Perforance monitoring and conseling

Unit -5

Monitoring &counseling Negative connotation of counselling.

In dealing with employees Due to equation with clinical counselling- PROBLEM

CASES!!!

Performance Counselling- Focuses on entire performance (Tasks+ Behavior) during a particular period- Not only for specific problem.

Help subordinates to analyse performances and job behaviors to increase job effectiveness.

Dyadic processAlso called “ Coaching”

OBJECTIVESRealise his potential as a manager Understand his own strengths and weaknessAcquire insight and to analyze his own behaviorBetter understanding of environmentIncreases personal and interpersonal effectivenessEncourages to set goalsEncourages to generate alternatives for problemsDevelop action plans for improvementCan review his progress

POSITIVE COUNSELLINGThis is commonly referred to as the “positive

asset search.” Rather than focusing on just the problems, an effective counselor will seek to find positive assets upon which the subordinate can focus.

CONSTRUCTIVE COUNSELLINGThis type of counseling is intended to reduce

inappropriate behavior or actions. The person being counseled is given real-time feedback in a non-threatening manner in order to make adjustments concerning the inappropriate behavior or actions.

DEVELOPMENTAL COUNSELLING Subordinate-centered communication

that produces a plan outlining actions that subordinates must take to achieve individual and organizational goals.

COUNSELINGWHO IDENTIFIES THE NEED Counselor Centered Counseling Line Managers/Human Resources Supervisor determined a problem Supervisor has the solution Supervisor takes responsibility for

success of counseling session.

Counselee Centered Counseling Individual/Employee Groups Employee Determined the problem Employee may have the solution Needs a platform for discussion

What is “Supervision”There are several interpretations of the term

"supervision", but typically supervision is the activity carried out by supervisors to oversee the productivity and progress of employees who report directly to the supervisors.

For example, first-level supervisors supervise entry-level employees. Depending on the size of the organization, middle-managers supervise first-level supervisors, chief executives supervise middle-managers, etc.

Supervision is a management activity and supervisors have a management role in the organization.

Supportive Supervision is an attitude first and a process second. It is the creation of an environment that allows staff to develop professionally and enhances performance of staff regardless of current level of performance or professional expertise

What Do Supervisors Do?Supervision of a group of employees often

includes 1. Conducting basic management skills (decision making, problem solving, planning, delegation and meeting management)2. Organizing their department and teams3. Noticing the need for and designing new job roles in the group4. Hiring new employees5. Training new employees 6. Employee performance management (setting goals, observing and giving feedback, addressing performance issues, firing employees, etc.)7. Conforming to personnel policies and other internal regulations

Rights of SupervisorsThe rights of supervisors include the right to

assign work to employees under their supervision consistent with job classifications, the right to hold subordinates accountable for the work assigned, and the right to evaluate how effectively such subordinates perform.

They also have the authority to approve and disapprove requests for time off in accordance with both organizational and employee needs.

Responsibilities of SupervisorsThe responsibilities of supervisors include becoming

familiar with the attendance rules which affect the employees they supervise and the collective bargaining agreement(s) which pertain to them.

It also includes the application of these rules in a fair and consistent manner. All employees should be instructed on the rules, should be given their appropriate share of the assigned work, and should be evaluated on the basis of how well they perform.

Supervisors are responsible for assuring that subordinates know how to do their work safely, and do so, and that they have the materials, tools, and other means necessary to perform their work at a satisfactory level.

Supervisors should constantly remind themselves that the inconsistent application of work rules, especially attendance rules, and the uneven distribution of work are major factors in the creation of low morale among employees. When these negative morale factors exist, they have an impact within a particular work unit, and within the total organization, as employees compare their relative treatment to other departmental employees and/or to employees in other organizational units.

Resources for SupervisorsThe resources for supervisors include copies of

collective bargaining agreements, policies, and procedures, as appropriate; the leadership of their own supervisors; and the staff of the faculty/staff relations, personnel, and payroll offices.

Additional "tools" are available which can greatly assist supervisors in meeting their obligations if these tools are properly used. They include performance evaluation, counseling, and discipline.

CORE SKILLS IN SUPERVISION 1. Problem Solving and 2. Decision Making

1. Define the problemThis is often where people struggle. They react to what they think the problem is. Instead, seek to understand more about why you think there's a problem

Coaching & MentoringThe main reasons why organizations need

coaching and mentoring activities are as follows:

To maximize knowledge transfer

To increase the skill levels

For succession planning

To increase skill levels

The coaches and mentors can very effectively transfer core skills

Customization of skills in relation to the core activities of the business is retained

Cross training of staff can be achieved

For succession planning

The ability for the organization to identify ‘fast track’ candidates and prepare them for new jobs is enhanced by coaching & mentoring

Coaching & Mentoring can ensure continuity of performance when key staff leave the organization because core skills have been transferred

Benefits of coaching The Coach / Mentor

The Employee

The Department

The Organization

Benefits to the Coach / Mentor can be described as:

Job Satisfaction

Further development of own skill level

Involvement in strategic activity

CoachingProbably the most common form of informal

training is job coaching. 1. The supervisor, or some other expert at the subject matter or skill, tells the employee how to do something.2. The employee tries it.3. The expert watches and gives feedback.4. The employee tries it until he or she gets it right.

The Coaching Process Step 1. Prepare the learner. Offer an explanation of what to do. Barriers

to effective coaching include the learner's fear of change or of appearing incompetent. The learner might be defensive. The supervisor can help the learner to relax by empathizing with him or her. Find out what the learner already knows. Proceed from the familiar to the unfamiliar.

Step 2. Demonstrate the operation. Demonstrate how to do it. Explain to the learner exactly what is being done during a demonstration, moving from the simple to the complex. Allow the learner the opportunity to ask questions. Explain the relationship between what the learner is doing and the overall operation.

Step 3. Create a positive atmosphere. Give positive reinforcement to the learner. Be patient with the learner.

Step 4. Have the learner perform the operation. Let the learner participate. Active participation is essential for instilling long-term learning. Step 5. Follow up. Evaluate learning. Check up on the learner's progress to demonstrate your availability to answer questions and to discover any new problems.

CounselingCounseling is a process through which one

person helps another by purposeful conversation an understanding atmosphere.

It helps people to see things from a different viewpoint and encourage them to draft their action plan.

The Counseling ProcessStep 1. Describe the changed behavior. Step 2. Get employee comments on the changed behavior

and the reason for it..Step 3. Agree on a solutionStep 4. Summarize and get a commitment to change. Step 5. Follow up.

COUNSELING STYLESEVALUATIVE – Make judgments based on

what you have heard and suggest answersINTERPRETAATIVE – Interpret what you haveheard without checking the accuracy of what

you have heardSUPPORTIVE – Offer general sympathyPROBING – Find out more informationREFLECTIVE – Try to feed back your listener’sperception of what has been said in order to

check its accuracy.

Problem SolvingProblem solving has been defined as a higher-order

cognitive process that requires the modulation and control of more routine or fundamental skills

Perceive your Problems.Look at Problems Practically.Problems have a limited Life Span.Problems have both Negative and Positive

Reaction.

Problem-solving techniquesThese techniques are usually called problem solving

strategies. Some of these are: Abstraction: solving the problem in a model of the

system before applying it to the real systemAnalogy: using a solution that solved an analogous

problemBrainstorming: (especially by using groups of people)

suggesting a large number of solutions or ideas and combining and developing them until an optimum solution is found

Analyzing the ProblemDefining the ProblemIdentify the CausesGenerating SolutionsDecision

Analyze the Problem

Key Issues.

Ideal Outcomes.

Avoid Judgments

Defining the Problem

Why it is Problem?

What type of problem is it ?

How urgent is the problem?

What are the consequences ?

Causes

Mindset

Need

Environment

Inability

Lack of Experience

Generating Solutions

Optimal Solution

Maximum Gain / Minimum Loss

Predictions (Trial and Error)

DecisionsWhat is the probability of success?

Be Confident

Avoid Dilemmas

Forecast

Choose alternative which best meets the criteria.