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 • Subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and organizational goals.

• 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.

Concept of counseling
• Relationship
– It is between 2 people where one person attempt to assists the other to organise himself better to attain th goal

• Behaviour
– The relation between the counslor and the clients heps to openly discussproblem faced by the client

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

Who Provides Employee Counseling?
• Depends on the organization and organizational culture • Can be done using: – Corporate resources (In-house) – Outside resources (Out-of-house)

In-House Efforts
• • • • • Advantages: Internal control Familiarity with organization Better coordination of efforts Sense of ownership Greater internal credibility • • • • Disadvantages: Confidentiality Lack of needed resources Employee reluctance to use services Limitations in staff skill and expertise

Contracting Externally (Out-of-House)
• • • • Advantages: Disadvantages: • Lack of on-site Subject matter experts services Confidentiality easier • Possible to maintain communications problems Lower cost Better identification • Lack of organizational and use of resources knowledge

Situations that Call 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. • 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. • When you want to compliment an individual. • When you want to delegate a new task.


OPEN THE SESSION Identify the purpose and establish a constructive and subordinatecentered tone. DISCUSS THE ISSUE Help the subordinate develop an understanding of the issues and viable goals to effectively deal with them.

3. 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.

4. 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

Develop a Plan of Action
- Actions should facilitate the attainment of goals.

Plan may entail contacting a referral agency. Actions should be specific enough to drive behavior.

VGT 13

Close the Session
- Summarize the counseling session.
- Discuss implementation of the plan; check for understanding and acceptance. - Identify leader’s responsibilities. 

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?

Given below is a partial indicative list of 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.

Counseling Skills
• • • • • • • • • Listen carefully. Demonstrate empathy. Do not make judgments. Understand emotions/feelings behind the story of the person being counselled. 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.

Benefits of Counseling
• Helps the person being counselled to understand himself. • Allows the individual to help himself. • Assists in understand the situations more objectively. • Facilitates to look at the situations with a new perspective.

• Develops positive outlook. • Motivates to search for alternate solutions to problems. • Helps in superior decision making. • Prepares the person to cope with the situation and the related stresses

Types of counseling

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.

• accomplishes the function of advice; but it may also reassure; give emotional release; and, to a minor extent, clarify thinking.

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. • This type of counseling focuses on the member, rather than on the counselor as a judge and advisor; hence, it is “clientcentered.”

• 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

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.

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

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. • Organization's constraints on using it's resources, time and efforts. • Lack of skills of the counselor.