3. Purpose
•
To improve performance
•
To stop negative behavior from continuing
•
To allow employee to understand how his/her behavior
impacts the business/team
•
To maintain the employee’s confidence/self-esteem
7. CORRECTING
When counseling has not had
the desired result
When more than a “word to
the wise” is needed
When there’s a policy or
procedure violation
8. Focus on the situation,
issue or behavior –
NOT on the person
12. •
TIME FRAME
•
•
The future…not the past
COMMUNICATION STYLE
• WITH the employee…not AT the employee
•
DYNAMIC
•
Adult-to-adult…not parent-to-child
16. WILLFUL VS. NON-WILLFUL
•
Does the employee have the knowledge or skills?
•
Does s/he have the ability? Has s/he been trained?
•
Does the employee have the necessary resources?
•
Is s/he aware of the rule/policy?
22. RESULTS
What are the consequences
if performance doesn’t
improve or behavior
continues?
23. IT’S OK…
•
… to seek the employee’s input
and ideas on how they can
correct the situation or improve
performance
•
… to express your confidence
that the employee can correct the
situation
•
… to offer your support and
assistance
24. D-FENCE
Shifting blame - “it’s not
my fault!”
Sarcasm/ridicule - “that’s
a stupid policy”
Hostile silence … it’s not
always golden
27. THINK ABOUT…
When is it necessary to move along the
continuum from coaching to counseling
to correcting? "
"
"
"
What steps can you take when you
have to counsel an employee about a
performance issue?"
"
"
"
What are some ways to follow up after
you’ve corrected someone?
