Mc connell pp_ch17
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Transcript of Mc connell pp_ch17
© 2010 Jones and Bartlett Publishers, LLC
Umiker's Management Skills for the New Health
Care Supervisor, Fifth Edition
Charles McConnell
© 2010 Jones and Bartlett Publishers, LLC
Chapter 17
Counseling: Preventing Bigger Counseling: Preventing Bigger
ProblemsProblems
© 2010 Jones and Bartlett Publishers, LLC
Kinds of Counseling
Career counseling, which involves
the supervisor functioning as an
advisor or mentor;
Preventive or remedial counseling
(the primary topic of this chapter).
© 2010 Jones and Bartlett Publishers, LLC
Goal of Counseling
The goal of counseling is to correct
deviant performance or behavior or
prevent its occurrence while
preserving the self-esteem of the
individual employee.
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Reasons for Employee Counseling
Unsatisfactory productivity or diminishing quality
Poor or apparently deteriorating work habits
Violations of policies, rules, procedures, etc.
Inability to get along with others Chronic complaining Complaints from customers
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Employees Break Rules Because:
they never learned—or they forgot
—what was required of them;
they see rules and regulations as
meaningless, restrictive, or unfair;
they are aware that rules are rarely
enforced;
© 2010 Jones and Bartlett Publishers, LLC
Employees Break Rules Because:
they are influenced by other
workers;
they consider the rewards of
misbehavior to be greater than the
risks or the penalties; and
they are misfits or malcontents.
© 2010 Jones and Bartlett Publishers, LLC
Why Supervisors Fail to Counsel
they may not be aware of the problem.
they may simply ignore the problem--“If
I’m very quiet, maybe it will go away.”
they postpone action for a “more
convenient time”
they ascribe a the behavior to a “poor
attitude” and decide that little can be done
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Think Before Counseling:
What have you or others observed?
What have you documented?
Does this situation represent a
relapse?
What does a review of the
employee’s record reveal?
© 2010 Jones and Bartlett Publishers, LLC
Think Before Counseling:
What does the person’s most recent
evaluation reveal?
What rule or regulation or policy is
involved?
What patterns of behavior are
evident?
© 2010 Jones and Bartlett Publishers, LLC
Do Not Delay
Do not put off counseling; damage
could be taking place while you
hesitate.
And the more delay, the harder it
will be to convince the person of the
matter’s importance.
© 2010 Jones and Bartlett Publishers, LLC
Know Before You Begin
your exact opening remarks,
statements intended to boost the
employee’s confidence,
the solution you hope to reach, and
how you will respond to rebuttals,
defensive reactions, anger, tears, or
threats.
© 2010 Jones and Bartlett Publishers, LLC
The Counseling Interview
Initially, project helpfulness and caring
Determine whether the person is
aware of the problem
Explain the effects of the behavior
Encourage the person’s response
© 2010 Jones and Bartlett Publishers, LLC
The Counseling Interview
Get the person to admit that there is a
problem
Emphasize that the problem must be solved
and that it is up to the person to solve it
Summarize what is agreed upon
Document the agreement and the intended
follow-up
© 2010 Jones and Bartlett Publishers, LLC
Avoid Prescribing Solutions
A quick answer can make the person
feel inadequate.
If your solution fails, you appear
inadequate.
The person may feel obliged to take
your advice even though he or she may
have a better one
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Avoid Prescribing Solutions
An employee who owns the solution
will try harder to make it work.
An employee can become
dependent on you for all solutions.
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Documentation Must Include:
the date of the discussion,
a description of the problem,
the employee’s comments,
the agreed-upon resolution,
any warning you delivered, and
the deadline for resolution of the
problem.
© 2010 Jones and Bartlett Publishers, LLC
Employee Responses
In many instances you can expect
to receive defensive responses.
Remember that any behavior
displayed by employees during
counseling is behavior that the
person has probably found effective
at some time in the past.
© 2010 Jones and Bartlett Publishers, LLC
FOLLOW-UP
The counseling process does not
end with the interview.
Conscientious follow-up is essential.
© 2010 Jones and Bartlett Publishers, LLC
In a Repeat Counseling Session
let the employee know you are aware
of the continued problem,
inform the employee of the riskiness
of repeating the behavior, and
offer one more chance before you
take disciplinary action.
© 2010 Jones and Bartlett Publishers, LLC
For a Repeat Counseling Session
Review the agreements reached at the
previous session
State what you have observed or learned
that shows that the agreement has been
broached
Ask for an explanation
Insist on a new solution or a renewed effort
© 2010 Jones and Bartlett Publishers, LLC
For a Repeat Counseling Session
Describe the consequences of
continued noncompliance
Agree on the new action to be taken
and a new follow-up date
State your reluctance to give up on
the employee
© 2010 Jones and Bartlett Publishers, LLC
Successful Interventions
There can be several possible paths
leading to a successful intervention
via employee counseling, but they
all involve open and honest
communication and faithful follow-
up.