HRD Intervention: Counseling, Coaching & Mentoring
HRD Intervention: Counseling, Coaching & Mentoring
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.
Individual Counseling
Career Assessment
Referral
Research
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 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
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
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