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Effectiveness of Brief Counseling Sessions for Employee Development Research EFFECTIVENESS OF BRIEF COUNSELING SESSIONS FOR EMPLOYEE DEVELOPMENT: A QUALITATIVE STUDY Zainab F Zadeh PhD Samia Ahmad Halima Ghani Institute of Professional Psychology, Bahria University, Karachi Abstract The purpose of the study was to provide a qualitative analysis of the brief counseling sessions and to investigate the effectiveness of the same in employee development. Further it identified issues leading to spill over at work and creating worklife imbalance. The study was launched with a group orientation sessions comprising of a briefing related to purpose, procedure and regulatory requirements of the process followed by an ice breaking activity. Drawing was chosen as an icebreaking activity as it is considered one of the useful tools for rapport building and providing free reign to thoughts. Each employee was asked to submit a drawing depicting their current feelings. A total of 20 employees participated in the study for which follow up sessions began with brief counseling. A minimum of eight to ten sessions including the intake interview were conducted, of which the duration of each session was between 30 to 60 minutes. Each session was problem focused, providing rapport and expectation clarification in the initial phase, leading to reeducative and supportive counseling for presenting complaints in later sessions. Towards the end feedback was obtained regarding the effectiveness of the sessions. *An earlier version of this refereed paper was presented at the first Business Psychology Seminar held by the Department of Business Psychology IoBM in November, 2010 PAKISTAN BUSINESS REVIEW JULY 2011 348
Research Effectiveness of Brief Counseling Sessions for Employee Development Results The results indicate that among the 20 employees, two reported all four complaints of emotional disturbance (i.e. anger, stress, frustration and anxiety), seven reported three complaints of emotional disturbance and the combination varied accordingly (two out of seven complained of anger, frustration and stress, three complained of frustration, stress and anxiety, there was a single case of stress, anger, and anxiety, and a single case of anger frustration and anxiety). Nine employees reported two complaints of emotional disturbance (and the combination varied accordingly, two of anger and frustration, two of frustration and anxiety, one of stress and anxiety, two of frustration and stress and two of anger and stress). Two employees reported a single complaint of emotional disturbance (i.e.anxiety). To asses the efficacy of brief counseling sessions the following question was asked in the terminal phase from each participant “Did you benefit from the counseling sessions?” The feedback received in the form of a verbatim was further divided into three categories i.e. Yes, No, and Indifferent. The results showed in Table 2 clearly indicates that 18 out of 20 employees reported that they benefited from the counseling process and it helped them gain relative control over emotional disturbances caused by personal and workplace issues whereas the response of two employees suggested indifference related to the outcome of the counseling process, which shows that 90% of the employee feedback was in the favor of the counseling process. Conclusion The study limitations were that employees’ verbal feedback was the only form of data collected during brief counseling and no other formal pre or post counseling assessments were conducted. Key Words: Development, Employee Development, Brief Counseling, Change: Organizational Restructuring, Emotional Disturbance, Work-life balance. JEL Classification: O15, I29, M15 349 PAKISTAN BUSINESS REVIEW JULY 2011
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PBR ISSN 1561-8706 PAKISTAN BUSINES
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