Ma new employee counselling

Employee Counselling

By,
BIBIN K BABU (TEAM 2)
S3 SMBS
MG UNIVERSITY
KOTTAYAM

BIBIN K BABU, 3rd SEM SMBS 10/3/2012

CONTENTS

 Definition of Employee Counselling
 Why is Counselling Need?
 What kind of problems are appropriate for counselling?
 How to Counsel?
 Counselling Skills
 The Essential Elements of Counselling
 Important Skills/Tools for the Counsellor
 Personal Qualities of the Counsellor
 Stages in the Counselling Process
 Types of Employee Counselling


CONTENTS
 Roles of different parties in Employee Counselling
 Prerequisites in Employee Counselling
 Effective Employee Counselling
 Factors that Influence Change
 Gathering Information
 Gathering Information &
Building the Relationship
 Conditions for Effective Counselling
 Tips for Effective Counselling
 Follow-Up
 Resistance to Termination
 Premature Termination


CONTENTS

 Referrals
 A Word About Goals
 Five Major Goals of Counselling
 Goal Guidelines
 Counsellor and Client are full time Employees of the
Organization
 Strengths and Weakness of Internal Counselling
 The Independent Counsellor who works with Employees o an
Organization
 Strengths and Weakness of External Counselling
 Reference

Employee Counselling

What is
counselling?


Definition of Employee Counselling

Counselling us a process in which two people meet to
explore personal problems and to identify solutions.

Counselling is the process of advising an employee so
as to enable him to overcome his emotional problem.

Counselling means discussion of an emotional problem
with an employee with the general objective of
minimising it.


Effective Counselling

Effective Counselling requires that a Client be capable
of self-disclosure and self-exploration and motivated to
change attitudes and behaviours. Successful
Counselling also demands skilled, empathic and
trustworthy Counsellors to guide and support through
the change process.


Why is Counselling Need?

 HR initiatives only look at the organizational
perspective, but the well beings of the workforce
depends just much on the individual’s well beings.
 The stress, from home or from the routine of work
affects not just the individual, but the organization but
the work force in turn.


What kind of problems are appropriate
for counselling?
Common concerns include:
 Depression
 Grief & loss
 Self-esteem
 Anxiety
 Unemployment/employment stressors
 Romantic relationships
 Family
 Academic problems
 Diet & body image
 Shyness, loneliness, identity


What kind of problems are appropriate for
counselling?
 „Media stress‟ (major disasters, crime, war,
environmental degradation)
 Changes to relationships & lifestyle after illness or
disability


How to Counsel

7 Communication Skills for a Successful Counselling
Relationship.

1. Empathy
2. Respect
3. Concreteness
4. Genuineness
5. Self-disclosure
6. Challenging
7. Immediacy


Important Skills/Tools for the
Counsellor
There are several important skills which we will cover
briefly. Each is considered a “micro-skill” which you
will need to develop during the clinical sequence of the
counsellor training program.
 Empathy
 Leading
 Responding
 Self Disclosure
 Immediacy
 Humour
 Confrontation


Empathy

Empathy
The ability to communicate your understanding of that
to your client.
Empathy is communicated understanding of the other
person‟s intended emotional message.
Two Forms of Empathy
 Primary Empathy:
Responding in such a way that it is apparent to both
the client & counsellor the counsellor has understood
the client‟s major themes.

Empathy

Advanced Empathy:
 This takes the relationship one step further. You are
exploring themes, issues, meanings, and emotions
that are below the surface of what is being shared by
the client.


Leading

Leading
 There are several ways to “lead” the client forward in a
session. They include using silence, acceptance,
paraphrasing, etc…

 Be aware of how you lead and where you are going.
You are working on the client‟s issues, not your issues,
or what you think the client should be working on.


Moving the Client—Leading

 Restatement of content
 Reflection of content
 Reflection of feeling
 Minimal Encouragers: “I see”.
 General Encouragers: Direct client talk more on a
specific topic,
 e.g., “Please say some more about…”
 Encouragement/Support


Responding Styles

Counselling is often perceived as just focusing on
feelings. This is not true.
While counselling helps people work through
feelings; how one responds and communicates with
others will effect how the counsellor responds to the
client.
 Affective Responding
Focusing on Feelings .
Behavioural Responses
 Focusing on actions and behaviours.

Responding Styles

Cognitive Response
Focusing on thoughts and cognitions.

You will balance these throughout the session with a client.


Self-Disclosure

 Self-disclosure is making oneself known to another person (the
client) by revealing personal information.

 Counsellors self-disclosure is only necessary as it relates to the
therapeutic process. Too much self-disclosure hinders the
counselling process, while not enough, may inhibit the client
from forming a bond with the counsellor.


Immediacy

 This involves a counsellor‟s understanding and communicating
of what is going on between the counsellor and client within
the helping relationship.
There are 2 types:

 Relationship immediacy. (Between client & counsellor)
 “Here & Now” immediacy focuses on some particular
event in the session.


Humour

 Humour can have a positive
effect on the counselling process
when used properly.

 It must be used with sensitivity
and timing. It does not demean
and is supportive.

 A session is not a time to try out
a new joke heard at lunch.


Confrontation

 This is not skill at putting the client down for doing something
wrong!!

 This is an invitation to the client to look more closely at
behaviour that is not working or interfering with
growth, change, or healthy functioning.

 Before you confront someone you want to make sure the
relationship is strong and able to withstand the challenge of the
confrontation.


Confrontation

 Example: “You have said you want to change this behaviour but
it seems you keep doing it over and over again. Help me to
understand what is going on and how repeating this pattern is
helpful to you.”


Counselling Skills

 Listening.
 Giving Information.
 Starting and ending the relationship.
 Making Suggestions.
 Drawing out.
 Challenging.
 Supporting.
 Timing


The Essential Elements of Counselling

 Two persons are in psychological contact.
 The Counsellor and client relate well.
 The Client, is in a state of incongruence, vulnerable and anxious.
 The Counsellor, is congruent or integrated in the relationship.
 The Counsellor sticks closely to the client’s problems.
 The Client feels free to say what they like.
 The communication to the Client of the Counsellor’s empathic
understanding.
 An atmosphere of mutual trust and confidence exists.
 Rapport is essential.


Personal Qualities of the Counsellor

 Empathy.
 Warmth.
 Genuineness.
 Positive regard.
 Concreteness.
 A sense of humor.
 A sense of tragic.
 Self-Awareness.


Stages in the Counselling Process

 Getting started.
 Introductory talk.
 Identifying the issues.
 Copying with feelings.
 Identifying possible solutions.
 Agreeing a plan.
 Implementing the plan.


Types of Employee Counselling
The types of Employee Counselling are of three types
1. Directive Counselling.
2. Non- Directive Counselling.


Directive Counselling

The counsellor listens to an employee‟s emotional
difficulty, decides with him what can be done and then
motivates him to do it.
The employee receives advice and
reassurance feeling is released and his/her thinking is
clarified. The counsellor enthuses the employee to take a
workable course of action.


Directive Counselling

Directive counselling is where the Counsellor leads the
Client to do/take something that the Counsellor thinks is
best, without asking for the Client own thoughts on
whether they want to do it.


Non- Directive Counselling

Non-directive counselling is where the Client makes the decisions
on whether they think something is good for them, the Client
takes the lead and the Counsellor tells the Call the options they
have without putting in there own opinion.


Factors that Influence Change

The counselling process is influenced by several characteristics
that help it become a productive time for the client & counsellor.
Not all characteristics apply to all situations, but generally, the
following help bring about positive results.
 Structure
 Setting
 Client Qualities
 Counsellor Qualities



Structure
 The “joint understanding between the counselor & client
regarding the characteristics, conditions, procedures, and
parameters of counseling”.
 This give form to what the formal process will look like.
Many clients come to counseling with no idea what to expect.
Counseling moves forward when client and counselor know
the boundaries of the relationship and what is expected.



Physical Setting
 Counselling can happen anywhere, but the
professional generally works in a place that provides
-
Privacy,
Confidentiality
Quiet
Certain comfort



Client & Counsellors Qualities
 Generally like to work with clients who are most like
them. We are influenced by the physical
characteristics of the client. It is important to be
aware of how you work with all clients and offer
your best work to all clients.
 Clients, depending on culture, initially like to work
with counsellors who are perceived as experts,
attractive, trustworthy.


Gathering Information

 Types of Questions:

 Open—allows the client to answer the question in a free-
flowing or narrative style. Used when you want more
detailed and elaborate answers.
 Tell me how this is working for you?

 Closed—this type of question requires only a one or two
word response. Usually…Yes or No.
 Do you enjoy that type of work?



 Types of Questions:
 Probes—a questions which begins with a who, what, where,
how, or when.
 What do you plan to do to complete your project?
 Requests for Clarification—Asking the client for more
information.
 Help me understand what this relationship is for?



When you can take the time to build the relationship with the
client & gather information, there are other skills which you must
possess and develop. In efforts to build the relationship, you
would concentrate more on the client‟s attitudes and emotions.
The skills you need include the following.


Gathering Information &
 Restatement/Content Paraphrasing.
 A re-statement of what you heard the client say in slightly
different words.
 Reflection of Feeling.
 Similar to a re-statement, but you are concentrating more on
the emotional aspect & the non-verbal communication.


Gathering Information &
 Summary of Feelings.
 A simple summary paraphrase of several feelings which have
been verbalized (non-verbal and verbal).

 Acknowledgement of Non-verbal Behavior.
 You are noting to the client what you are seeing. You are not
interpreting the non-verbal content.


Conditions for Effective Counselling

 A general climate of openness and mutuality.
 A helpful and empathic attitude on the part of the manager.
 The establishment of an effective dialogue.
 A focus on work-related goals.
 Avoidance of discussion about salary, raises and other rewards.


Tips for Effective Counselling

 Make sure that the subordinate is willing to learn from
Counselling.
 Encourage the subordinate to function independently.
 Make sure that the subordinate understands the purpose of the
Counselling.
 Minimize arguments.
 Ensure adequate follow up.


Follow-Up
 At times, a follow-up may be scheduled for various
reasons including evaluation, research, or checking-in
with client.

 Follow-ups need to be scheduled so as to not take the
responsibility of change away from the client.


Resistance to Termination

Clients & Counsellors may not want counselling to end. In many
cases this may be the result of feelings about the loss and grief or
insecurities of losing the relationship. For clients, this is
something to process. For counsellors, this is an issue for
supervision.


Premature Termination
Client
 Many clients may end counselling before all goals are
completed. This can be seen by not making appointments,
resisting new appointments, etc… It is a good idea to try
and schedule a termination/review session with the client
so closure may take place.
Counsellors
 At times, counsellors have to end counselling
prematurely. Whatever the reason for the
termination, a summary session is in order and
referrals are made, if appropriate, to another
counsellor.


Referrals
 At times, a counsellor needs to make a referral. When this is
done, specific issues need to be addressed with the client:
 Reason for the referral.
 Note specific behaviours or actions which brought the
need for a referral.
 Have the names of several other counsellors ready for
referral.
 You cannot follow up with the new counsellor to see if the
client followed through (Confidentiality issue).


A Word About Goals

 Goals within counselling help to set the tone and direction one
travel’s with their client.
 Without goals, the sessions will wander aimlessly.


Five Major Goals of Counselling

1) Facilitating Behaviour change.
2) Improving Relationships.
3) Enhancing coping Skills.
4) Promoting Decision making.
5) Facilitating the Clients potential.


Goal Guidelines

 Goals are mutually agreed on by the client and counsellor.
 Goals are specific.
 Goals are relevant to behaviour.
 Goals are achievement & success oriented.
 Goals are quantifiable & measurable.
 Goals are behavioural & observable.
 Goals are understandable & can be re-stated clearly.


Counsellor and Client are full time Employees of the
Organization

Organization
Client Counsellor


Strengths and Weakness of Internal Counselling

Strengths Weakness
Counsellor is in touch with the culture of Counsellor can be more subjective in
the company. his/her assessments.

Can make assessments in the light of the Can be vulnerable if reorganization
various organizational systems. takes place.

Counsellor can assess to the formal and Counsellor can get pulled very easily
informal structures of the organization. in to identifying with either
organization or the individual.

Can build up great credibility for the Can be used by individuals against
counselling service. the organization.

Can provide multiple roles. Counsellor is involved in politics of
the organization.


The Independent Counsellor who works with
Employees o an Organization

Organization Client Counsellor


Strengths and Weakness of External Counselling

Strengths Weakness

Not part of the politics of the organization. Have to make a profit.

Can challenge what is taken for granted May not adapt easily to individuals.
within the company.

Can offer clear confidentiality. May not be flexible in what they offer.

Can provide a range of service. Can be used by individuals against
the organization.

Can offer a number of Counsellors with Counsellors may know nothing about
different skills, background etc. the organization from which clients
come.

?????


REFERENCE

 PHILIP BURNARD – Counselling Skills Training, Viva Books
Private Limited, 1995 Edition,
Page No: 18-19,22-40

 KAVITHA SINGH - Counselling Skills for Managers, Prentice-
Hall of India Private Limited, 2007 Edition,
Page No: 35-36, 180-182,197


REFERENCE

 MICHAEL CARROLL-Work Place Counselling,
Sage Publications, 1996 Edition,
Page No: 16-17, 32-35,


Ma new employee counselling

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