3. THE SCENARIO In this one, the employee is walking on an
extremely thin line. His performance has extremely disintegrated
and he is about ready to get fired. Sam has been an excellent
employee since he started working in your department two years ago.
However, in the last few weeks, he has not been performing up to
standards: He has been late three times His production goals have
been below standards on many occasions. Two of his coworkers have
reported that he seems to be extremely agitated most of the time
and in a very cranky mood. (You checked this out with some other
employees and found it to be true.) Today he was late for the forth
time. You have called him into your office for a performance
counseling meeting.
4. RECORDS YOU HAVE ON SAM April 6 - Production 5% below
standard April 17 - 30 min late April 20 - Production 12% below
standard April 24 - Production 14% below standard April 29 - 25 min
late May 5 - 35 min late May 8 - Yelled out to other worker that
they were not doing their work correctly and was making his job
harder to do. May 11 - Production 10% below standard May 20 - Used
profanity when telling a coworker how to set up a line. May 26 -
Production 15% below standard June 1 - 30 min late (today)
5. WRITE RESPONSE WRITE BASIC STEPS FROM INITIATING THE MEETING
TO CLOSING THE MEETING (CONSIDER THE FOLLOWING TWO SCENARIOS IN
YOUR STEPS) WHAT WILL YOU DO? SAM MAKES EXCUSE LIKE: CAR BATTERY
DIED OTHER WORKERS HAVE SOMETHING AGAINST HIM. WHAT WILL YOU DO? IF
SAM SAYS: YOU ARE SUPPOSED TO BE MY FRIEND WHY HAVENT YOU CALLED
OTHERS YOU ARE BIASED
6. !!YOU ARE BEING TESTED!!**HAVE FUN :P FOR 5 MINUTES
7. PERFORMANCE COUNSELING Focuses on entire performance (Tasks+
Behavior) during a particular period- Not only for specific
problem. Help subordinates to analyze performances and job
behaviors to increase job effectiveness.
8. THE DIFFERENCE
9. The basic purpose of performance counselling is to improve
the performance of employees or to maintain already existing
desirable level of performance This is achieved through appraisal
i.e. observation and evaluation of the employees performance and
communicating the same to the employee.
10. Process of performance counseling
11. Counselling for poor performance Before any written warning
is issued to a person about underperformance, counselling should
take place, observing the following points: You should discuss the
work standards expected of the person. you should make clear to the
person where their work is below standard and set goals for
improvement over an agreed period; you should give the person the
opportunity to explain any reasons for underperformance.
12. You must use your own judgment to determine the length of
time allowed for improvement. There needs to be a balance between
the need to treat people fairly and your responsibility for
maintaining the effectiveness of your workplace,
13. TIPS FOR CONDUCTING A PERFORMANCE COUNSELING SESSION By
Cleve Hall 1) Prepare for the meeting. Review documentation:
employees position description, performance plan , work
instructions, etc. Arrange for the meeting. Arrange for privacy and
be prepared to give your undivided attention. Outline key
discussion points in advance and practice.
14. Establish a neutral/positive tone in voice and body
language and stay focused Use nonjudgmental, descriptive language.
Control personal emotions Express confidence in the employee. Stay
focused on the purpose of the meeting. Make it clear upfront that
this is a performance discussion.
15. Address the deficiencies. Be specific. Provide examples.
Share any documentation of problem Explain why its a problem; its
impact on work of unit and others. Explain expectations;
communicate what changes are expected.
16. Turn meeting into a problem solving session. Make employee
an active participant in the process. Express confidence that
employee can make necessary changes. Allow employee time to
respond. Consider employee's point of view. Encourage employee to
provide solutions. Discuss how things can be done differently. Ask
employee how you can help. Ask employee if there is anything else
that would help Get agreement on necessary improvements.
17. End on a positive note expressing confidence in the
employee by highlighting employee's strengths. Confirm counselling
sessions in writing and be sure to include any action steps
discussed. Review written confirmation and give employee a copy.
Schedule follow-up meeting(s) and keep to the schedule.
18. How to Conduct a Corrective Counseling Session for Bad
Performance Read the Policy Gather Documentation Use Lombardi's
Rule Kindness and Compassion are Leadership Tools Let's Do This
Again
19. NEED FOR EMPLOYEE COUNSELING AT WORKPLACE WHEN Unrealistic
Targets Excessive Workload Absenteeism and Late Coming Lack of
awareness of policies & procedures Performance Issues Slipping
Deadlines Career Problems
20. Responsibility & Accountability Lack of team spirit
Inter personal relations with superiors & subordinates Problems
in adjusting to organizational culture Family Problems Behavioral
issues/tendencies
21. WHO IDENTIFIES THE NEED Counselor Centered Counseling Line
Managers/Human Resources Supervisor determined a problem Supervisor
has the solution Supervisor takes responsibility for success of
counseling session Counselee Centered Counseling
Individual/Employee Groups Employee Determined the problem Employee
may have the solution Needs a platform for discussion
22. WHY Chalk down the career path Retaining Valuable Employees
Effective Communication Growth for Employees Ensure transparent
environment Put problems on the table for open evaluation and draft
resolutions Clearly define expectations Ensure employee follow
ethical standards, company rules, common culture etc.
23. COUNSELING MODES DEVELOPMENTAL Face to Face communication
Conducted by Immediate Supervisor Starts with a verbal discussion
Ends with draft plan of action First action step DISCIPLINARY Pre
Penalization Conducted Human Resource department Starts with a
warning/letter Ends with draft plan of action Second action step
(if developmental counseling fails)
24. Line Managers role in Counseling Listen to problems/Address
Issues Provide Feedback and help counselee to see a different view
point Investigate problems/matters Avoid word of mouth and see the
root cause with evidence Suggest/Recommend solutions Observe
behavior and clarify expectations Determine right course of action
and reach conclusion Draft plan of action and follow up
25. HRs role in Counseling Need for counseling can be
identified by HR as well as supervisor. HR discusses the issue with
the relevant supervisor and continuously ask for feedback Discuss
and agree a plan of action with supervisor. Schedule and jointly
conduct the counseling session Conclude the counseling session with
warning (if required) Follow-up the action plan and feedback to the
supervisor Monitor developments
27. COUNSELING SKILLS Active Listening Appropriate Body
Language Intelligent Questioning Problem Solving Decision Making
Connecting & Reflecting Back Mutual Influencing Reading Non
verbal Behaviors Not imposing superiority or patronage Concluding
& Recommending
28. COUNSELING ERRORS Dominating the counseling session Giving
unnecessary or inappropriate advice Not listening Projecting
personal likes, dislikes and biases Rash Judgments Stereotypes Loss
of Emotional control Absence of action plan & Improper follow
up Using single counseling style Neglecting privacy factor
29. BENEFITS OF COUNSELING Decrease costs related to turnover,
absenteeism Improvement in employee performance Increase in
productivity Manage behavioral problems brought about by
organizational change Helps in superior decision making Assist in
understanding the situation more objectively Facilitates to look at
the situations with a new perspective Motivates to search for
alternate solutions to problems
30. VIDEO SUMMARY
31. !!YOU ARE BEING TESTED!!**HAVE FUN :P FOR 5 MINUTES
32. POWER POINTS 1. START THE MEETING: Its Your Problem Not
Ours 2. USE YOUR POWER BASE: Documented evidence 3. WHEN IN DOUBT ,
LOOK AT FACTS. 4. MOVE TO CLOSURE : three issues to be addressed,
you want the employee to own the problem, the reason for the
decline in performance, and is it a personal problem 5. GET THE
COMMITTMENT: Now it is time to apply the Principle of Pain. This is
a process in which people with a performance problem must make a
choice between keeping their disruptive behavioral pattern or
keeping their job. The pain of losing their job may be the pain
that is necessary to make the choose.
33. X-FILES ACTION PLAN PIP- PERFORMANCE IMPROVEMENT PLAN HOW
TO WRITE A PIP?
34. !!YOU ARE BEING TESTED!!**HAVE FUN :P FOR 5 MINUTES
35. YOU ARE NOW CERTIFIED TO PERFORM BAREFOOT PERFORMANCE
COUNSELLING!!
36. REFERENCES
http://www.nwlink.com/~donclark/leader/councel2.html
https://www.youtube.com/watch?v=bM014AHHt1Y National Park Service
training: How to write a PIP? GOOGLE DEFINITELY! WE WENT TO
GOOGLE.CO.UK AS WELL!
