The Use of Counseling

and Discipline to
Improve Employee
Productivity
Counseling vs. Discipline
Counseling Discipline
• Face-to-face • Penalization
communication • Conducted by
• Conducted by Human
supervisor Resources
• Usually, first form • Typically, second
of action 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
 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
 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
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
• Counsel in a timely Conflict
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: Disadvantages:
• Internal control • Confidentiality
• Familiarity with • Lack of needed
organization resources
• Better coordination
• Employee
of efforts
reluctance to use
• Sense of ownership
services
• Greater internal
credibility • Limitations in staff
skill and expertise
 Contracting Externally
(Out-of-House)
Advantages: Disadvantages:
• Subject matter • Lack of on-site
experts services
• • Possible
Confidentiality
communications
easier to maintain problems
• Lower cost • Lack of
• Better organizational
identification and knowledge
use of resources
 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