The Use of Counseling and Discipline to Improve Employee Productivity

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The Use of Counseling and Discipline to Improve
Employee Productivity
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Counseling vs. Discipline

• Counseling
• Face-to-face communication
• Conducted by supervisor
• Usually, first form of action

• Discipline
• Penalization
• Conducted by Human Resources
• Typically, second form of action
• (if counseling fails)

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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

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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.

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Consequences of Failing to Take Action

• Increased workload
• Department morale affected
• The employee may never see the problem
• Problem is reinforced as acceptable

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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

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Purpose of Counseling

• Communicate concerns to the employee
• Determine the cause of the employees activities
• Identify avenues for improvement and/or
  development
• Improve employee performance

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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

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The Counseling ProcessBefore 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

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The Counseling ProcessSession 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

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The Counseling ProcessMinimizing 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

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Writing a MemoDecision

• 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)

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The Counseling ProcessWriting 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

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Writing a MemoFormat

• 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 employees personnel folder

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Writing a MemoContent

• 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

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Writing a MemoContent, contd.

• The employees 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.

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The Counseling ProcessAfter 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

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Counseling

• EXAMPLE MEMO HANDOUTS
• QUESTIONS AND COMMENTS