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R OLE OF C OUNSELLING IN P ERFORMANCE

M ANAGEMENT

By AshirNamrutha

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COUNSELLING

Counselling is a highly recommended corrective measure whenperformance deficiencies are related to employee behaviour andattitude.

Counselling are used by managers when behavioural or emotionalproblems affect the performance of an employee and other membersof the organization.

Counselling as a corrective tool is primarily geared towards thecorrection of behaviours and attitudes that cause performancedeficiencies.

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Counselling is a formal process which involve following steps:

Advise the person in advance that a discussion about his or her work

performance or conduct is to be held at a given time and place, with

sufficient notice to enable you both to come to the discussion prepared

Arrange for the meeting to be held in private, although a support person

for the person being counselled may be present, as well as someone you

may have asked to attend as an observer

Keep a brief record of the meeting

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OBJECTIVES

Helping him to realize his potential as a manager.

Helping him to understand himself-his strengths and his weakness.

Providing him an opportunity to acquire more insight into his

behaviours and analyze the dynamics of such behaviours.

Helping him to have better understanding of the environment.

Increasing his personal and inter-personal effectiveness by giving

him feedback about his behaviours and assisting him in analyzing

his inter-personal competence.

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SITUATIONS WHERE COUNSELLING MAY BEAPPROPRIATE

Assessing the performance of a probationer.

Assessing staff training and development needs.

After a selection process.

If a person is planning to retire or resign from the

service.

Where there is a decline in work performance.

Where the standard of conduct is not being met.

where a difficulty has been overcome.

To maintain good performance.

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WHEN TO COUNSEL ?

It is not always easy to decide when to move from providinginformal comments on a person’s work to a more formal approach.

By intervening at an early stage you can often prevent a problem

escalating and requiring more serious and possibly disruptive

action further down the track.

If you encourage a free flow of information in the workplace and

open, two-way communication is the norm, it will be easier for

you to identify performance problems when and if they do arise

and deal with them Promptly.

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WHO SHOULD GIVE THECOUNSELLING?

In most cases it is your responsibility as a manager to provide counselling

to your staff in relation to work performance and conduct.

However, in circumstances where performance is affected by factors

outside the workplace, for example if a person has a problem with drugs or

alcohol or has difficulties in their private life, it may be appropriate, after

an initial discussion, to refer the person to a staff counsellor or counsellor

from an Employee Assistance Program (EAP).

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