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The Use of Counseling and Discipline To Improve Employee Productivity

Counseling and discipline can be used to improve employee productivity. Counseling involves face-to-face communication conducted by a supervisor and is usually a first step, while discipline involves penalties conducted by HR and is typically a second step if counseling fails. Supervisors must balance organizational needs with employee rights. Counseling addresses issues like poor performance, lack of instruction, attitude problems, and reinforces expectations. It involves defining objectives, documenting issues, listening to employees, and following up. Counseling memos may be written if other steps fail or issues are serious. The memo outlines discussions, expectations, and follow-up plans.

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Abdiel Abdullah
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52 views

The Use of Counseling and Discipline To Improve Employee Productivity

Counseling and discipline can be used to improve employee productivity. Counseling involves face-to-face communication conducted by a supervisor and is usually a first step, while discipline involves penalties conducted by HR and is typically a second step if counseling fails. Supervisors must balance organizational needs with employee rights. Counseling addresses issues like poor performance, lack of instruction, attitude problems, and reinforces expectations. It involves defining objectives, documenting issues, listening to employees, and following up. Counseling memos may be written if other steps fail or issues are serious. The memo outlines discussions, expectations, and follow-up plans.

Uploaded by

Abdiel Abdullah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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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

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