Counselling

• lack of time
  
• not skilled
  
• fear of getting involved in sensitive issues
  
• fear of giving the wrong advice
  
• belief that feelings are personal and should be kept separate from business
  
• can’t handle possible emotional reactions
  
• belief that the problem will resolve itself
  
• employee won’t listen to advice
  
• fear of uncovering complaints and dissatisfaction.

• problems can be sorted out and solutions proposed
  
• self confidence and self esteem can be boosted in the employee
  
• the employee can be taught how to take charge
  
• the employee is confronted by the reality of their situation
  
• career planning can be achieved
  
• work performance can be evaluated
  
• referral to an appropriate and reliable source of help can be accomplished
  
• insights into reasons for the employee’s behaviour can be gained.

• reduction of costs caused by absenteeism, labour turnover, etc.
  
• retention of staff
  
• increased productivity due to improved work performance
  
• reduction of industrial accidents
  
• improved employee morale and commitment to the organisation.

1. The first step is to put the employee at ease. The atmosphere in which the interview takes place must be private, pleasant and non-threatening. Warm open gestures, plenty of eye contact, and a friendly welcome, are all ways of putting the employee at ease.
   
   
2. The second step will depend on whether the employee approached you for the counselling session, or if you have asked the employee to come to the interview. If you have asked the employee to come to the interview, your next step will be to explain the reason for the interview. If the employee approached you for the interview, the next step will be to encourage the employee to talk.
   
   
3. The third stage is to listen and ask open questions, to gain more information about the employee’s problem. Keep in mind active listening skills and the importance of gaining clarification of any points you may not understand.
   
   
4. The fourth stage is to summarise the problem. To do this effectively, you will need to clarify the problem and how the employee feels about it. This is another way of ensuring that you have understood, and will confirm to the employee that you have in fact been listening.
   
   
5. The fifth stage is to seek ways to solve the problem, it is vital that you do not tell the employee what to do, but try to encourage the employee to come up with a solution. When the employee does come up with a solution, be careful not to express your views or show your feelings toward it. Do not be judgmental.
   
   
6. The sixth stage is to set attainable and reasonable goals of a specific nature, and to check up on progress.
   
   
7. The seventh stage is to summarise the interview, the main points and the actions that both you and the employee will take.
   
   
8. The eighth stage is closing the interview. Close the interview by demonstrating empathy for the employee and stating your confidence in their ability to deal with the problem.

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