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COUNSELING

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COUNSELING IS A PROCESS INVOLVING

A DYNAMIC RELATIONSHIP BETWEEN

TWO PARTIES IN WHICH A PERSON IS FREE

TO DISCUSS NEEDS, FEELINGS ANDPROBLEMS OF CONCERN

FOR

THE PURPOSE OF OBTAINING HELP

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MANAGER AS COUNSELOR

CAN HELP EMPLOYEES WITH THEIR

PERSONAL PROBLEMS

HELP DEAL WITH JOB RELATED

COMPLAINTS

PERFORMANCE PROBLEMS

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NATURE OF RELATIONSHIP

DOES NOT TAKE PLACE IN VACCUM

CONTEXT IN WHICH IT OCCURS

CAN BE AFFECTED BY AUTHORITY

CONFIDENTIALITY

DEGREE OF COMMITMENT

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COUNSELING TECHNIQUES

NON JUDGEMENTAL

NO PRECONCEIVED ASSUMPTIONS

ACTIVE LISTENING- DO NOT

QUESTION BUT GIVE LEADS FOR THE

PERSON TO SPEAK WHAT HE IS

THINKING BY WAITING PATIENTLYFOR HIM TO BREAK THE SILENCE.

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COUNSELING TECHNIQUES

TRY TO UNDERSTAND THE PERSONSFEELINGS

TRY TO UNDERSTAND THE PERSONSPERSPECTIVE

BELIEVE THAT WHAT IS BEING SAID IS NOTAS IMPORTANT AS WHAT IS NOT BEINGSAID

CONFUSION IN THE MIND OF PERSON???

RAISE OPEN ENDED QUESTIONS FORCLARITY

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COUNSELING TECHNIQUES

USE REFLECTIVE FEELINGS-

EXPRESS HIS FEELINGS IN

SOMEWHAT DIFFERENT WORDS.FOCUS ON FEELINGS RATHER THAN

CONTENT

ASSIST PERSON IN EXPRESSINGFEELINGS

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COUNSELING APPROACHES

DIRECTIVE COUNSELING

NON DIRECTIVE COUNSELING

PARTICIPATIVE COUNSELING

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DIRECTIVE COUNSELING

MANAGER ATTEMPTS TO CONTROL,

DIRECTLY OR INDIRECTLY, THE ISSUES

THE EMPLOYEE IS TALKING ABOUT,DESCRIBES THE CHOICES THE EMPLOYEE

FACES, AND/OR ADVICES THE EMPLOYEE

WHAT TO DO.

AVOID WHEN THERE ARE CHOICES TO BEAVOID WHEN THERE ARE CHOICES TO BE

MADE AND FRYUSTRATION & CONFLICT AREMADE AND FRYUSTRATION & CONFLICT ARE

APPARENT.APPARENT.

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NON DIRECTIVE COUNSELING

EMPLOYEE GIVEN MAXIMUM FREEDOM INDETERMINING THE COURSE OF INTERVIEW

NON EVALUATIVE LISENING

NO CRITICISM OR APPRAISAL EMPLOYEE ENCOURAGED THROUGH MANAGERS

ATTITUDE AND REACTION TO WHAT IS SAID ORNOT SAID, TO EXPRESS FEELINGS WITHOUT FEAROF SHAME, EMBARASSMENT OR REPRAISAL

AIM TO RELEASE PENT UP FEELINGS & WORKAIM TO RELEASE PENT UP FEELINGS & WORK

THROUGH ENTANGLEMENTS OF PROBLEM FOR ATHROUGH ENTANGLEMENTS OF PROBLEM FOR A

CLEARER PERSPECTIVECLEARER PERSPECTIVE

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PARTICIPATIVE COUNSELING

BOTH PARTIES PLAN HOW THE

PROBLEM WILL BE ANALYSED &

SOLVED MORE APPROPRIATE WHEN NOT ONLYMORE APPROPRIATE WHEN NOT ONLY

FEELINGS TO BE RECOGNISED BUT ALSO WHENFEELINGS TO BE RECOGNISED BUT ALSO WHEN

AWARENESS TO BE GENERATED OF THEAWARENESS TO BE GENERATED OF THE

MANAGEMENTS EXPECTATIONS FOR THEM TOMANAGEMENTS EXPECTATIONS FOR THEM TO

BE PRODUCTIVE.BE PRODUCTIVE.

TO REPEAT OVER A PERIOD OF TIMETO REPEAT OVER A PERIOD OF TIME

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Do's and Don'ts

Give the employee recognition

Provide a warm atmosphere ofcommunication

Encourage the employee to gaininsight into the problem

Give the employee a clearpicture of all their strengths andweaknesses

Encourage the employee to bringout any conflicts, personal

problems and ideas

Do not assume the role of a

stern parent scolding a child

Do not moralize

Do not threaten the employee

with the into the problem

likely repercussion if they

don't get their act together

Do not get into an argument

Do not cut off an employee's

comments

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Do's and Don'ts

Suggest positive steps torationalize the problemor improve performance

Create a desire with theemployee to change

Build a level of supportthat is conducive to bothfriendliness and efficiency

Do not give the

employee false hope

Do not expect a dramatic

change in the employee

because of one

counselling session

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What if counseling doesn't solve the

problem?

Do not expect improvement immediately or after one counseling

session. Your employee will need an adjustment period and

probably some time to steadily improve.

You must also be committed to the counseling process andreward and recognize your employee's efforts to improve. As you

should with all your employees!

If the counseling doesn't solve the problem, you may have to

formally discipline your employee.

To do this, you must have a disciplinary procedure inplace and every employee should be familiar with this

system and understand the steps involved.