HRD Intervention: Counseling, Coaching & Mentoring

HRD INTERVENTION:
COUNSELING, COACHING &

MENTORING
HR INTERVENTION
These issues deal with social processes occurring among

organization members, such as communication, decision-
making, leadership, and group dynamics.
DIFFERENT TYPES
Individual based: coaching, counselling, training,
Behavioural modelling, delegating, leading, morale
boosting, mentoring, motivation, etc.
Group based: conflict management, dialoguing, group

facilitation group learning, self-directed work teams, large
scale interventions, team building, and virtual teams.
Inter-group based: Organization mirroring, third party

peace making interventions, partnering .
HRM INTERVENTIONS
Goal Setting
Performance Appraisal
Reward Systems
Career Planning & Development
Coaching and Counseling Activities
Managing Work Force Diversity
Employee Wellness
CONT’D…
Counseling, coaching and mentoring are viewed as
developmental programs and are considered positive
approaches in aligning employee behavior with
employer’s expectations, goals and organizational vision.
SITUATION ANALYSIS
Scenario 1:
Rana thinks he has the potential to take on new responsibilities. He
always brings new ideas to the team and makes great suggestions for
improving processes and tasks.
Scenario 2:
Selina works as a Human Resources Manager for a large international
organization. She is becoming more and more stressed at work as the
company is constantly changing and evolving. She finds that she is
working twelve-hour days, six days a week and doesn’t have time for
her friends and family. She has started yelling at staff members when
they ask her questions and when making small mistakes in their work.
COACHING
Coaching assists employees in getting from where they
are now, to where they want to be with their
performance.
Coaching is for anyone who wants to be performing at a

higher level than they currently are. It is about enhancing
and maximizing performance.
Coaching is about performing at your best through the

individual and private assistance of someone who will
challenge, stimulate and guide you to keep growing.
HOW DOES IT WORK?
The 5 Stage Coaching Process
Identifying Specific Goals and Objectives – what do you
want to achieve?
Assessing Current Performance Levels - how are you
performing right now?
Performance Improvement Plan – identifying areas where
performance can be improved.
Personal Action Plan – developing specific action steps to
take.
Execute and Evaluate – ongoing action, evaluation of
progress, coaching, and re-setting of goals as they are
achieved.
USE OF COACHING:
Support newly promoted executives
Fast track high-potential executives to the top
Accelerate the personal development of key executives and board

members
Support individuals and teams during organizational change

programs
Reward and retain key staff

COUNSELING
Counseling: Counselling is a systematic approach in order to analyze
problem area where an employee is not performing well. This means
with help of counselling, managers could be able to solve the problems
due to which an employee is not being able to perform efficiently and
effectively.
“Counseling tends to look at the causes for today’s issues; it looks at
the past and the route taken to arrive at the point where the individual
currently is” (Thorpe and Clifford).
It helps people to see things from a different viewpoint and encourage
them to draft their action plan.
SITUATIONS THAT CALL FOR
COUNSELING IN AN ORGANIZATION
Given below is a partial indicative list of situations that call for counseling
from a superior to his subordinate:
When an employee violates your standards.
When an employee is consistently late or absent.
When an employee’s productivity is down.
When one employee behaves in such a way that productivity of others is
negatively affected.
When two employees have a conflict that is becoming public and it is affecting
the work.
When you want to compliment an individual.
When you want to delegate a new task.
WHAT DO COUNSELORS DO?
Individual Assessment
Individual Counseling
Group counseling & Guidance
Career Assessment
Placement & Follow – up

CONT’D…
Consultation
Referral
Research
Evaluation & Accountability
Prevention
TYPES OF COUNSELING
Non-directive counseling:
Under non directive counselling counsellor does not issue directions but
observe the behavior and attitude of the counselee towards his work and
his colleagues and superiors and subordinates. If he errs then counsellor
comes to his rescue and corrects him realizing him that he was wrong. He
will not issue him any instructions or will not direct him.
Directive counseling :
Under directive counselling the counsellor issues certain instructions to the
counselee or he is directed to do certain things e.g. he is asked to behave in
a particular manner, asked to abstain from alcohol or drug, asked to respect
his colleagues and superiors.
CONT’D…
Participative counseling:
Participative is a counselor-counselee relationship that establishes a
cooperative exchange of ideas to help solve an employee’s problems.
It is neither wholly counsellor-centred nor wholly counselee-centred.
Counselor and counselee mutually apply their different knowledge,
perceptions, skills, perspectives and values to problem into the
problems and find solutions.
THE COUNSELING PROCESS
Step 1. Describe the changed behavior
Step 2. Get employee comments on the changed behavior and the reason for it
Step 3. Agree on a solution
Step 4. Summarize and get a commitment to change
Step 5. Follow up
HR’S ROLE IN
COUNSELING &
COACHING
Need for counseling can be identified by HR as well as
supervisor.
HR discusses the issue with the relevant supervisor and
continuously ask for feedback
Discuss and agree a plan of action with supervisor.
Schedule and jointly conduct the counseling session
Conclude the counseling session with warning (if required)
Follow-up the action plan and feedback to the supervisor
Monitor developments
LINE MANAGER’S ROLE IN
COUNSELING & COACHING
Listen to problems/Address Issues
Provide Feedback and help counselee to see a different view
point
Investigate problems/matters
Avoid word of mouth and see the root cause with evidence
Suggest/Recommend solutions
Observe behavior and clarify expectations
Determine right course of action and reach conclusion
Draft plan of action and follow up
DO’S AND DON’TS OF
COUNSELING
DO
Collect and review information before the career counseling session.
Give the employee notice of the meeting, specifying time and place.
Tell the employee how long the meeting will last.
Give the employee a statement about the purpose of the meeting.
Prepare questions and subjects for the meeting that should be covered.
Greet the employee in a friendly, unhurried manner.
Have a chair ready and in a position where the employee faces the supervisor without
obstacles.
Have the secretary hold all calls and keep visitors from interrupting the meeting.
Help the employee tell his or her story by being accepting, by being interested, and by
letting the employee talk.
Give the employee a chance to pause and reflect.
Ask questions that are open-ended and that call for discussions or expectation.
Close the meeting tactfully, set a time for a follow-up if needed, and thank the
employee.
CONT’D…
DON'T
Search for or attempt to review information during the meeting.
Call the employee on a moment’s notice and expect a productive meeting.
Abruptly end the meeting without notice.
Leave the employee wondering what he or she may have done wrong.
Wait until the employee arrives to decide what should be accomplished.
Give the impressions that there is a big rush to get this over with.
Have the employee sit on the opposite side of your desk with piles of paper between
the two of you.
Let your attention wander to other people or matters in the office.
Prod the employee along, get the details wanted, and then talk about your own
experiences.
Talk rapidly, filling in all voids.
Ask questions that are answered with quick "yes" or "no."
Hurry the employee out, showing lack of interest and giving a vague promise of a
follow-up.
COUNSELING SKILLS
 Active Listening
 Appropriate Body Language
 Intelligent Questioning
 Problem Solving
 Decision Making
 Connecting & Reflecting Back
 Mutual Influencing
 Reading Non verbal Behaviors
 Not imposing superiority or patronage
 Concluding & Recommending
MENTORING
Helping to shape an individual’s beliefs and values in a

positive way; often a longer term career relationship from
someone who has ‘done it before’.
THE MENTORING PROCESS
CHARACTERISTICS OF A GOOD
MENTOR
Approachable and welcoming
Shares information and experiences openly
Good communication skills
Trustworthy
Provides accurate and appropriate feedback
Technical expertise
Motivating, encouraging, positive and empowering
Allocates appropriate time to mentoring
Sensitive to the needs of the mentee
Difference Between
Coaching and Counseling
Counseling Coaching
Broader focus and greater depth Narrow focus
Goal is to help people understand the The goal is to improve an individual’s
root causes of long-standing performance at work
performance problems/issues at work
A short term intervention, but can last Tends for be a short term intervention
for longer time periods due to the
breadth of issues to be addressed
Counseling can be used to address Coaching does not seek to resolve

psycho-social as well as performance any underlying psychological
issues problems. It assumes a person does
not require a psycho-social
intervention
The agenda is generally agreed by the The agenda is typically set by the
individuals and the counselor individual, but in agreement/
consultation with the organization
Other stakeholders are rarely Other stakeholders are involved
involved
Difference between Coaching and
Mentoring
Mentoring Coaching
Ongoing relationship that can last for a long Relationship generally has a short duration
period of time
Can be more informal and meetings can Generally more structured in nature and
take place as and when the mentee needs meetings are scheduled on a regular basis
some advice, guidance or support
More long-term and takes a broader view of Short-term (sometimes time-bounded) and
the person focused on specific development
areas/issues
Mentor is usually more experienced and Coaching is generally not performed on the
qualified than the ‘mentee’. basis that the coach needs
Focus is on career and personal Focus is generally on development/ issues

development at work
Agenda is set by the mentee The agenda is focused on achieving

specific, immediate goals
Mentoring resolves more around Coaching resolves more around specific

developing the mentee professional development areas/issues

HRD Intervention: Counseling, Coaching & Mentoring

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HRD INTERVENTION:

COUNSELING, COACHING &

These issues deal with social processes occurring among

Group based: conflict management, dialoguing, group

Inter-group based: Organization mirroring, third party

Coaching is for anyone who wants to be performing at a

Coaching is about performing at your best through the

Fast track high-potential executives to the top

Accelerate the personal development of key executives and board

Support individuals and teams during organizational change

Reward and retain key staff

Group counseling & Guidance

Placement & Follow – up

Evaluation & Accountability

Step 3. Agree on a solution

Step 4. Summarize and get a commitment to change

Helping to shape an individual’s beliefs and values in a

Counseling can be used to address Coaching does not seek to resolve

Focus is on career and personal Focus is generally on development/ issues

Agenda is set by the mentee The agenda is focused on achieving

Mentoring resolves more around Coaching resolves more around specific

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