou
nselee,
encouraging the person to explain bothers
ome problems, and helping them to
understand
those problems and determine courses of
action
 This type of counseling focuses on the m

13. PERSONAL COUNSELING
 Examples - drug and alcohol abuse, psychological
problems or
behavioral disorders, medical problems,
limitations, personality conflict

14. 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.

15. Who should do the counseling?
 Supervisors/Managers or
(Superiors in hierarchy),
 Specialists, and
 Professional counselors.

16.  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.

17. Counselling 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

18. Why is it not frequently used?
 Right from getting top management approvals and
budgetary sanctions to getting trained counselors
on the rolls or on part time basis all are equally
challenging.
 Preparing the employees for counselling is
another yet important areas.
 One of the biggest fears that prevent employees
from using the services of a counselor is the social
and professional stigma attached to counselling.