How should you carry out counselling?

Try to find out if the problem (for example, persistent absence or lateness or poor performance) really is a disciplinary matter. It may be that the underlying problem is a financial, domestic or health one that the company may be able to help the worker overcome.

Point out any shortcomings in performance or conduct. Make constructive criticism and encourage the worker to improve.

Where an improvement is required, ensure that the worker understands what needs to be done, how performance or conduct will be reviewed, and over what period. The worker should be told that if there is no improvement the next stage might be the formal disciplinary procedure.

Care has to be taken that a counselling interview does not turn into a formal disciplinary hearing as this may unintentionally deny the worker certain rights, such as the right to be accompanied. If during the discussion it becomes obvious that the matter is more serious, the meeting should be adjourned. It should be made clear that the matter will be pursued under the formal disciplinary procedure.

Keep a brief note of any counselling for reference purposes. It should not be confused with action taken under the formal disciplinary procedure.