CATERPILLAR CONFIDENTIAL: GREEN MY EMPLOYEE ASSISTANCE PROGRAM New Leader Orientation US.

CATERPILLAR CONFIDENTIAL: GREEN

MY EMPLOYEEASSISTANCEPROGRAM

New Leader Orientation US


MY EMPLOYEEASSISTANCE PROGRAM

What is Caterpillar’s EAP?

The EAP is a voluntary, confidential, FREE benefit designed to help you and your family address and resolve a variety of personal issues before they impact your well-being, health or productivity.

The EAP offers traditional counseling benefits as well as work-life resources to help in many other areas of our lives.

Employee Assistance Program (EAP)

1-866-CAT-05651-866-CAT-0565 www.cathealthbenefits.comwww.cathealthbenefits.com



Why Do We Offer EAP?

All of us face circumstances that distract from our important roles at home and work.

Rarely do life’s demands come neatly packaged, one at a time.

We recognize the importance of: Resolving personal issues early and

staying healthy

Balancing the competing demands of our personal and work lives.

It is a win/win for employees and Caterpillar



Most people do very well most of the time.

BUT. . .

Life gets complicated. Everyone, at some point, has to address personal problems and balance the demands at home and work. Often, we don’t know where to turn for assistance.

At any time, nearly 7%

of Americans suffer from Depression

1 out of 7 employed

Americans has a substance abuse problem

The divorce rate for first

marriages is about 50%

Resolving identity theftcan consume over60 hours of time

Anyone with a new

baby will eventually have a teenager

Anyone with a parent

may eventually have

to find elder care



The EAP offers:

Personal face-to-face counseling

Confidential assessment, short-term counseling (up to 6

sessions) with licensed professional counselors

Referrals to specialty providers as needed

Carefully selected counselors available in communities where Caterpillar has facilities

On-site services available in some locations

Confidential and free to you and your immediate family



Counseling can help with:

Depression/Anxiety Marital, family or relationship difficulties Drug, alcohol and other addictions Child and adolescent issues Stress management Work-related and performance issues Grief and loss Managing and coping with change



The EAP offers:Work-Life Services

Confidential consultation, assessment, information and referrals for a wide variety of personal and social issues– both big and small

Web-based information and real-time chat with work-life consultants

Detailed resources and referrals that match your needs- referrals have confirmed availability

Delivered, on average, within 12 business hours – 6 business hours for emergency requests

Many resources for you and your family



The EAP provides consultation, assessment, information and referrals for:

Childcare, back-up care, summer camps

Eldercare, in-home support, assisted living centers

In-home eldercare assessment Identity theft Legal consultation Financial consultation and

money management

End-of-life issues: living wills, power of attorney forms

School information Adoption assistance and

referrals Resources and referrals for

daily living: home improvement, pet care, and entertainment

Just to name a few.



Accessing the EAP

1. By phone: 1-866-CAT-0565 1-866-CAT-0565

2. By web. Click on the Employee Assistance Program tab at: www.cathealthbenefits.com

3. On-site EAP offices

Free, confidential assistance



Thousands of articles and other expert resources

Podcasts, Webinars and Videos

Self assessments on personal and work-related issues

70+ Locator Tools to help you find local resources

CareSolutions self search tool for location-specific child care and older adult care provider referrals

The Employee Assistance Program tab on CatHealthBenefits.com connects you

to:





866-CAT-0565Mid Illinois/IndianaMossville Sue Kirk 309-578-3189E. Peoria: SS and AD Sue Kirk 578-

3189Morton Sue Kirk 266-3442Tech Center Sue Kirk 578-

3189Mapleton Dennis Crowell 633-8657Decatur Kathy Gissler 217-475-4608Pontiac Diana Brandt 815-842-6115Aurora Kelly Long 630-859-5958 Joliet Katie Valentino 815-

729-6281Lafayette Bill M/Susannah D. 765-448-5550

Corporate Monica Ratcliff 309-675-8648

Accessing the EAP- on site



The possible effects on the organization

Struggling employee

Potential for Lowered Productivity

Loss of ee/turnover

Absenteeism/Presenteeism

Increased medical costs

Increased accidents

Supervisory Time



Although we recognize that employee personal problems are common and can influence job performance, such problems do not excuse poor performance.

Therefore, it is most beneficial to identify struggling employees early and assist them in resolving their personal problems before there is a risk of performance decline and negative impact to the organization.

Be aware. . .



What if there is a performance or behavior problem and you have a hunch it is related to a medical problem?

1. If the behavior violates a rule, policy or demonstrates poor performance

a. Take action as you would with any other employeeb. Consider a referral to EAP or a Fit-for-Duty referral to Medical after

you have taken your supervisory action.

2. If the behavior is unusual or may indicate a medical problem:a. Refer to EAPb. Consider a Fit-for-Duty referral if the behavior significantly impacts

the workplace

Unless you have an employee working under a reasonable accommodation, you can not discriminate supervisory actions based on our perceived knowledge of a medical problem.



Participation in the EAP does not excuse an employee from applicable discipline. Also, an employee can not be disciplined for lack of participation in the EAP.

Note



Supervisor’s Role

Supervisors and leaders are often the first to notice changes in employee behavior and performance.

It’s not a supervisor’s role to be a counselor or to help employees resolve their personal problems. In fact, they should avoid these roles.

It is supervisors’ responsibility to manage performance and guide employees to the appropriate resources.



Supervisor’s role

Do not ignore the problem. Know the signs.

Do not diagnose, assess severity, or choose interventions

Consult (HR, security, EAP, medical) as soon as problems emerge

Respond early and refer to EAP, medical or HR

Be cautious about linking personal problems with performance; personal problems do not excuse performance problems



The earliest signs- life stressors and triggers

• Loss of a job or raise; missed promotion; layoff

• Serious ongoing conflict with leaderships at work

• Losses; including death, divorce, custody problems

• Family problems, including domestic violence

• Substance abuse

• Isolation or a lack of social support

• Significant financial or legal problems



The earliest signs-declining job performance

• Excessive absenteeism or tardiness

• Difficulty with coworkers or social withdrawal

• Accidents and injuries

• Poor or declining work quality

• Missed deadlines

• Sudden or significant deterioration in performance

• Difficulty accepting constructive criticism or guidance

Don’t diagnose or counsel. Be aware, but focus on performance-based signs that an employee is struggling. Regardless of the problem, workplace behaviors will look the same. Performance decline can be one of the earliest of signs of larger problems. When a pattern of these is present, refer to the EAP, report upward and consult with HR.



Pattern Severity

Change

Highest

Risk

*Look out for problematic

situations and behaviors of concern,

particularly if they are:

• Severe

• A change from the norm

• An emerging pattern



Remember…

Everyone exhibits some of these behaviors some of the time.

Look for and document objective behavioral patterns that are well-defined and work-related

Do not ignore

Maintain your performance expectations

Know your resources

As soon as a pattern emerges, take action



Friendly Referral: The employee’s performance is considered satisfactory.

The employee or a co-worker confides to the supervisor the presence of a personal problem. The supervisor encourages the employee to seek EAP services and provides contact information. Typically no documentation is necessary.

4 Types of EAP Supervisory Referrals



Formal Referral: The employee has developed a pattern of poor job performance or unacceptable behavior and has been unresponsive to normal supervisory action.

The supervisor constructively confronts the employee on the basis of job performance problems, and refers the employee to the EAP as a resource for resolving any personal issues which may be contributing to the performance decline. EAP is “strongly encouraged” but not mandatory.

The supervisor contacts the EAP to provide background information about the employee’s work related problem. Only with employee consent, the EAP will report back to the supervisor whether or not the employee has contacted the EAP and if they are cooperating with recommendations. Further personnel action should not be taken if there is a refusal to access EAP.

4Types of EAP Supervisory Referrals



The fitness-for-duty referral is part of a comprehensive approach to identify and refer employees at the work site who may be unsafe to perform their duties due to impairment (chemical, psychiatric, or medical). When drug testing policies are in place, this may be referred to as a referral for “reasonable cause” testing. When reasonable cause testing is not in place at a facility, the fitness-for-duty referral can be used when a supervisor expects impairment due to drug or alcohol use.

The purpose of the fitness-for-duty referral is to protect the health and safety of the employee and the work environment.

This referral is done only when specific behavioral indicators are present (more training is available on this point).

It is completed with consultation from medical and human resources.

Must be supported by location policy, particularly where drug testing is an issue.





Last Chance Agreement (LCA) referral. When an employee is brought back to work following a suspension or termination and required to sign a LCA, EAP involvement may be mandated as a portion of the contract.

When a LCA requires EAP involvement, the employee’s continued employment may be contingent on following through with the recommendations of the EAP.



Suggestions on helping an employee who is experiencing a

personal problemDo: Talk confidentially about the problem

Don’t: Ignore it

Do: Find a private place to talk

Don’t: Talk in public or in front of others



Do: Listen without judgement

Don’t: Talk too much, criticize, or give opinions

Do: Use “I” statements

Don’t: Be aggressive or blaming


personal problem



Do: Document everything, giving specific examples of problematic behavior

Don’t: Be vague or generalize

Do: Keep an “open-door policy”

Don’t: Pester, investigate, or stalk the employee


personal problem



Do: Encourage them to get help

Don’t: Try to fix the problem yourself

Do: Offer information about the EAP

Don’t: Make general comments about “getting help”


personal problem



Do: Stay focused on job performance

Don’t: Diagnose or get too involved in the details of the problem

Do: Use your resources. Contact HR and EAP.

Don’t: Act alone


personal problem



Documenting Patternsexamples

No “I can’t keep her around anymore. She’s

going to mess up again and hurt someone. What a klutz.”

YES “Sally has demonstrated an increase in

workplace accidents. Though she has had no accidents in three years, she has been involved in the following incidents in the last month: . . . ”



Documenting Patternsexamples

No “He’s never here on time.”

YES “Bob has been late for work 8 times this

month, on the following dates: ”



Documenting Patterns examples

No “She is really out of it. Jane doesn’t

remember anything anymore. Maybe she’s depressed or has ADHD. She’s definitely losing her mind.”

YES “Jane failed to follow through on an

assignment doing XYZ. She missed two deadlines last week.”



What is Workplace Violence?

Any Action that:• Threatens the safety of an employee or visitor

• Impacts an employee’s physical and/or psychological well-being

• Causes damage to property

• Compromises the safety, security, or reputation of Caterpillar



Workplace Violence Behaviors

Workplace violence refers to a broad range of behaviors falling along

a spectrum that, due to their nature and/or severity, significantly affect

the workplace, generate a concern for personal safety, or result in

physical injury or death. [1]

These behaviors can follow a spectrum of:

Behaviors of Concern

Threatening Behavior

Physical Assault Injury/Death

[1] “Workplace Violence Prevention and Response Guideline” (ASIS GDL WPV 09 2005) ASIS International

We tend to focus our attention here.



• History of violent behaviors

• Irrational or unpredictable behavior patterns

• Significant changes in behavior, appearance, hygiene

• Holds grudges, obsessive, preoccupation with situations- including a fascination or stalking of another.

• Unwilling to accept responsibility or constructive criticism. Appears defensive or insubordinate. Blames others.

Warning Signs- Behaviors of concern

Identify patterns

Refer to EAP

Report upward and

to HR

EAP: 1-866-228-056524/7365



• Easily frustrated or angered.

• Appears intimidating, negative, harassing, inappropriate or aggressive

• Chronic relationship problems with customers, co-workers or supervisors

• Social avoidance, withdrawal or isolation

• Signs of depression, anxiety or substance abuse


Identify patterns

Refer to EAP

Report upward and

to HR

EAP: 1-866-228-056524/7/365



• Personal, behavioral or work performance problems that continue after help has been offered or sought

• Violent words, writing or threats (including veiled or possibly joking)

• Accusations or complaints of being conspired against, misjudged, made fun of, persecuted, or discriminated against

• Bringing a weapon to work. Exhibiting fascination with weapons or other violent events


Identify patterns

Refer to EAP

Report upward and

to HR



Other examples of Workplace Violence

• Verbal abuse

• Insubordination

• Threats from vague to specific, incl. veiled

• Harassment of all kinds– Verbal, physical, sexual

• Stalking

• Domestic violence carried over into the workplace

• Product contamination / sabotage. Vandalism.

• Physical assaults

• Damage to property/ company reputation

• Breach of security; I.T. or physical

All of these behaviors are contrary to our Values in Action. Ignoring these behaviors is also contrary to the Values in Action

Employees and supervisors have some responsibility in protecting our workplaces.

All of these behaviors are contrary to our Values in Action. Ignoring these behaviors is also contrary to the Values in Action

Employees and supervisors have some responsibility in protecting our workplaces.



ALL THREATS AND INCIDENTS OF WORKPLACE

VIOLENCE MUST BE REPORTED IMMEDIATELY

1. Employees, front-line supervisors and HR reps should report concerns upward and to their ERTs.

2. Senior HR, facilities managers and ERTs can consult with the Threat Assessment Team members, call 9-1-1 or Caterpillar emergency response

Global Caterpillar Emergency Number

+44 20 793 98720

or toll free in North America

1- 877- 848-2424



Consultation, Reporting and Referral Options • Local Emergency Response Team (ERT)

• Corporate Threat Assessment Team (TAT)

• EAP 24/7 – 1-866-CAT-0565– On site in some locations– Corporate- Dr. John Pompe – 309-675-6263

• Caterpillar’s Global Emergency Number- 24/7 Corporate Security link to the Emergency Response Teams and Corporate Crisis Management Teams

• 9-1-1 is an option (U.S. - rarely used)

Reporting situationsand behaviors of concern is NOT

optional.

Global Caterpillar Emergency Number+44 20 793 98720

or toll free in North America

1- 877- 848-2424



Bobbie Lambert - Global Security 309-494-2777Lisa Cordani - Corporate HR 309-494-5034Dr. John Pompe - Corp. Medical/EAP 309-675-6263Monica Ratcliff - Corp. Medical/EAP 309-675-8648Johna Hedden - Legal Services 309-675-8942Kendrick Cobb - Legal Services 309-494-3593 Caroline Davidson-Hood 309-494-2681Don Knox - EH&S 309-494-1523Jeff Schaeffer - EH&S 309-675-0444Jim Burwitz – HR Communications 309-494-4251

Accessing the Corporate Threat Assessment Team (TAT)



Suicide PreventionSupervisors can play a role- “QPR”

Question if they have thought of suicide.

- “Have you had thoughts of hurting yourself?”

Persuade them to get help

- “I’m concerned about you. I really would like for you to talk to someone about this.”

Refer to the EAP or other resource

- “Here’s the number for the EAP. It’s completely confidential.”



Case Examples

1. Frank

2. Sarah

3. Charlie

4. Lucy

Break into groups of four. Discuss and determine:• Type of EAP referral?

• Why?

• What should/could have been done differently?



Frank has worked with me for 20 years and I have been supervising him for the past 5 years. He recently lost his wife of 35 years and I know that he must be depressed, but he refuses to go to EAP. I keep telling him to go, but he keeps telling me he is fine. There haven’t been any work-related problems or changes in his production levels.

Supervisory Referral Option: Friendly Referral

There is no indication that this employee’s work environment is being impacted. Many people are able to suffer great losses with minimal impact on their work.

Be aware not to diagnose “I know that he must be depressed.” Depression is a clinical term that may or may not be appropriate for this employee. Only through a clinical evaluation by a qualified professional can someone be diagnosed with depression. This is not a supervisor’s role.

Do not pester or stalk the employee. “I keep telling him to go.”

Case Example I



Sarah’s husband of 5 years died suddenly. I just started supervising her, so I am not sure if her work has been impacted or not. She seems okay, so I don’t want to bring the subject up in case it makes her depressed. Besides that, this is a sensitive issue and I don’t really feel comfortable bringing it up with her.

Supervisory Referral Option: Friendly Referral

This is a major life event and one of the red flags that someone may need help, so do not ignore the event. Take Sarah into your office, empathetically express your concern and let her know you want her to be aware of all supports available to her.

Use your supports, if you are unsure if an employee’s behavior is of concern, contact HR/LR/EAP and/or the employee’s former supervisor.

Case Example II



Charlie has been a great employee, always coming to work on time, good quality control, never had an injury or issue with co-workers. Several months ago his wife died after a long illness. A few months ago he started coming into work late once every few weeks, then it was at least once a week. Then I noticed he was arguing with one of his co-workers, and last week he cut his finger. It was a minor injury, but very out of character for Charlie as it was easily avoided. This week a couple of his co-workers came up to me with concerns about Charlie not paying attention and working very slowly. Today I noticed his hands shaking and he passed me and it was like he didn’t even see me.

Case Example III



Supervisory Referral Option: Fitness for Duty

This employee is exhibiting documentable behaviors that can be considered a safety issue in addition to performance becoming an issue. A lack of concentration, carelessness, and lethargic behaviors can be attributed to a physical or emotional issue that needs to be ruled in/out by a qualified examiner. In this case, the supervisor should send the employee to the onsite or contracted medical clinic. Once there, the occupational health physician will assess fitness and collaborate with EAP as needed.

Keep in mind to refer to EAP when behavior changes first start. As soon as this employee started coming into work late, he could have been referred to EAP as a Friendly Referral. The supervisor could have contacted EAP/HR/LR at any point for a supervisor consultation.

Case Example III (continued)



My employee, Lucy, is a good worker, but I find myself dreading seeing her. I feel like I am spending a great deal of energy on her. When I told her that overtime was mandatory, she screamed and fell to the floor saying she couldn’t take any more. That CAT asks too much from everyone. This is not the first time she has done this, which then interrupts the line production as everyone in the area is disturbed by her actions. I usually take her to my office, but then spend an hour trying to get her to calm down. I’ve had some people say they feel like they are walking on eggshells around this employee. The other day I noticed that she seemed to be mixing something at the desk in her area. I watched to see what was happening and witnessed her pour batter into a baking pan, and then put the pan in one of the production ovens. When I confronted her, she became upset stating that she was just trying to do something nice for everyone since they had been working so hard. Most days she seems to be in a happy mood, but I never know when that will be and I feel exhausted dealing with her. I saw a commercial about mood swings and I think she is Bi-Polar so I don’t want to punish her.

Case Example IV



Supervisory Referral Option: Formal Referral

Strongly recommend EAP, offer to make an appointment for the employee or to walk the employee to the EAP office.

Hopefully, the supervisor has already discussed with the employee her inappropriate behaviors, which have led to interruption in production. Keep the focus on the behaviors and disruption to the work environment.

At any point, the supervisor can contact EAP for a consultation to discuss how to approach the employee

At this point, if the employee refuses EAP no disciplinary action can be taken against the employee for not contacting EAP. But, you can continue to address behaviors per CAT policy & procedure.

Case Example IV (continued)



Questions?

Monica Ratcliff, LCSW, PHREAP Manager309.675.8648

Date post:	26-Dec-2015
Category:	Documents
Upload:	helen-parks
View:	225 times
Download:	1 times

CATERPILLAR CONFIDENTIAL: GREEN MY EMPLOYEE ASSISTANCE PROGRAM New Leader Orientation US.

Documents