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Manager & Supervisor Training
How your EAP can helpHow your EAP can helpEmployee PerformanceEmployee Performance
EAP OverviewEAP Overview
EASE / EMPLOYEE ASSISTANCE SERVICES
EASE
24 / 7 Emergency Phone Line
24 / 7 Emergency Phone Line
Legal and Financial Consultationsand
Retirement Coaching
Legal and Financial Consultationsand
Retirement Coaching
Assessment and Short-Term Counseling
Assessment and Short-Term Counseling
EnhancedChildcare and Eldercare Resource
and Referral
EnhancedChildcare and Eldercare Resource
and Referral
Information & Referral to Community ResourcesInformation & Referral to Community Resources
Problem ResolutionProblem Resolution
• Alcohol/Drug• Anxiety/Depression• Family Issues• Eldercare/Geriatric• Emotional Issues• Grief
• Alcohol/Drug• Anxiety/Depression• Family Issues• Eldercare/Geriatric• Emotional Issues• Grief
• Marital• Medical Issues• Stress• Relationships• Workplace Conflict
• Marital• Medical Issues• Stress• Relationships• Workplace Conflict
www.easeatwork.com/easeywww.easeatwork.com/easey
Publicity MaterialsPublicity Materials
Management/Supervisor TrainingsManagement/Supervisor Trainings
Management ConsultationManagement Consultation
Performance-Based Referral & Case Management
Performance-Based Referral & Case Management
Critical Incident Stress DebriefingCritical Incident Stress Debriefing
Employee OrientationsEmployee Orientations
Workplace Seminarsand Visibility EventsWorkplace Seminarsand Visibility Events
Utilization ReportsUtilization Reports National Provider NetworkNational Provider Network
Nutritional CoachingSmoking Cessation
Nutritional CoachingSmoking Cessation
EAP Orientation Video
EAP stands for…
Employee Assistance Program
but it is also an…
Employer Assistance Program
Advantages of an EAP
…as a benefit to employees for personal and job-related concerns.
…as a resource for managers in supervising employees who express or demonstrate personal/performance-related concerns.
As a manager, you are an As a manager, you are an AmbassadorAmbassador
• To encourage• To support• To promote
Your employees’ use of their EAP
As a manager or supervisor…
You are also in the
unique unique position of being able to recognize
when a
referral is appropriate
90% of Employee calls are VOLUNTARY
Types of Referrals
• Self / Voluntary• Suggested Referral –
Supervisor / Manager Encouraged
• Job Performance-Based Management Referral
Benefits of an Encouraged Referral
• Demonstrates empathy
• Saves valuable management time
• Maintains boundaries
• Encourages employees to seek help from professionals
• Reduces liability
Call Human Resources…• To clarify policy or decide if there has been a violation of policy.• To clarify your rights as a manager and the employee’s rights.• To address any type of verbalized threat, threatening or destructive
behavior.• To act on a positive drug screen.• To use for support or as a resource.
Call for a Management Consultation…• When an employee exhibits unusual, unexpected, unwarranted
behavior.• When you have a question about an unusual or suspicious change
or activity.• To get help from a professional with a clinical background.
Some examples of suggested referrals• FMLA
- Childcare/Eldercare needs
• Garnishments (alimony, child support, court order, etc.)– Financial/Legal needs
• Bereavement Leave– Grief Counseling/Mental Health Services needs
• Personal Issues– Home conflict– Relationship Issues– Creditors calling
Is employee confidentiality assured?
YES!• Counselors are bound by state and federal
law licensure requirements and professional ethics.
Supervisor and Management Supervisor and Management Referral ProcessReferral Process
Is the service free?
YES!Management Referrals are an included benefit.
There is no additional cost to the employer for referring an employee.
Additionally, the EAP services for the employee are, for the most part, at no additional out-of-pocket cost to them. The exception being when recommendations are made for extended services outside the EAP.
Job Performance-Based Management Referral
1. Supervisor/Manager contacts HR/EASE
2. Manager/HR calls EASE Clinical Manager at 800-521-3273 for consultation (if necessary)
3. If management referral is warranted, form is completed, reviewed with, and signed by employee
4. Fax EASE Management Referral Form
5. Employee calls EAP
Management Referral Form
• Communicate clearly and effectively• Document if Safety Sensitive or DOT• Is this a re-occurring problem?• Consequences• Contact person• Employee reviews documentation (We cannot accept any documentation that has not been shared
with the employee.)
• Employee signs form• Give employee 24-72 hours to contact EASE• Fax completed form to EASE intake at 216-432-7255
Contact person receives the following information…
• If the employee contacted the EAP• If a recommendation was made to the employee• If the employee followed through• Attendance, motivation and compliance• If the EAP recommendation necessitates a
change in the employee’s work schedule (e.g. hospitalization)
• Monthly report (attendance, motivation, compliance)
Compliant does NOT = “Cured”
Degrees of Compliance
What Compliance does mean….
What Compliance does not mean…
Addressing Performance Issues
Step 1 - Recognition
Acknowledge the existence of a problem Gather information
Have these behaviors affected performance, productivity, safety? If so, how?
Barriers to addressing a problem
• Fear of damaging relationship
• Reluctance to confront a good worker
• Misguided sense of responsibility
• Fear of negative impact
• Hope it will go away
WhyWhy should you get involved? should you get involved?
• SAFETY• Attendance, productivity and morale• Early intervention, simpler solutions• To demonstrate personal concern• To minimize personal / economic cost• To provide feedback and constructive problem
solving• To assume responsibility for monitoring
performance
Checklist
• Absenteeism• On the job absenteeism• High accident rate• Difficulty concentrating• Confusion• Spasmodic work patterns• Reporting to work in an abnormal condition• Lowered job efficiency• Poor employee relations• Appearance
Step 2 - Documentation
What happened? When? Who? Outcome?
Documentation
• Helps prevent “your word against mine.”
• Allows you to “let the record speak for itself.”
• Helps supervisor recognize a pattern of problem behavior.
• Increases confidence in confronting the employee.
What is Effective Documentation?
Joe Employee (JE) is always late to work. I’ve talked with JE a couple of times and even wrote him
up, but nothing has changed. This is affecting his work performance.
What is Effective Documentation?Joe Employee (JE) began a pattern of tardiness on May 5, 2008. This
resulted in several verbal warnings and a written warning on June 18, 2008.
JE’s work has declined in quality, with several instances of mistakes; The most significant of these being incorrect statistics in a document prepared for a presentation on June 10, 2008. Furthermore, JE has been inattentive and has even been seen sleeping during a meeting, on June 15, 2008; and at his desk during work hours on the following dates: May 23, June 1, June 17 and July 5, 2008.
On July 10, 2008, JE did not show up at work and failed to follow the proper “call-off” procedure. Both myself, as JE’s manager, and the HR Director phoned JE’s home and cell phone number. Neither of myself, nor the HR Director were able to contact JE. At approximately 9:00 am, the HR Director telephoned JE’s emergency contact as listed in his employee file.
Addressing concerns
Before the meeting…• Document specific performance problems
• Get assistance from Human Resources and EASE (if necessary)
• Recognize and set aside personal feelings
• Define expectations for improvement
When Confronting EmployeeWhen Confronting Employee
Consider if you need a witness Do try to remain calm Do express concern and caring Do be patient Do expect employee to defend
Addressing concerns cont…
During the meeting…• Start with something positive – “Sandwich technique”• Stick to the facts and avoid accusations• Clarify job expectations• Explain specific improvements• Set up time frame/action plan• Offer EASE @ Work as an option, or requirement• Clarify consequences of continued poor performance• End with something positive – “Sandwich technique”
Intervention Interview Guidelines
DO’s Assure the employee of the confidentiality of the
process. Recognize that an employee’s willingness or
unwillingness to accept the EAP referral cannot be the basis for disciplinary action. (Likewise, attendance at the EAP is not a basis for continued employment.)
ALL EMPLOYMENT DECISIONS SHOULD BE PERFORMANCE BASED.
Intervention Interview Guidelines
Don’ts Do not counsel the employee on health or
personal problems Do not attempt to diagnose the problem Do not discuss drinking or drug use (unless as it
relates to company policy) Do not discuss the employee’s performance
problem with anyone except Human Resources, your manager and the EAP professional
Addressing concerns cont…
After the meeting…• Follow through with identified consequences of
continued poor performance• Reinforce improvements• Avoid enabling• Monitor on-going performance
Supervisors ENABLE when they…
• Lower standards and expectations
• Ignore or minimize problems
• Bend rules, make allowances, or accept excuses
• Rationalize – “They’ve been under pressure lately”
• Cover up or do their work
• Sympathize or feel sorry
How do I access the EAP? Call Human Resources
Call EASE@Work intake department for appointment or other information
216-241-3273800-521-3273
For Management Consultations, call EASE Clinical Manager
For more info, go to www.easeatwork.com/EASEy. (This is a password protected site.)
Case Studies1. Susie Employee (SE) was seen sleeping in her car when she was
supposed to be on a sales call. What should SE’s manager do?
2. Joe Employee (JE) seemed really angry when he came into work; he slammed doors and was extremely gruff with several co-workers. Although what he was saying couldn’t be clearly understood, JE was observed talking to himself in an aggravated manner. What should JE’s manager do?
3. Mary Employee (ME) was seen with an open bottle of Vodka in her car. When an passing co-worker asked ME if it actually was a bottle of Vodka, ME threw the bottle onto the pavement, breaking glass everywhere and dissipating the liquid in the bottle. The employee who had approached ME told ME’s supervisor that the liquid smelled like alcohol when the bottle smashed. What should ME’s manager do?
4. Rumor has it Bill Employee (BE) is going through a nasty divorce. As BE’s manager, you really haven’t noticed a change in his work, although BE’s co-workers have been talking a lot about his situation. What should BE’s manager do?