Coaching Employees

When an employee is demonstrating poor conduct, behavior or performance there are two basis reasons, either the employee's inability or unwillingness.

Inability -  the employee does not have the knowledge or skills to perform the task or job at hand.

Unwillingness - the employee has the knowledge and skills to perform the task or job but for whatever
                        reason the employee continues to demonstrate poor conduct, behavior or performance.

Coaching and counseling are tools that can be used to correct poor employee conduct, behavior or performance. Coaching is mainly a training technique; counseling is mainly a technique or tool to assist in correcting employee conduct, behavior or performance.

Coaching: The Core Skills
    
     * Acknowledging - Showing by non-evaluative verbal responses that you have listened to what the
                                   employee has stated.

     * Attending - Showing through nonverbal behavior that you are listening in an open nonjudgmental
                          manner.

     * Affirming - Communicating to an employee their value, strengths and contributions.

     * Confirming - Making sure an employee understands what has been said of agreed upon.

     * Pinpointing - Providing specific, tangible information about performance to an employee.

     * Probing - Asking questions to obtain additional information.

Coaching: The Face-To-Face Discussion

     * Getting agreement a problem exists.
     * Mutually discuss alternative solutions.
     * Mutually agree on action to be taken to solve the problem or issue.
     * Follow-up to insure that agreed upon action has been taken.
     * Recognize any achievement.

Employee Counseling:

In most cases, prior to any management action, an employee should be counseled regarding the infraction, conduct, behavior or performance problem. I believe that in non-extreme cases, employee counseling should always be used before any management action (e.g., discipline) is taken. I may be naive to a fault but I believe that employees want to do good! Why do I believe this? I look at the person in the mirror; if I am told that my conduct, behavior or performance is poor and I agree; I want to correct this so I would certainly response to counseling; I would want to correct the problem. I realize fthat there are some infractions or violations that justify discipline (including discharge) for a single offense but this is normally the exception not the rule.

Counseling is a supervisor's most effective tool. When an employee is creating a problem, the supervisor needs to show what the problem is and what needs to be done to correct the problem. Counseling will be successful only if the proper atmosphere is created. Counseling will not be successful if the the employee refuse to acknowledge that a problem exist.

Before the session:

     * Gather your documentation; familiarize yourself with it so you don't have to read it.
     * Find a quiet, private place to meet where you will not be interrupted.
     * Allow ample time for the meeting.
     * Prepare your (positive) opening remarks.

Guideline:

     * Conduct the interview in a constructive manner.
     * Solicit employee's cooperation.
     * Make sure the employee understands; explain in business terms, i.e., how the employee's
        conduct, behavior or performance impacts the work.
     * Discuss what action must be taken to correct the problem.
     * Focus on the employee's behavior, conduct or performance.
     * Provide for follow-up.
     * Make a written record of the meeting.

Again, if the employee does not asknowledge that a problem exist, counseling will not be effective and management action will most probably become necessary.

Howard W. Lewis,
Labor Relations Consultant