Hello Everyone,
Hope you all are fit and fine!
I am Anshulika Nigam, HR at an IT Firm and i need a format/form for counselling session of the employees. I need a slightly idea that how to conduct a counselling session because it is a production note to retain the valuable employees.
So plz help me out through your worthy suggestions and recommendations.
Thanks & Regards,
Anshulika Nigam
Lucknow
From India, Lucknow
Hope you all are fit and fine!
I am Anshulika Nigam, HR at an IT Firm and i need a format/form for counselling session of the employees. I need a slightly idea that how to conduct a counselling session because it is a production note to retain the valuable employees.
So plz help me out through your worthy suggestions and recommendations.
Thanks & Regards,
Anshulika Nigam
Lucknow
From India, Lucknow
The basic idea of any couselling session is to get a win-win result. It is only then that you will have a happy employer and employee.
First things first:
How does the employee end up with you for counselling? Is it because of a complaint? An appreciation? Someone requests for it? You have not specified an initiating process for it? How do you assess which employee needs counselling? Who decides it? - this can be thought about and a simple form created to answer these questions.
Who recommends it, why, what is the desired result at the end of a session?
It helps to read up the person's personal file before sitting on a session. Read up the resume, the notes at point of hiring, meet the person who authorised the couselling and write down specific areas of what needs to be discussed.
Have a copy of the job description, wins and performance lows for the person. It helps you have a start at a conversation. Do not form opinions yet. Simply write down questions that seem relevant.
During the session:
Make the person comfortable.
Listen to what the person is saying without putting words in their mouth.
Watch the body language.
If you like the person, ask tougher questions. If you do not like the person have a softer approach. Only then can you really be objective. Remember, you are not there to judge the person. You are there to have a win-win result that keeps productivity going.
At the end of it:
Do not make promises you cannot keep. Assure the person that what is to be confidential will remain off the record but what needs to be addressed will be looked into. Take a few commitments from the individual for making changes that are progressivbe and positive.
Indicate to the person if you feel you might see them again.
Be concise in your report. Do not judge. State your observations. Recommend follow-up where required.
In conclusion alone give your recommendations.
Hope this helps!
Regards
Sandhya Suri
From Nigeria, Lagos
2First things first:
How does the employee end up with you for counselling? Is it because of a complaint? An appreciation? Someone requests for it? You have not specified an initiating process for it? How do you assess which employee needs counselling? Who decides it? - this can be thought about and a simple form created to answer these questions.
Who recommends it, why, what is the desired result at the end of a session?
It helps to read up the person's personal file before sitting on a session. Read up the resume, the notes at point of hiring, meet the person who authorised the couselling and write down specific areas of what needs to be discussed.
Have a copy of the job description, wins and performance lows for the person. It helps you have a start at a conversation. Do not form opinions yet. Simply write down questions that seem relevant.
During the session:
Make the person comfortable.
Listen to what the person is saying without putting words in their mouth.
Watch the body language.
If you like the person, ask tougher questions. If you do not like the person have a softer approach. Only then can you really be objective. Remember, you are not there to judge the person. You are there to have a win-win result that keeps productivity going.
At the end of it:
Do not make promises you cannot keep. Assure the person that what is to be confidential will remain off the record but what needs to be addressed will be looked into. Take a few commitments from the individual for making changes that are progressivbe and positive.
Indicate to the person if you feel you might see them again.
Be concise in your report. Do not judge. State your observations. Recommend follow-up where required.
In conclusion alone give your recommendations.
Hope this helps!
Regards
Sandhya Suri
From Nigeria, Lagos
Sandhya Suri has given you good food for thought and action.
I have the following to offer:
- Please get clarity from the management about what the purpose of the counselling would be. Will this be appearing on your goalsheet? If yes, then how do you get credit for it? i.e. how will it be measured?
- Remember that counselling means that the person is likely to offer their personal opinions and observations. This should be treated as highly confidential, else no one will open up to you.
- You have to build a reputation of being trustworthy with secrets so that people willingly open up without fear of management action. Only then will you get useful information.
- This also means that you must be able to listen without judging the person. If the person feels they are being judged by you, then the sharing will not be honest.
- This sharing could run contrary to the management's view. You will therefore have to develop for yourself a judgement to ensure confidentiality is maintained, and at the same time, action is taken to protect the organization's interests.
Formats are not really relevant in a counselling scenario unless it is a scenario of discipline, etc.
Hope this helps. Please contact me directly if you wish to discuss more.
From India, Mumbai
I have the following to offer:
- Please get clarity from the management about what the purpose of the counselling would be. Will this be appearing on your goalsheet? If yes, then how do you get credit for it? i.e. how will it be measured?
- Remember that counselling means that the person is likely to offer their personal opinions and observations. This should be treated as highly confidential, else no one will open up to you.
- You have to build a reputation of being trustworthy with secrets so that people willingly open up without fear of management action. Only then will you get useful information.
- This also means that you must be able to listen without judging the person. If the person feels they are being judged by you, then the sharing will not be honest.
- This sharing could run contrary to the management's view. You will therefore have to develop for yourself a judgement to ensure confidentiality is maintained, and at the same time, action is taken to protect the organization's interests.
Formats are not really relevant in a counselling scenario unless it is a scenario of discipline, etc.
Hope this helps. Please contact me directly if you wish to discuss more.
From India, Mumbai
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Counselling Format.doc
Format Meanings.txt