How Do You Conduct Effective Employee Counseling Sessions to Retain Talent?

Hello Everyone, Hope you all are fit and fine! I am Anshulika Nigam, HR at an IT Firm, and I need a format or form for a counseling session for employees. I need a slight idea of how to conduct a counseling session because it is essential to retain valuable employees. Please help me with your worthy suggestions and recommendations.

Thanks & Regards,
Anshulika Nigam
Lucknow

The Basics of a Counseling Session

The basic idea of any counseling session is to achieve a win-win result. It is only then that you will have a happy employer and employee.

Initiating the Counseling Session

First things first: How does the employee end up with you for counseling? Is it because of a complaint, appreciation, or a request from someone? You have not specified an initiating process. How do you assess which employee needs counseling and who decides it? These questions can be considered, and a simple form can be created to address them.

Recommendation and Desired Outcomes

Who recommends counseling, why, and what is the desired result at the end of a session?

Preparation Before the Session

It helps to review the person's personal file before the session. Read the resume, notes from the hiring process, meet the person who authorized the counseling, and note specific areas for discussion.

Have a copy of the job description, accomplishments, and performance areas needing improvement for the person. This helps start the conversation. Do not form opinions yet; instead, write down relevant questions.

During the Session

Ensure the person is comfortable. Listen without inserting words. Observe body language. Tailor your approach based on your impression of the individual for an objective discussion. Remember, the goal is a win-win outcome that enhances productivity.

Concluding the Session

At the end: Avoid making unkeepable promises. Ensure confidentiality for relevant matters and commit to addressing issues. Obtain commitments for progressive and positive changes from the individual.

Indicate the possibility of future meetings if needed. Provide a concise, non-judgmental report detailing observations and suggesting follow-up where necessary.

In the conclusion, offer your recommendations.

Hope this helps!

Regards,
Sandhya Suri

[Email Removed For Privacy Reasons]

Sandhya Suri has given you good food for thought and action. I have the following to offer:

- Please get clarity from the management about what the purpose of the counseling would be. Will this appear on your goal sheet? If yes, then how do you get credit for it? i.e., how will it be measured?

- Remember that counseling means that the person is likely to offer their personal opinions and observations. This should be treated as highly confidential; otherwise, no one will open up to you.

- You have to build a reputation for being trustworthy with secrets so that people willingly open up without fear of management action. Only then will you get useful information.

- This also means that you must be able to listen without judging the person. If the person feels they are being judged by you, then the sharing will not be honest.

- This sharing could run contrary to the management's view. You will, therefore, have to develop for yourself a judgment to ensure confidentiality is maintained, and at the same time, action is taken to protect the organization's interests.

Formats are not really relevant in a counseling scenario unless it is a scenario of discipline, etc.

Hope this helps. Please contact me directly if you wish to discuss more.