The Use of Counseling and

Discipline to Improve
Employee Productivity
 Counseling vs. Discipline
Counseling Discipline
• Face-to-face • Penalization
communication • Conducted by Human
• Conducted by Resources
supervisor • Typically, second form
• Usually, first form of of action
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 employee’s 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
 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)
 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
 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
 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
 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.
 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
 Counseling
EXAMPLE MEMO HANDOUTS

QUESTIONS AND COMMENTS