Counselling (Benefits (Resolving issues (Learns how to resolve issues…
Placing value on individuals, acknowledging that they are human and not machines
Employees become more conscious of their own skills and abilities and more confident in applying them
Awareness of others’ viewpoints
Receive the message that other viewpoints are also to be valued
Learns how to resolve issues themselves
Apply thinking process themselves
Maintain company's assets
Employees are an important asset of the company which require maintenance and caretaking
People often call in sick to relieve themselves of stress when problems become overwhelming
Lower staff turnover
increased staff satisfaction with their managers, work and organisation
Word of mouth
Public relations will improve both internally and externally
Monitored organisational health
help the organisation to be more aware of problem areas and make informed decisions on appropriate action plans
5D Counselling process model
Determine the goals
Employee will establish their goals, decide what they want to change, what can be resolved, and what can only be managed differently.
General goals determined and broken down into workable objectives. Objectives must be prioritised, and realistic time frames for meeting them considered
The employee must be committed to carry out the goal(s)
Decide the plan of action
Devise a specific and workable plan of action
Consider all options
Teach decision making skills
Generate and explore objectives
Break down strategy into specific steps. Plan and consider each step in advance
Define the problem
During this phase, the problem is first defined by the employee
Important to understand the problem from employee’s point of view, before challenging them to look at the problem more objectively
Focus and prioritise issues
May need to encourage them to look at their problem from different angles
The employee must first accept that the problem does indeed exist, and recognise that the problem is their own and not someone else’s
The employee needs to accept responsibility both for the problem and the solution
Make sure the action plan is implemented, arrange regular follow-up meetings to check on progress as well as to offer support.
Creating an appropriate counselling atmosphere. The seating arrangement should be comfortable. Across-the-table seating should be avoided where possible.
This “safe” environment encourages them to open up more, to take a closer and more objective look at themselves. The ability to self-criticise is a pre-requisite to change and improvement
Attitudes to adopt; Respect, Genuineness, Empathy, Equality, Confidentiality
Key counselling skills
You can gather tremendous amount of information by observing non-verbal communication as well as the content of the words used
Paraphrasing and summarising
Conveys to the employee that you are with him and are trying to understand what is being said
Crystallises the employee’s comments
Provides a check on the accuracy of your perceptions.
Not talking but being there for them
Concentrate and focus on what is happening and do not be distracted etc.
S refers to Sit squarely
O refers to Open gestures
L refers to Lean forward slightly
E refers to maintaining Eye contact
R refers to being Relax.
4 basic things
Their experiences - what do they see as happening to them?
Their behaviours - what do they do or fail to do?
Their sentiments - what are their feelings and emotions?
Their point of view.
Questioning and probing
Encouraging and helping the employee to explore the problem situations in a way that makes them more concrete
Invites the person to discuss the issue more fully.
Use open-ended questions
Types of problems
From the individual, not the organisation
Could be due to the way they are and behave
Direct result of people living and working together in the same organisation
Caused by issues of authority, poor interpersonal relations, perceived inequity in pay, overwork or underwork, lack of promotion , redundancy, retirement, redeployment, organisational change
Illness and disorder
Symptoms of illness can mean that a person has a condition requiring medical attention; however, they could also be indicative of an eating disorder. Eg. the person’s physical appearance has altered
If there is suspicion of a medical problem, you need to refer the person to a doctor as soon as possible.
Symptoms of addiction may include overweight and malnutrition at the same time, paleness due to anaemia, accidents at work, mood swings
A supervisor should refer the employee to a specialist.
However, it is often difficult to get alcoholics to admit their problem. Alternatively, disciplinary action may be necessary.
The death of a close friend or relative, and especially the death of a partner
may shows signs of lack of concentration resulting in increase of errors, bouts of depression, lethargy, inappropriate anger and overreaction
They need the opportunity to ventilate and talk about his or her feelings. They could benefit from being in a contact group of people who have had the same experience
Effects of long-term stress is depression. It may be triggered by a major unfortunate life event, or a series of smaller events that build up.
Symptoms of depression include sadness, disturbance of sleep and appetite; self-neglect; loss of self-confidence; poor memory; suicidal thoughts; agitation and anxiety.
Supervisor should look out for early-warning signs of depression.
If there is any doubt at all about the nature of the depression and the seriousness, it is vital that the employee be referred to a doctor.
Poor concentration and performance; low energy or exhaustion; high irritability; workaholism; increased drinking; dismissive or critical of spouse.
Supervisor should adopt a friendly but essentially neutral approach.
Avoid agreeing with the person, thus colluding with him and contributing to a deterioration of the situation.
Some staff may experience financial problems due to factors such as retrenchment of a family member, chronic illness, gambling, setting up a new home etc.
They may show symptoms of poor concentration and performance; anxiety; distraction; restlessness.
The manager can listen to their concerns and understand the problem, reframe their understanding of the problem and seek solutions. If necessary to seek external debt and financial counselling.
Set of techniques to manage problems using own resources