|
There is no hard and fast rule as to when counseling is appropriate. As
a general rule counseling is appropriate when the established standards
for performance and conduct are not being met. However, the supervisor
must exercise judgment and discretion when determining whether, and at
what point, to counsel. Examples of poor performance.
Certain types of behavior might be a problem after one incident, while
others might not become a problem until a pattern develops. For example,
an employee who has had excellent attendance for several years may not
require counseling due to one day's tardiness. In fact, in such
situations, premature attempts at counseling may create a defensive
attitude on the part of the employee and negatively impact the
employee’s job performance. In other circumstances, however, the
severity of a situation might warrant counseling following one incident,
regardless of the employee's work history.
Determining whether counseling is appropriate in a particular situation
requires that the supervisor carefully review the facts. Factors which
the supervisor should consider in making such determinations include the
severity of the incident or behavior and the impact it has on the
workplace, the employee's work history, and, if available, the
circumstances surrounding the incident or behavior. If, after a review
and analysis of the available information, the supervisor continues to
be concerned or have questions about the employee's conduct, behavior,
or poor work performance, counseling is both necessary and appropriate.
Supervisors are encouraged to consult with their supervisor or
Human Resource Management for guidance.
Once the supervisor has determined that counseling is appropriate, it
should be conducted promptly. This is important for several reasons.
First, it is best to discuss an incident when it is still fresh in the
mind of both the supervisor and the employee. If the discussion is
delayed, specific details of the incident may fade from memory and
result in the discussion focusing only on what happened, rather than on
why it happened and what corrective measures will be taken. Second,
failure to act promptly may give tacit approval to the employee's
behavior, thereby, encouraging the behavior to continue. Finally, an
employee is more likely to question the importance of the matter if the
counseling session is conducted long after the incident. In addition to
minimizing the effectiveness of the counseling, this may cause the
employee to be suspicious of the supervisor's motive in conducting the
counseling and increase the potential for conflict.
|
