6 HRD Interventions

8/10/2019 6 HRD Interventions

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COUNSELLING

Counseling is a process in

which the parties involvethemselves in a psychological

process to solve problems.


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COUNSELLING

The counseling is designed to help

people make choices and solveproblems.

The counseling helps in recognizing

ones potential and to use thispotential in an effective way.


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EMPLOYEE COUNSELLING

Employee counseling is a

discussion with an employee of aproblem that usually has

emotional content in order to help

the employee cope with it better.


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EMPLOYEE COUNSELLING

Employee counseling is referred

to the discussion of an emotionalproblem with an employee with

an objective of reducing intensity.


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CHARACTERISTICS OF

EMPLOYEE COUNSELING

Employee Counseling as a

RelationshipEmployee Counseling as a

Repertoire of Interventions

Employee Counseling as a

Psychological Process


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CHARACTERISTICS OF

EMPLOYEE COUNSELING

Employee Counseling is

ConfidentialEmployee Counseling is a Two

Way Communication

Employee Counseling is a

Decision Making Process


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CHARACTERISTICS OF

EMPLOYEE COUNSELING

Employee Counseling is a Mental

GuaranteeEmployee Counseling Ensures

Personal and OrganizationalDevelopment


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OBJECTIVES OF COUNSLING

Proper Worker Selection

Emotion Control

Increase Skill

Professional Evaluation

Changing View

Increase Self Confidence


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OBJECTIVES OF COUNSLING

Develop Environment

Personal Research

Increase Productivity

Reduce Labour Unrest

Job Satisfaction

Develop Mental Health


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TYPES OF EMLOYEE

COUNSELING

Directive Counseling

Non Directive Counseling

Participative Counseling


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DIRECTIVE COUNSELING

Directive Counseling is the

process of listening to anemployee problem, deciding with

the employee what should be done

and then telling and motivating

the employee to do it.


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DIRECTIVE COUNSELING

Advantages

Prompt Decision Making

Loyalty

Emotional Release

Limitations

Autocratic

Fear of Punishment

Direction of Conversation


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NON DIRECTIVE COUNSELING

Advantages

Conversation Control

Prompt Solution

Creation of Responsibility

Limitations

Time Consuming

Expensive

Take Alertness


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PARTICIPATIVE COUNSELING

Advantages

Acceptable Solution

Harmonious Relation

Sound Feedback

Limitations

Personal Conflict

Time Consuming

Problem of Balance


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STEPS OF EMPLOYEE

COUNSELING

Pre-thinking

CommunicationDiscussion Program

Analysis

Tentative Solution

Final Solution


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MAKING COUNSELING

PROCESS EFFECTIVEEvaluating Employees Importance

Evaluating Employees Ability

Appointing Experienced Counselor

Neutral Behavior

Understanding Problem

Good Listener

Dont Hit the Weak Point


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OBSTACLES TO RUN EMPLOYEECOUNSELING IN BANGLADESH

Backward Thinking

Lack of Professional Counselor

Personal Problem and Secrecy

Disliking Counseling

Take Long TimeWeak Counseling

Lack Proper Evaluation


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Employee Counseling Do's

Collect and review information before the careercounseling session.

Give the employee notice of the meeting, specifyingtime and place.

Tell the employee how long the meeting will last.

Give the employee a statement about the purpose ofthe meeting.

Prepare questions and subjects for the meeting thatshould be covered.

Greet the employee in a friendly, unhurriedmanner.


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Employee Counseling Do's

Have a chair ready and in a position where theemployee 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 theemployee talk.

Give the employee a chance to pause and reflect.

Ask questions that are open-ended and that call fordiscussion or explanation.

Close the meeting tactfully, set a time for a follow

up if needed, and thank the employee.


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Employee Counseling Don'ts

Search for or attempt to review information duringthe meeting.

Call the employee on a moments notice and expect

a productive meeting. Abruptly end the meeting without notice.

Leave the employee wondering what he or she mayhave done wrong.

Wait until the employee arrives to decide whatshould be accomplished.

Give the impression that there is no time for theemployee, or that there is a big rush to get this over

with.


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Employee Counseling Don'ts

Have the employee sit on the opposite side of yourdesk 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 a quick yesor no.

Hurry the employee out, showing lack of interestand giving a vague promise of a follow up.


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Characteristics Coaching

The key characteristics of coaching are:

It tends to be carried out one-to-one

It aims to help an individual develop insome way, e.G. To improve performance

It is an approach which allows the personbeing coached to gain awareness and

insight rather than directly telling themwhat to do or what they should learn, sothe coach does not usually give directadvice


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Characteristics Coaching

It is focused on helping the individualachieve specific goals and is directed

towards action It can be used to address a wide range ofissues the coaching discussion is based onthe coachees agenda and needs, not the

coachs. It requires an honest and open relationship

between the coach and the coachee, wherethe Coach is supportive and encouraging


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THE BENEFITS OF COACHING

The aim of coaching is to develop awareness and

responsibility in the coachee through a process

where he or she comes to recognize the bestcourse of action to take in order to move

forward.

The coach, therefore, tries to avoid giving direct

advice or offering his or her own solution and,instead, asks a series of questions to draw out the

thoughts of the coachee.


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THE BENEFITS OF

COACHINGThe benefits for the individual can be:

Increased motivation and commitment

Improved decision making Clearer goals and objectives

Greater self awareness

Improved ability to deal with change

Increased confidence and self-reliance

Improved ability to work independently

Greater sense of responsibility, e.G. For owndevelopment


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Difficulties of Coaching in the

Workplace Coaching involves a different relationship

between coach and coachee than exists in theusual management structures found in most

organisations. In some cases, organisations will ask their own

managers to coach, rather than bringing inexternal coaches. This can cause difficulties but,

if the organisation wishes to develop coaching asthe predominant management style, then theseissues need to be addressed and a solidprogramme be developed.


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Difficulties of Coaching in the

Workplace Secondly, even if the manager is happy to try the

new approach, he or she may lack the necessaryskills to coach effectively and may need further

training. Further, the coaching relationship depends on a

level of openness and honesty between theparties. Also, the conversation should, as far as

possible, follow the coachees agenda rather thanthat of the coach. These requirements can bedifficult to achieve in the workplace, especiallywhere the manager doing the coaching also has

line responsibility for the coachee.


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Mentoring

Mentoring is off-line help by one person to

another in making significant transitions

in knowledge, work or thinking.

It is usually a formal or informal

relationship between two people.


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Why Organizations Implement

Mentoring Programs Skills Enhancement -- mentoring enables experienced,

highly competent staff to pass their expertise on to otherswho need to acquire specified skills;

Professional Identity -- when younger employees areearly in their careers, they need help understandingwhat it means to be a professional in their workingenvironment. Professionals embody the values of theprofession and are self-initiating and self-regulating.

Mentors play a key role in defining professional behaviorfor new employees. This is most important whenemployees first enter the federal workforce;


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Mentoring Programs

Career Development -- mentoring helps employees plan,develop, and manage their careers. It also helps thembecome more resilient in times of change, more self-reliant in their careers and more responsible as self-directed learners;

Leadership and Management Development -- mentoringencourages the development of leadership competencies.These competencies are often more easily gained through

example, guided practice or experience than byeducation and training;


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Mentoring Programs Education Support -- mentoring helps bridge the gap

between theory and practice. Formal education andtraining is complemented by the knowledge and hands-

on experience of a competent practitioner; Organizational Development and Culture Change --

mentoring can help communicate the values, vision andmission of the organization; a one-to-one relationshipcan help employees understand the organizational

culture and make any necessary changes; Customer Service -- mentoring assists in modeling

desired behaviors, encouraging the development ofcompetencies in support of customer service, and aboveall, cultivating the right attitudes;


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Why Organizations ImplementMentoring Programs

Staff retention -- mentoring provides an encouragingenvironment through ongoing interactions, coaching,teaching, and role modeling that facilitates progressionwithin the organization; mentoring has been found toinfluence employee retention because it helps establish an

organizational culture that is attractive to the top talentclamoring for growth opportunities. Mentoring is a tangibleway to show employees that they are valued and that thecompanys future includes them;

Recruitment -- mentoring can enhance recruitment goals

by offering additional incentives to prospective employees;and

Knowledge Management/Knowledge Transfer --mentoring provides for the interchange/exchange ofinformation/knowledge between members of differentorganizations.


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Types of MentorsThere are mainly four types of mentors:

Career Guide --promotes development through careerguidance, counseling and visibility;

Information Source --provides information about formaland informal expectations;

Friend -- interacts with the protg socially and providesinformation about people; and

Intellectual Guide --promotes an equal relationship,collaborates on research projects and provides constructivefeedback and criticism.

When planning and developing mentoring programs,agencies must consider the types of mentors and decidewhich type(s) of help will be most appropriate given the

program goals.


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Developing a Mentoring

Program

Conduct Needs Assessment

Any organization interested in developing a

formal mentoring program needs to create a

business case and address why this program is

needed, what the organization hopes to gain,

and what components the program shouldinclude.


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Program

Develop a Mentoring Program Roadmap

A mentoring program roadmap should

include a business case, project plan, and

implementation plan. A roadmap should also

include needs assessment findings, project

plans with key milestones, and the programdescription.


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Program Gain Top Management Support and

Commitment

A formal mentoring program will succeedonly if senior leadership supports the

program and makes it part of the learning

culture. It is best to identify a champion

(preferably a senior leader) of the program

who will play a major role in marketing the

program and recruiting mentors.


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Program

Commit a Program Manager Most successful mentoring programs have a

full-time employee dedicated to managing and

administering the mentoring program. The

program managers role is crucial in makingthe program a success.


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Program

Create a Steering Committee or Working

Group

A formal mentoring program is tied directly

to the organizations leadership. To represent

that leadership, a steering committee or

working group should set the goals andobjectives of the mentoring program.

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6 HRD Interventions

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