Discover needs, select programs

Counselling is the process of interaction, usually one-on-one, where the counsellor enables the other person to think his or her way through a situation and arrive at their own conclusion, not the counsellor’s. Counselling differs from advising – an adviser often tells the other person what to do, or how to think – either directly or by recommendation.

Here are some of the ways you can use Profiles for People as a counselling tool:

  • Solving executive problems
  • Aiding career decisions
  • Action strategies & tactics
  • “De-hiring” or step-down
  • On promotion or appointment
  • Reducing & managing stress
  • Delegating, & managing time
  • Personal & team development
  • Management styles

Profiles for People is useful for both personal and management counselling. In personal counselling you might have a series of meetings with your “client” and centre each session on one of the profiles. To use this method, have the client complete all questionnaires at the same time to capture his or her frame of mind at that moment.
This approach takes you through eight or more sessions. Your client reports any change from the earlier session(s) and focuses on what to do next, to develop a long term plan of action. After a period of six weeks to six months, have your client complete the questionnaires again, and review progress by comparing the differences in responses.

Management counselling is directed at management needs, not personal needs. In this approach you usually work with two or more profiles at the one time – manager and subordinate, or two or more peers for example. The manager may then understand what he or she might do to influence or change a situation or conditions to improve results.

Group counselling is an extension of management counselling. The same process of comparing two or more profiles is used, but everyone involved takes an active part with all present at the same time and place. As counsellor, you act as the group’s facilitator.

The maximum benefit from counselling comes from working through one profile at a time, then relating them to each other. But you may not always have the opportunity to do so, especially when counselling is secondary to some other purpose. For example, you will often counsel during selection to help an applicant adjust and adapt to changed demands of a new role and a new environment, but your first concern must be selection. In that case, you could follow up with counselling at a separate time.

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