The Use of Counseling and Discipline to Improve Employee Productivity

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)

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

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

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

Purpose of Counseling
Communicate concerns to the employee Determine the cause of the employees activities Identify avenues for improvement and/or development Improve employee performance

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

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

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

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

Counseling
EXAMPLE MEMO HANDOUTS

QUESTIONS AND COMMENTS

A Caution About Employee Counseling

All six approaches are not always needed The following issues drive which approach is taken:
Type of problem identified Appropriate response Available resources

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-ofHouse)

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

Characteristics of Effective Programs

Top management support Clear policies and procedures Cooperation with unions and employee groups A range of care:
Referral to community resources Follow-up

Characteristics of Effective Programs 2

Policy of guaranteed confidentiality Maintenance of records for program evaluation Health insurance benefit coverage for services Family education