Organization of Staff Analysts EMPLOYEE COUNSELING AND CONFLICT RESOLUTION

Transcription

1 Organization of Staff Analysts EMPLOYEE COUNSELING AND CONFLICT RESOLUTION 1

2 Course Objectives: Define what counseling is and when it is appropriate to use. Identify and address poor performance and behavior problems Develop and maintain good working relationships Deal with challenging behavior. 2

3 Counseling Counseling is one of three important tools a supervisor can use to improve employee performance and behavior. The main purpose is to address performance problems and find solutions Feedback Coaching 3

4 Employee Counseling Guidelines o A discussion between supervisor/employee re: real/perceived performance deficiency or job-related behavior o Employee s perception of the behavior o Supervisor helping employee correct behavior o Employee s attempt to eliminate the problem 4

5 Counseling Counseling generally follows feedback and coaching. Feedback and coaching will generally improve performance however, some situations require more action. Counseling should not be confused with discipline Counseling attempts to correct performance through face to face communication and problem solving Counseling is a formal face to face discussion between the supervisor an employee to improve performance and/or behavior The counseling session may be followed with a counseling memo. 5

6 Ten Guidelines for Effective Counseling 1) Plan session beforehand and give employee advance notice 2) Conduct session privately 3) Focus on employee s behaviors/performance that led to this session 4) Be direct & honest 5) Remain objective & calm 6

7 Ten Guidelines (Con t) 6) Retain an open mind-seek solutions 7) Listen-allow employee to talk 8) Do not consider counseling as discipline 9) Speak positively to employee-never punitive or derogatory tones. 10) Thank employee & indicate availability for further help 7

8 The Counseling Session Set positive tone Describe problem/improvement opportunity Ask, listen Identify options for correcting situation Listen, take notes Summarize meeting to ensure understanding Inform if documented in writing & placed in file 8

9 The Counseling Memo Detail meeting information Note background information Describe key points State problem in specific terms Describe effect of employee s behavior on: performance, others, operations Write the performance standards of employee s job Details what you expect of the employee to resolve the situation 9

10 The Counseling Memo(Con t) Include employee s response to your concerns & any explanations Note consequences of continued poor performance-what will happen if no improvement In closing, note follow-up meeting date, who receives copy, that a copy will go to file and remember to sign memo 10

11 An effective counseling session should be: A. Timely B. Specific C. Unplanned, held on the spur of the moment D. A and B 11

12 The overriding purpose of a counseling session is to : A. Detail disciplinary actions the employee may face B. Review the employee's future goals C. Reinforce the supervisor's role in enforcing policy and contract agreements D. Address performance problems and find solutions 12

13 The best way to inform an employee that a counseling session is to be held A. B. Verbally, in private is: C. A written note dropped in his or her mailbox, desk or work area D. During a staff meeting along with others 13

14 You are counseling an employee who has demonstrated persistent tardiness. This employee has recently experienced a myriad of personal problems that he has openly shared with you and co-workers. Which statement best describes how to address the employee s tardiness during the counseling session? A. Remind the employee that everything will be alright B. Set a date for mandatory EAP counseling and support your decision by offering to join the employee during the session C. Suggest EAP as a resource and offer the number to call D. Do not fall into the trap of letting the employee complain. Stay firm, stick to the facts and demand immediate improvement form the employee. It s for his own good. 14

15 Prior to planning a counseling session and /or a counseling memo, what are some resources you might want to call upon? A. The Employee Relations Office B. Employees under your supervision C. Your supervisor notes D. A and C 15

16 Feedback Feedback is providing the employee information on what they are doing well and areas where they need to improve. You should identify the problem or issues with the employee,, explore it and make clear your expectations for future performance. 16

17 Conditions of Feedback Provide feedback in private Timely and specific State the performance or behavior observed Explore the situation with the employee State your expectation clearly 17

18 Coaching Unlike feedback, coaching is characterized by a more problem-solving approach. Coaches praise our strengths and encourage us to build upon them. They help us identify our areas of developmental need and work to overcome them 18

19 Causes for Performance/Behavior Problems 1. Employee does not know how to do job/lacks feedback 2. Something/someone keeps employee from doing the job 3. Employee does not WANT to do it. 19

20 Common Causes The reasons why an employee does not meet performance standards can be generally categorized into one or more of the four reasons The supervisor has not clearly communicated standards to employee The employee hasn t received feedback on how well he or she is doing The employee work is hampered by lack of knowledge, skills or resources The employee isn t motivated or has a negative attitude 20

21 Supervisory Strategies/Tools Feedback Coaching Counseling 21

22 Lady Lia has been employed for the agency since August 2001 as a Staff Analyst. Two years ago she was assigned to your area and is reporting directly to you. For the last six months Lady Lia had been late to work approximately eighty percent of the time and has missed deadlines. You have avoided talking with her because you know that she is going through personal problems and she has excellent interactive personal skills. However, you boss has noticed and he has discussed the matter with you. You can not avoid her anymore. What are you going to say to Lady Lia? 22

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24 Strategies for Improving Employee Performance Communicate with the employee Provide regular feedback Identify why the employee might not be meeting performance Motivation and attitude 24

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26 Conflict Resolution:(how to manage challenging employees) o Make an effort to change their behavior o Maintain a good working relationship o Examine your own contribution to the difficult behavior pattern o Be flexible in your communication modes o Encourage desirable behaviors 26

27 Conflict Resolution Styles Avoidance Accommodating Compromising Forcing Collaborating 27

28 Which of the following is most likely NOT a reason for poor performance? A. Lack of communication B. Lack of feedback C. Excessive training D. System issues 28

29 Joanne is new to her job where she reports to Mike, a long-time supervisor. Mike needs Joanne s help in setting up a meeting. His best direction would be: A. Schedule a Quality Review Team meeting tomorrow please B. When you get a chance, see about a Quality Review Team meeting. Let s have it here in our conference room at 10:00am C. Something came up that needs immediate attention. Here s a list of the Quality Review Team. Please telephone each member and let them know we must have a meeting tomorrow here in the conference room at 10:00 a.m. If someone says they can t make it, tell them this is a priority. The meeting will last 30 minutes. D. Would you please send an to the Quality Review Team that we need to have a meeting tomorrow? 29

30 Which of the following is not a Conflict Resolution Styles 1. Ambivalence 2. Accommodating 3. Compromising 4. Forcing 5. Collaborating 30

31 Which of the following is a cause for Performance/Behavior Problems 1. Employee does not know how to do job/lacks feedback 2. The employee is lazy 3. The employee has not received a raise in over 10 years 4. The employee s parents did not teach him/her work values at home 31

32 True or False It is always a good idea to use a coaching session as part of the process to discipline and employee when the offense is not that serious. 32

33 Insubordination is the refusal of an employee to carry out: A. A request B. A direct and proper order C. Only an order that is written: refusing a verbal order is not insubordination D. Any order 33

34 An example of passive insubordination might be: A. Threatening the supervisor B. Telling the supervisor to go to hell C. Stating a refusal to carry out an order D. Continually misunderstanding the supervisor s orders 34

35 If you smell alcohol on an employee's breath and observe him or her acting inebriated you should intercede. Bring the employee into your office immediately and find out how much he or she has drank o True o False 35

36 Counseling is the preferred method for dealing with alcohol or substance abuse problems. o True o False 36

37 Which of the following is a valid statement to an employee you believe has been drinking? A. You ve been drinking, you re crazy B. You were on break a long time; have you been drinking again? C. I smell alcohol and your face is flushed D. We both know you have a problem. Let s talk about it 37