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Trái ngược với ấn tượng rằng sách giáo khoa quản lý dường như cho, tư vấn cuộc phỏng vấn không phải là công cinch. Các cuộc họp này một ngày một có năm bàn thắng, được liệt kê dưới đây (và khẳng định lại và mở rộng trong Chương 6, nơi chúng hình thành cốt lõi của chương), và họ không thành công trừ khi tất cả năm đạt được. | 88 COUNSELING but agreed to discuss the matter further with him. So he scheduled a counseling interview with her. And thus Charlie began the counseling process with Gloria. Counseling worked with Gloria for those who would liketo know. But as Charlie admitted it wasn t easy. Contrary to the impression that management textbooks seem to give counseling intereiaws aren t ecinch. TSnse one-on-one meetingshave five goals which are listed below and reiterated and expanded in Chapter 6 where they form the core of the chapter and they aren t successful unless all five are achieved. 1. Win .he emplojiee s agreement thatthere isa need for ehange. 2. Identify theeseeeof the peoflem. 3. Agree en the speeificaetionsthat the employee will take to improve his or her performance. 4. Follow up regulaely withtheemployee toensueeohsf he orshe is reaching th e Oiile you bhPf havetet. 5. Recognize theemhlnyee paccomplishmentt toreieforee eon tinued correct behevior. During your interpigwtltOerelt eaixphiasuethaeoou should address as well. It isn t freqnentlarnenttoned bet iaietapyahet You meet inage a determination as to whether the effort is really worth it. Not only should you consider ths prob.cm employe s track record with your company his or her motivation and willingness to change and worth to the organization shelalents the iiidividiieleould bling so ilia department if he oeshewoekpdtottandard oirfey ond biitakothcworth if your time speidcoiiiiseDs he ii rff k If the prpNem wiili the cmji.ovee it nodeeply tootedthaiyou lion-estly doubt wiiiw10 succeed sr . coimseD win deennd rnoreefiort than you havedr met e we end voiiknow yDuareonfifcly to follow through to seerfthe employee doesmyleeanefiiirt to teimaeoued ItisOT her pcrforniyiisc slid it maobebetter to cndsldesyour two other options before inveatme to nnichtmieei enh-on-one eolllltclilin euhcs transferring the employeeth anotherarea svitliinynie h ad etied where this pestnnepnoorfysmmore effoetively. np tcrmile liino him or