Counseling Interviews for the Marginal EmployeeLearn Management Articles on management-info.biz. Counseling Interviews for the Marginal Employee article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
ACTIVE LISTENING: The most frequent cause of failure in therapeutic counseling interviews is the interviewer’s tendency to talk too much. Numerous studies have shown that in counseling interviews the average manager will talk as much as 85 percent of the time. For a counseling interview to serve its purpose of drawing out responses from the employee, the interviewer must be an effective listener, not a talker. The manager must know how to ask questions which force the employee to speak about his or her unsatisfactory performance. After asking the question, the interviewer should remain silent, thus compelling the employee to speak. NEVER BE AFRAID OF SILENCE: Most people talk too much because they feel uncomfortable when silence prevails. For example, a manager may ask an employee to suggest how his or her job performance could be improved. If the employee was unprepared for such a question, it may take a few moments to prepare a cogent answer. These few moments may seem like hours, compelling the manager to say something else or to elaborate on the original question. If the manager succumbs to this compulsion, the employee’s chain of thought will be interrupted, and he or she will be encouraged to lapse back into a passive mental frame. It’s far easier for the employee to listen to the boss talk than it is to try to construct a meaningful answer to a pointed question. BE AN ENCORAGING EMPLOYER: This encouragement can be in the form of visual feedback (having a facial expression of interest, keeping eyes upon the speaker’s face, or nodding) as well as oral comments. The employee will be inclined to tell all he or she knows if the interviewer, neither agreeing nor disagreeing, retains a noncommittal facial expression and tone of voice. By rewording the employee’s input, the manager may be able to process the information related more clearly as well as “compel” the employee to elaborate on those parts which they feel that the manager didn’t clearly understand. Disney Vacation And Savings Travel Guide. - Ex-Disney Employee Reveals Insider Secrets. Beat BetonMarkets 2005. - Learn to become a winning trader starting with a small account at BetonMarkets.com. By Andrew Kasch. Affiliates make 40% Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Business Innovation – Tacit Knowledge By Kal Bishop Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development … 2. Why Do Managers Create Low Morale? Or Does My Bum Look Big In This? By Peter Hunter Why do managers create low morale as a product of their management and what can we do about it?The answer to the initial question is easy.We all know what managers do to the workforce that causes the workforce to feel the way they do about their jobs.The managers never listen to the workforce, they never give the workforce any respect, they don’t value the workforce and they spend their time “managing” by telling people what to do.The much harder question is “What can we do about it?”It is fir… 3. Nine Steps to Help You Develop Your Potential By Kevin Eikenberry Go into any bookstore and you will find a big selection of self-help and personal improvement products. Most everyone (and I’ll bet everyone reading this) wants to improve. We know we need to get better, and we want to get better. We may want to improve our personal relationships, our business capabilities, our ability to be disciplined, our desire to juggle four chain saws, or any of hundreds of other things. In that book store you can find books to help you do any of those things! In man… 4. Creativity and Innovation Management - Core Competencies and Competitive Advantage By Kal Bishop Following is a brief definition of core competencies and competitive advantage and their fit with creativity and innovation management.Core Competence:A core competence is one which critically underpins the organisation's competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.The integration (and attainment) of constituent s… |
||||
