Manage People Performance RAF

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Managing the Counselling Process

Manage People Performance

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Performance discussion vs counselling discussion

Performance discussions are concerned with total performance of the team or individual –refers to good and bad aspects of performance and how performance standards are being met.

Counselling discussions usually relate to one aspect of unsatisfactory performance

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Poor performance improves staff member acknowledges that there is a problem

Solutions to problems are developed Employee takes some action and gets professional

help Improvement plan strategies developed (employee

agreement) Employee leaves the organisation

Outcomes of counselling discussion

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If you discover that there legitimate reasons for problems several strategies might be developed:

Review of workloads- bottlenecks Review of procedures and processes Team building and cooperation Provide mentoring, coaching, skills development Provide assistance, or reassign duties 

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Counselling checklist - Before

Assess the situation. Establish in what way the person's performance does not meet the required standard. e.g. timeliness, quantity of output, standard of written work, etc.

You should also ensure that these standards are applied equitably across your work area. Gather factual information to support your assessment, including specific examples if possible.

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Arrange a venue suitable bearing in mind the need for confidentiality.

Notify the person of the arrangements, giving them sufficient time to prepare for the discussion, including, where possible, sufficient time to arrange for a support person to be present. Depending on circumstances, provide them with copies of any relevant written material you intend to discuss.

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During

Explain the reason for the counselling. Explore the possible relevance of factors outside

the workplace. You should bear in mind that a person may, for a variety of reasons, choose not to disclose such factors, in which case you can only base your assessment on available evidence.

Advise the person what (if any) records are to be kept and for what purpose they will be used.

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focus on work-related issues; be constructive; look to the future and

means of improvement; communicate Agree on a plan of action. Agree on a timetable for implementing

that action and reviewing the results.

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After

Make a record of the discussion. If the record is more substantial than a diary note, include any action agreed upon and time frames.

Invite the person to sign the record if they agree with the content or to make comments or submit their own version of the meeting if they do not. Keep the record in a secure place.

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Follow up on any action which has been agreed upon, either by undertaking action yourself (i.e. assisting with on-the-job training or exploring training opportunities) or monitoring and reviewing action to which the person has agreed.