Sometimes employees' personal problems interfere with their job performance. If this occurs, a manager must step in to address the problem.

PREPARATION FOR COUNSELLING

• Collect the facts. Data will be more useful than opinions. Note how much performance has declined.
  
• Set clear objectives. Know what you want to achieve when the process is over.
  
• Make notes about what you intend to say. Rehearse your introduction to ensure a smooth start to the meeting.
  
• Schedule an appointment to meet. Set aside at least 30 minutes for the interview.
  
• Meet in a neutral office or meeting room. Privacy is essential.
  
• Organize the furniture to promote a problem-solving atmosphere. Sit next to the associate.
  
• Plan to take notes of agreements and action plans.

DURING THE INTERVIEW

• Greet employees warmly, but don't try to soften them with praise that is unrelated to the discussion. The faster you get down to dealing with the issue the better.
  
• Describe the problem. Give examples.
  
• Encourage your associate to help find the cause of the problem. Ask open-ended questions such as:
  
  • Do you have any idea why that happens?
    
  • What do you think is the problem?
    
• Listen empathetically. Show your support and confidence in the associate's ability to solve the problem.
  
• If the person is reluctant to discuss the problem, ask if the problem concerns personal matters. If so, you have two options:
  
1. If the person is comfortable discussing the matter with you and is confident in your ability to assist, take a problem solving approach: encourage the employee to identify the problem, its primary cause and possible solutions. It's important to have the employee resolve the issue, to develop problem solving skills and buy into the solution. Arrange a follow-up meeting at which you can monitor progress and show your continued interest in the matter.
   
2. If the person is not comfortable discussing personal matters, ask if professional help is an option. If acceptable, obtain counseling quickly. Follow up as needed to assure your support and continued interest.
• If your associate refuses to discuss the problem, and the problem is affecting performance, you will have to surmise the cause and identify your own solutions.
  
• When you establish the cause, ask what the associate will do about it. If there is more than one solution, make a list. Have the associate evaluate each solution.
  
• Don't take responsibility for solving the problem. Your associate must make the decisions. Ask for a commitment within a definite time period.
  
• Summarize your discussion to avoid future uncertainty.

AFTER THE INTERVIEW

• Follow up to ensure that agreed upon actions have been taken. Show appreciation for positive change. If no change has occurred, repeat the procedure, emphasizing consequences if improvement does not take place. Consequences might include
  
• A note in the file
  time off without pay
  
• termination