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Supervisory Awareness Training Health Advocate EAP+Work/Life TM
Supervisory Awareness TrainingHealthAdvocate EAP+Work/LifeTM
IntroductionIn today’s complicated world, employees can experience personal and family problems that can impact their work. Your employer offers the Health Advocate EAP and Work/Life program, a benefit that provides confidential counseling, referral support service and healthcare help to assist your employees in resolving problems and maintain productivity. This Supervisory Awareness Training Manual is aimed to help the Human Resources staff fully understand and implement the EAP feature of the program designed to help employees better manage temporary setbacks in life.
Supervisory Awareness TrainingHealthAdvocate EAP+Work/Life
About Health Advocate EAP+Work/Life programHealth Advocate™, Inc., is the nation’s leading healthcare advocacy and assistance company. The Core Advocacy service provides personalized assistance to employees and their families to help resolve time-consuming healthcare and insurance-related issues.
The Health Advocate EAP and Work/Life benefit integrates the Core Advocacy service with early intervention EAP counseling and referral to support services to help employees better balance their work and life.
A crucial part of the program, the EAP feature provides telephonic or in-person professional counseling focused on coping strategies to help with stress, emotional difficulties, family issues, addictions and other problems. The EAP program is a key way to address problems in their earliest stages.
How this Manual Can Help You This manual contains comprehensive information to fully acquaint you with the specific services of the Health Advocate EAP program. The Supervisory Awareness Training Manual section details information about the confidentiality, the supervior’s role in the referral process and tips for action. You will also find a copy of the Supervisory Awareness Training Power Point presentation.
Additionally, the manual contains samples of employee communications. These communications include a handy Get Started Guide, helpful lifestyle flyers and a monthly newsletter with healthy tips that help reinforce the program. The special Critical Incident folder contains flyers that can be given to employees to help them cope with a loss of a loved one or coworker, a trauma, workplace crisis or other troubling event.
We hope you find the information useful to help your employees get the most out of this valuable program.
Table of ContentsEAP+Work/Life Supervisory Awareness Training Manual ..................................1
Being confronted with an employee who is experiencing a problem can be daunting and special skills are required to get the employee appropriate help. In this step-by-step section, you will learn all about the program and the supervisor’s role in the referral process including how to recognize work performance problems, confront your employee and refer to the EAP program. A documentation worksheet is included.
EAP+Work/Life Presentation .................................................................................................2
This section provides the print version of the Power Point presentation for the Supervisory Awareness Training. It provides a quick overview of the Health Advocate EAP Work/Life program with a special focus on the EAP feature.
Supervisory Awareness TrainingHealthAdvocate EAP+Work/Life
©2010 Health Advocate, Inc.
HealthAdvocate1
Training ManualSupervisory AwarenessHealthAdvocate EAP+Work/LifeTM
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What is Health Advocate EAP+Work/Life?The Health Advocate EAP and Work/Life program provides counseling, a referral support service and healthcare help.This confidential benefit, which is paid by your employer or plan sponsor, is a resource to help employees and eligible family members successfully manage temporary setbacks in life.
Health Advocate EAP counselors are trained to help you identify the source of your problems, and work with you to find practical solutions as quickly as possible.
Problems often become serious or stay serious because a timely response from the right individual or treatment program is not available. The professionals at Health Advocate are trained to accurately assess and begin working with you right away. Health Advocate’s goal is to make sure that you have the right resources at the right time to help you better manage your issues.
Call Health Advocate today for assistance in handling family, personal or work-related issues.
Log on to our website for valuable information atwww.HealthAdvocate.com/members
Emotional Well-BeingRelationshipsFamily/Parenting IssuesAdolescent IssuesAnxietyDepressionDrug & AlcoholStress ManagementGrief/Loss
WorkBalancing Work & FamilyTime ManagementWorking with OthersOccupational Stress
Health & WellnessFinancialLegalChild CareAdult CareParenting
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Quick Access to Professional Help
Help When You Need It
1 out of 5 employees is subject to emotional issues that negatively impact their work.
Why We Have an Employee Assistance Program
At one time or another, life is difficult for all of us. Sometimes the problems we experience are minor or temporary, and sometimes they are significant and deeply rooted. All can have a damaging impact on our quality of life and our ability to perform our work. A central reason for organizations to implement an Employee Assistance Program (EAP) is to provide quick access to professional help for their employees—and for the organization. The vast majority of employees (and eligible family members) contact the Health Advocate EAP and Work/Life program for counseling services on their own. Their employer’s only involvement is providing this important benefit. It should be noted that there are circumstances when the employer takes a more active role: sometimes these involve referring an individual employee to Health Advocate, and sometimes events have transpired, such as an on-site accident or a layoff, which impact groups of employees.
Why do people use the Health Advocate EAP+Work/Life program?
• People seek assistance from a Health Advocate EAP counselor for many reasons such as for problems in their marriage or relationship, concerns with children, drugs or alcohol, emotional distress and other areas.
• Some people consult the counselor just to get confirmation that what they are going through, how they are handling their children, or what they are feeling is normal.
• When assistance is needed beyond the counseling sessions, the counselor can make referrals to the highest quality, most appropriate services available through the mental health portion of the employee’s medical insurance.
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Confidentiality: The Cornerstone of Health AdvocateEAP+Work/Life
No information about an individual can be released without their permission
Confidentiality is integral to the success of the EAP. Whether or not the particular issue has impacted work performance, people are often concerned that the employer’s knowledge of the problem’s existence could in some way jeopardize their job or career. Maintaining the confidentiality of what is said to our counselors is one of the most important principles of our work. No information about an individual’s use of the Health Advocate program can be released without their permission, except as required by law. This means that unless we have a signed release form, we cannot provide you or your organization any identifying information about an individual’s use of the program. Even in most instances when a Release of Information
form is signed, the only information shared with the employer is whether the client keeps the appointment and follows through with treatment recommendations.
Private discussions individuals have with a Health Advocate counselor will not be disclosed to anyone, except as required by law. The exceptions are threats of suicide, violence and child abuse. The counselor must report all cases of child and elder abuse or neglect to the proper authorities. The counselor must also take appropriate action when they identify a client who presents a danger to themselves or others. These are rare exceptions. What is important to stress is that the Health Advocate program is confidential.
Please note: Check with Human Resources to determine if formal or mandatory referrals are part of your organization’s policies and procedures.
4
People access the Health Advocate EAP and Work/Life program for many different reasons, but there are only four avenues by which people enter the program: 1. Voluntary or self-referrals 2. Informal supervisory referrals 3. Formal supervisory referrals 4. Mandatory referrals
The Voluntary or Self-ReferralEighty-five to ninety percent of those using EAP services are self-referred. These people have chosen to use the Health Advocate program independently. Some may have a job performance problem but they have sought out Health Advocate before a supervisor or manager becomes involved. The next three types of referrals all involve an employer or supervisor directing an employee toward the Health Advocate program.
The Informal ReferralThis type of referral occurs when there is no pattern ofdeteriorating work performance, but a supervisor is aware that an employee is experiencing some kind of difficulty in their personal life. For example, an employee may confide in you that they are having marital problems. This gives you the opportunity to remind them about the Health Advocate service and to suggest that they call to set up an appointment, e.g., “That sounds like a difficult situation...Are you aware that our organization has an EAP?”
The Formal ReferralThis type of referral takes place when there is a pattern of deteriorating work performance, and disciplinary action is likely. In a case where there are performance problems that you must discuss with the employee, part of that discussion may involve a referral to the Health Advocate program, e.g., “I am concerned about the changes we’ve discussed with regard to your performance. Our Health Advocate EAP counselor may be able to help you address whatever has caused these changes. I strongly recommend that you contact Health Advocate. I have spoken to them already, and they are expecting your call.”
The Mandatory ReferralThis type of referral takes place when there are specific policy violations. In order to retain employment, this employee must go to the Health Advocate EAP counselor for assessment and referral for treatment, and they must comply with treatment recommendations.
Failure to comply with the referral or treatmentrecommendations could result in additional corrective action.
Referrals to Health Advocate EAP+Work/Life
Time saving tip: Define your standards and get confirmation on them.
5
The Supervisor’s Role in the Referral ProcessIntervention with an employee whose performance is impacted by personal problems can be daunting. Confronted with an employee who is experiencing emotional, family or other personal problems (such as alcohol or drug use), you may be uncertain concerning your role in helping the employee find appropriate help.
Your role is to:• Be concerned with job behavior and performance.• Remain alert to changes in normal work pattern/
behavior/productivity.• Take action when the welfare of the employee and/or
the organization is at risk.
Your role is not to:• Diagnose the employee’s personal problem.• Take on the employee’s problem and try to
handle It alone.• Be a “counselor.”• Cover-up for the employee or ignore work
performance problems.
Despite your natural feelings of concern for somebody under your supervisory control, you are responsible for their job performance. The Health Advocate EAP counselors are trained to deal with any personal problems that an individual may have — problems that may underlie the work performance problems you have observed. Your role is to address the job performance. Let Health Advocate address the personal problems.
Health Advocate’s Role in the Referral ProcessIt is the role of a Health Advocate counselor to assess the difficulties or personal issues, which bring individuals to the program, and to determine the best way to address them. In the case of a
supervisory referral, the hope is that the referral will mobilize the individual to confront issues affecting work performance and turn around declining work performance.
It is Health Advocate’s role to:• Assess what may be contributing to the work
performance difficulties.• Help the employee to develop strategies to turn
around performance.• Help the employee to identify and address
underlying issues.
Supervisory ReferralsThe personal problems of an employee become a concern of yours when the performance of the troubled employee becomes unsatisfactory. Problems with employee performance can often result from troubling personal factors that arise from conditions not related to the job.
Problem performance can be defined as:1. Job performance that is below standards of output
or quality.2. Behavior that is disruptive, or presents a safety
hazard to the workforce or the public.
These two areas can overlap. While the former may be dealt with internally, coping with the latter often leads to the involvement of Health Advocate.
Time saving tip: The key to motivating people is to enable them to motivate themselves!
6
Step One: Recognizing the Troubled Employee
It is widely held that one out of five employees is subject to emotional issues that will have a visible, negative impact on their work. Under the right circumstances, any employee can become a problem performer. While signs and signals may be obvious on some occasions, at other times trouble may not be immediately apparent. However, over time, the cues and indicators that an employee is troubled begin to emerge. The employee with serious personal problems often shows a pattern of unsatisfactory work performance over a period of time.
As a supervisor, you must pay attention to observableperformance behaviors.
Patterns of Work Performance Problems
Absenteeism from Work and/or TardinessAlthough patterns of absenteeism and tardiness vary with each individual, excessive absenteeism and tardiness should be noted, including the following:• Unauthorized absences or excessive absences.• Monday and/or Friday absences.• Excessive tardiness.• Patterns of tardiness.• Leaving work early.• Unusual and increasingly improbable excuses
for absences.• Absenteeism on the job.• Unexplained absence from meetings,
appointments, etc.
Difficulty in Making Changes• Resistance to learning new procedures, skills
or responsibilities.
• Control of present duties ‘allows’ the employee to hide their low job performance.
Erratic Work Patterns• Periods of high and low productivity.• Inconsistent level of performance.• Increasing number of mistakes.• Increasing number of accidents.
Difficulty in Concentration• Work requires greater effort than usual.• Job takes more time than usual.• Employee forgets directions and instructions.
General Lowered Job Efficiency• Misses deadlines.• Wastes materials.• Makes poor decisions.• Complaints from co-employees or customers.• Frequent (improbable) excuses for performance.
Confusion• Difficulty in recalling instructions or details.• Difficulty recalling own actions, e.g., mistakes.• Details often neglected.• Frequent daydreaming.• Interpersonal problems.• Overreacts to real or imagined criticism.• Mood swings.• Begins to avoid associates.• Unreasonable resentments.• Increasing number of complaints from others, such
as co-employees and customers.• Disruptive, provocative interactions with others.
There are five basic procedures or processes you need to be skilled in when considering the referral of an individual:
The 5-Step Referral Process
1. Recognition2. Documentation3. Action – Supportive Confrontation
4. Referral5. Monitor
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Time Saving Tip: Document. Don’t Diagnose.
Sample Documentation Sheet of Job Performance
Did you record the documentation properly?Day, Date and Time?Action taken?Anyone else involved?Have you been objective?Did you record the action taken?Did you indicate your response?Did you indicate the employee’s response?
Documentation Skills
Day Date Time Comments
Deliberately avoids colleagues / supervisorComplainerUnusually sensitive to criticismOverly critical of othersFellow employees complainArgumentativeUnclear communicationInappropriate personal appearance / hygiene
Interpersonal Skills
Day Date Time CommentsHave you documented outstanding Interpersonal skills?
Forgetful / lack of concentrationJob accidentsInconsistent judgmentFails to met schedulesOverly dependent on othersNeeds constant supervisionUnwilling to change / rigidIncreased mistakesDetails often neglected
Job Related
Day Date Time CommentsHave you documented outstanding job-related activities?
Frequent unexpected absencesProlonged, unpredictable absencesComplaints of vague illnessLeaves job earlyLeaves early or returns late from lunchOn-the-job absenteeism
Attendance
Day Date Time CommentsHave you documented outstanding Attendance?
QUESTIONS TO ASK . . .
meet schedules
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It is imperative that all supervisors/managers review expectations of job performance, behavior and attendance with all employees. This ensures open communication and clear guidelines between employer and employee. Confronting an employee whose job performance has deteriorated is rarely easy. It is especially hard when previous efforts to handle the situation have not worked, where tensions have built or where communication has become strained or blocked. The key to a constructive interview is being prepared.
Planning the Interview:A. Write down the work-related behavioral concern(s) or refer to the documentation you have already written. • Are your concerns and documentation observable, concrete, and specific? • Can you support your position? • Can you cite specific events or examples?B. Talk to your supervisor. Keep the focus on the performance issues.C. Talk to Human Resources/Personnel so that you have a clear understanding of your organization’s policies
and protocols.D. Consider Health Advocate and Human Resources as Action partners.
A supervisory consultation provides coaching to you regarding the management of troubled employees. • Health Advocate or Human Resources can help you determine the best approach to take
with the employee. • A call alerts Health Advocate that an employee may be referred to the program due to work
performance problems. • Without this call, Health Advocate has no way of knowing that work performance issues exist.
Time saving tip: The key to a constructive interview is being prepared.
Assess the situation from the employee’s point of view. Whether on your own or through a consultation with Health Advocate, you can try to anticipate how the employee is likely to respond to what you have to say.
Documentation is an important resource when making any decisions regarding an employee and is essential for any disciplinary or corrective process. When you observe problem behavior or performance patterns, you should document them. Documentation should conform with the personnel procedures of your organization. Be very specific about instances where performance and behavior fail to meet acceptable standards. You will be more effective if you have specific examples to refer to when speaking with the employee. Remember, you are documenting work performance with concrete facts and incidents, not an employee’s personal life. In most cases your ‘running log’ should include the following information:
A. Who, when, where, what. These should be specific, concrete, objective observations.What someone said - not what your opinion was of their comment.
B. Specific interventions you make. Action plans.C. Expectations and time frame for improvement.
Step Two: Documentation
Step Three: Action - Supportive Confrontation
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Tips For Action StepsDo not accuse the employee of having personal problems or try to diagnose the problems.• Offer Health Advocate as the appropriate place
for the employee to deal with any issues which may be contributing to the work performance you have identified.
• Emphasize that while Health Advocate involve-ment may not be mandatory, improvement in job performance is required.
• Be clear that Health Advocate involvement is voluntary (unless this is a mandatory referral – check with your organization’s Human Resources Department).
Supervisor: “I am concerned about you, and I believe that the Health Advocate program can be a tremendous resource. But I need you to understand that your performance has to improve whether or not you use Health Advocate.”
Supervisor: “If you use Health Advocate, I would like you to sign a release form, giving them permission to talk to me. You don’t have to do this. If you do, all Health Advocate will tell me is that you have accessed the program and are willing to follow through with their recommendations. It is a confidential program, so if you don’t sign the release, they can’t tell me anything.”
Supportive Confrontation1. Look for and acknowledge the employee’s
strengths, past and present.2. Express concern and maintain support for the
employee during the interview.3. Describe the specific job performance problem(s)4. Describe future performance expectations.5. Keep focus on job performance.6. Set a time period in which you expect the
employee to improve job performance.7. Keep supervisor and HR informed of your
intended course of action.
Offering the EAPRecommending the use of Health Advocate can be difficult for some of us. The referral to the Health Advocate program should flow from the exploration of the causes for the substandard performance or behavior. The script that follows illustrates this process. Clearly, Health Advocate must be presented as a way for the employee to deal with any personal problems that may be effecting job performance.
Supervisor: “...so, you can see the reasons why we’re concerned. Is there anything about the job itself, or here at the workplace which might have a bearing on what we have discussed?”Employee: “No.”Supervisor: “Well, is there anything else going on for you which I should be aware of?”
The employee may respond in a number of different ways. Most can lead into a referral.
Version 1Employee: “No. And listen....my personal life is none of your business.”Supervisor: “That’s true. This is awkward for me, too. But if something is going on in your personal life, and it is affecting your work, that becomes my business. I don’t need to know what the personal situation is, but I do need to help you get the assistance you need to turn your work performance around. As your supervisor I am responsible for ensuring the safety of this work group, and that every employee’s performance meets the organization’s standards. If there are any problems that might be impacting your performance, I would recommend that you contact Health Advocate.”
Version 2Employee: “No...Well, I didn’t think it was this bad...There’s some stuff happening at home...”Supervisor: “I see...Well, it is not my intention to pry into your personal life. It is an awkward issue for me to raise, and I want to stress that I don’t need to know what the personal situation is. If something in your personal life is impacting your performance, there are resources available. Our organization has an EAP, and the counselors are trained to help people address all sorts of issues. I am recommending that you contact the Health Advocate program to set up an appointment with an EAP counselor. I will call them myself to let them know that you may be calling...”
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Checklist for Closing the Interview
Step Five: Monitoring
After your corrective interview with the employee, it is important to follow through on what you discussed.A. Continue to monitor job performance.B. Review Knowledge, Skills and AbilitiesC. Follow through on your schedule for meeting with
the employee.D. If job performance improves, acknowledge this to
the employee.E. If job performance remains unsatisfactory or deteriorates
further, take whatever action is appropriate. Make sure the employee is held accountable for his/her actions and performance.
F. Health Advocate can help the employer plan for the return-to-work of an employee who has been on a leave of absence during treatment or recovery.
G. Health Advocate can help the supervisor develop effective strategies for managing the returning employee.
Step Four: Referral
How Will the Employee React?Sometimes managers and supervisors hesitate to refer an employee to Health Advocate because they are afraid of how the employee will react. Some fear that offering a referral will anger the employee or only worsen the situation by adding worry to whatever other problems that person may be having. Occasionally, an employee may decline to use the EAP counselor, but you have done your job as a supervisor by offering the referral. Following the steps for Supportive Confrontation is the best insurance that an employee will react positively.
By first discussing the situation with Health Advocate and considering us as a support system for improvement, you are doing your job as a supervisor. Most troubled employees are relieved when the manager takes the initiative. They have known that things were getting out of control; and now someone (you, the supervisor) has stepped in and said. “That’s enough. Let me help.”
Your intervention helps the employee put some structure back into one area of life (the job) while offering a way to get control of other life concerns. Most referrals result in the employee getting the assistance needed, and being relieved that somebody finally helped them sort through the problems.
Make sure that the employee clearly understands what the job performance problem is and what you expect him/her to do to correct it.
Clearly explain the consequences for failure to improve job performance.
Develop a supportive statement to close the interview.
Provide a written summary documenting the plan of action.
Set up a specific time to meet again.
Time saving tip: Focus on the problem, issue or behavior, not the person.
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Tips For Coping With Employee ReactionsDuring your interview with the employee, you should be prepared for a wide range of emotional responses.
Blaming Others
Anger
Crying
Silence
Agitation
Emotional Appeal
Defensiveness or Denial
Reveals Personal Problem
Their Reaction Suggested Response
Stick with the facts; let the record speak for itself.
emphasize organization’s support by offering EAP.
Acknowledge that the discussion is awkward for bothof you.
Allow a brief “time-out”, and then resume discussion.Keep to the point and keep it brief.
Stay focused on your right and obligation to expectappropriate behavior and satisfactory job performance.(“As your supervisor, it is my job to seek a correctivecourse.”)
Stick with the facts, and avoid arguing. Do not assumeresponsibility for changing the employee’s point of view.
Express concern but focus on work. Offer EAP.
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Barriers to Confronting an Employee
Leaders as EnablersAn enabler is someone whose actions shield a person from experiencing the consequences of their behavior. An enabler, often unknowingly, protects a person from consequences and thus allows the behavior to continue.
Supervisors who overlook a pattern of calls from family members saying a person is sick (i.e. Monday mornings), are enabling. Another way to enable is by doing work for the person. When supervisors accept excuses for poor performance without holding the person accountable for job responsibilities, they are enabling. When supervisors become over-involved with the employee and personally try to provide counseling or attempt to develop his/her own “diagnosis” of the problem, they are enabling. When supervisors try to develop the “cure” to the problem (i.e., less work, more time, fewer requirements, more personal attention, etc.) they are enabling.
• Anger• Friendship• Sympathy• Policy Issues• Fear• Passivity
• Guilt• Time constraints• Denial• Supervisor Accessability• Tact
Examples of enabling behavior:
• Rescuing• Caretaking• Curing
• Passivity• Not enforcing company policy
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Investing in Healthy EmployeesHealth Advocate is available to assist you. You do not have to handle difficult workplace issues on your own.
Call Health Advocate with concerns such as:
• Training Needs• Performance Problems• Employee Conflicts• Workplace Violence Risk• Domestic Violence Threats• Critical Incidents• Organizational Development Assessments• Or simply, “Just not certain what to do.”
Helpful Reminders• Health Advocate remains an objective resource.• Supportive confrontation should not exceed 15 minutes.• Maintain self-confidence and basic self-esteem of the employee.• Sit with the employee quarterly and get input on their quality of work/life.• What can you do to enhance their quality of work/life?
Catch them doing something right!
HealthAdvocate Manager Consultation
CompAny nAme And loCAtion:___________________________________________________________________
____________________________________________________________________________________________________
inFoRmed diReCtoR oF mAnAGeR ConSUltAtionS? yeS no
nAme:____________________________________________________________________________________________
title:_____________________________________________________________________________________________
telepHone:_____________________________ ConSUltAnt: __________________________________________
dAte oF ConSUltAtion:__________________________________________________________________________
data on Referred person:
nAme:____________________________________________________________________________________________
JoB title:________________________________yeARS WitH oRGAniZAtion:___________________________
nAme:________________________________________
title:________________________________________
telepHone:_________________________________
Have you or anyone in your organization ever consulted with Health Advocate
regarding this employee? yeS no
if yeS, when?__________________________________________________________
Why?_____________________________________________________________________
____________________________________________________________________________
Who else is involved in this process? (HR/Supervisor/etc.)
Has HR beed notified? yeS no
nAme:________________________________________
title:________________________________________
telepHone:_________________________________
2
HealthAdvocate Manager Consultation Cont’d.
1. What is prompting the referral to Health Advocate? _______________________________________
______________________________________________________________________________________________________
2. managers description of the problem & principle area of concern:
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
Ask the following to the manager/HR/Supervisor regarding employee work performance:
yeS no BeHAvioRAl
yeS no ABSenteeiSm
yeS no lAteneSS
yeS no leSS tHAn StAndARd peRFoRmAnCe
ARe tHeRe Any otHeR WoRk peRFoRmAnCe iSSUeS? ____________________________________________
3. How long has performance been a problem?
_____________________________________________________________________________________________________
4. What has past performance been like?
_____________________________________________________________________________________________________
5. What disciplinary action has been taken to date?
_____________________________________________________________________________________________________
6. What disciplinary action would be next if work performance problem continues?
_____________________________________________________________________________________________________
7. Can the work performance issues you are sharing with Health Advocate be shared
with the client/employee during the session? yeS no (iF no, explAin)
______________________________________________________________________________________________________
HealthAdvocate Workshop Evaluation
DAte:___________________________Workshop title:________________________________________________
presenter:___________________________________ employer:________________________________________
In order for Health Advocate to meet your needs, we would appreciate your taking a few minutes to complete the evaluation form below. Completely fill in the response which best reflects your reaction to each question. Any additional comments are appreciated.
response Definition: sD-Strongly DISAgrEE • D-DISAgrEE • n-nEutrAl • A-AgrEE • sA-Strongly AgrEE
1. the workshop was interesting............................................................................................
2. i found the workshop materials easy to understand..........................................................
3. the information presented was useful to my professional development......................
4. the information presented was useful to my personal development.............................
5. the presenter was well-informed and the materials well-presented...............................
sD D n A sA
6. What part of the presentation did you like the best?________________________________________________
___________________________________________________________________________________________________
___________________________________________________________________________________________________
7. Additional Comments____________________________________________________________________________
___________________________________________________________________________________________________
___________________________________________________________________________________________________
Get InformedHere are sample employee materials that will acquaint them to the HealthAdvocate EAP + Work/Life program and tips to help them better manage their work and life. The Get Started Member Guide tells employees everything they need to know to use the program. The lifestyle feature flyers provide useful time- and money-saving suggestions, the monthly newsletters offer healthy tips, and the posters help reinforce the program.
Health Advocate Communications
©2010 Health Advocate, Inc.HA-M-1003042
www.HealthAdvocate.com/members
TM
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Independent. Confidential. Convenient.Health Advocate is not affiliated with any insurance or third party provider. Health Advocate does not replace health insurance coverage, provide medical care or recommend treatment.
All-in-1 BenefitHealthcare Help
EAP+Work/Life
HealthAdvocate @yourservice
EAP and Work/Life Newsletter exclusively for Health Advocate Members
Family is most important Eldercare issuesWe can find the support you need:
• Find quality facilities
• Locate caregivers
• Address a range of coverage issues, including Medicare
Let us tend to the details of your issue. You’ll save time, money and, best of all, you’ll have peace of mind.
Remember: Your Health Advocate benefit also covers your parents and parents-in-law too.
©2010 Health Advocate, Inc.HA-M-1003033-APR
• Find doctors, specialists, hospitals, treatment centers nationwide
• Expedite appointments with specialists
• Research and explain your condition and treatment options
• Facilitate transfer of medical records, X-rays, lab results
• Sort out medical bills
• Address coverage issues, uncover billing errors
• Find a full range of caregiver support services
Always at your sideYour Personal Health Advocate can help:
Get Healthcare Help now 866.799.2728www.HealthAdvocate.com
PHAs are available Monday-Friday, 8 am to 9 pm Eastern Time. After hours and on weekends, staff is available for assistance.
We cover you, your spouse, dependent children, parents and parents-in-law.
Health Advocate’s 2-in-1 Healthcare Help and EAP and Work/LifeTM Program offers personalized help. It’s paid by your employer or plan sponsor, and it’s completely confidential.
Real-LifeHelp
April 2010EAP+Work/LifeHealthcare HelpExclusively for Health Advocate Members EAP+Work/LifeHealthcare Help
Asking for HelpStrength is
Work: • Balancing Work & Family
•Time Management
• Working with Others
• Occupational Stress
Health & Wellness: • Financial
• Legal
• Child Care
• Adult Care
• Parenting
Emotional Well-Being: • Relationships
• Family/Parenting Issues
• Adolescent Issues
• Anxiety
• Depression
• Drug & Alcohol
• Stress Management
• Grief/Loss
Health Advocate can help you with real-life issues when you need it most.
Health Advocate’s All-in-1 Healthcare Help and EAP+Work/LifeTM Program is paid by your employer or plan sponsor, and it’s completely confidential.
• Healthcare Help• EAP+Work/Life Program Just Call: 866.799.2728
HealthAdvocate.com/membersIndependent. Confidential. Convenient. Health Advocate is not affiliated with any insurance or third party provider. Health Advocate does not replace health insurance coverage, provide medical care or recommend treatment.
©2010 Health Advocate, Inc. CHA-B-1004002 JULY
EAP+Work/LifeHealthcare HelpExclusively for HealthAdvocate Members EAP+Work/LifeHealthcare Help
You should always call 911 or go to the emergencyroom if you have a true emergency, such as a severe injury, prolonged vomiting, trouble breathing, chest pain, or any other severe condition.
But, going to the emergency room for a relatively minorcomplaint or a chronic condition can cost you in more ways than one. You’ll wait hours while more urgent cases are treated first. Your co-pays will be higher than an office visit. And, you may have a gap in your care since your doctor may not be aware of the treatment received from your ER visit.
We can help you save time and money.
Your All-in-1 Health Advocate Healthcare Help plus EAP+Work/Life benefit, paid for by your employer or plan sponsor, offers personalized assistance. We can provide short-term counseling and referrals for long term help. Our Personal Health Advocates (PHAs), typically registered nurses, supported by medical directors and benefits claims specialists, can help you resolve healthcare and insurance-related issues.
• Find a qualified doctor to better manage your condition and check for after hours care
• Schedule the earliest appointment
• Locate the nearest urgent care clinic; inform youof operating hours
• Research recommended treatments, medications
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Critical IncidentCoping with a
Common ReactionsIf you have experienced a critical incident or traumatic event, you may be affected for days, weeks or even months afterwards. At first, it’s normal to feel overwhelmed by the event. You may have difficulty sleeping, feel distracted or feel afraid or unsafe. You may experience symptoms of stress. The signs and symptoms of stress can be physical, mental, or emotional.
• Physical symptoms can include: nausea, upset stomach, tremors in your lips or hands, feeling uncoordinated, profuse sweating, chills, diarrhea, dizziness, rapid heartbeat, head and muscle aches, chest pain (should be checked at a hospital immediately) .
• Emotional symptoms can include: anxiety, fear, guilt, grief, depression, sadness and crying, anger, irritability, shock, loss or abandonment, numbness, isolation or feeling alone, worry about others, wanting to hide, wanting to limit contact with others.
• Mental symptoms can include: slowed thinking, difficulty making decisions, difficulty with problem-solving, confusion, disorientation (especially about place and time), difficulty concentrating, memory problems, difficulty naming common objects, distressing dreams, poor attention span.
Ways to Find Support A critical incident is any sudden or unexpected traumatic event that affects people’s emotional lives, feelings of safety, and ability to cope. It might be a robbery or assault that occurred in the workplace, a sudden accident or death at work, the murder or suicide of a coworker, or domestic abuse that impacts the workplace. Floods, fires, hurricanes, acts of terrorism, and airplane crashes are other examples of critical incidents.
If you have recently experienced a critical incident, you may be feeling a number of emotions. You may feel sad, upset, afraid, angry or alone. You may have trouble concentrating, or feel overwhelmed by your emotions.
All of these feelings are normal reactions to traumatic events. What’s important to remember at this difficult time is that there are steps you can take to seek support for yourself and find help.
Member Guide Monthly Newsletter Monthly Poster
Feature Flyer Critical Incident Flyer
HealthAdvocate2
1
Health Advocate Goal
• Understanding the benefits of EAP (Employee Assistance Program)
• Understanding the benefits of MAP (Manager Assistance Program)
• Acquiring new management skills
SOLUTIONS
2
What specific services are provided by the EAP+Work/Life program?
• 24-hour access
• In-person assessments
• Employee Wellness/Prevention Seminars
• Critical Incident Debriefings
SOLUTIONS
Health Advocate EAP+Work/Life program
• Family Issues
• Stress Management
• Emotional Difficulties
• Child Care
• Eldercare Care
SOLUTIONS
• Addictions
• Life Transitions
• Workplace Difficulties
• Legal Concerns
• Financial Issues
3
What are your Expectations?
PERSONAL HEALTH ADVOCATE
Referral/Types of Referrals
• Self
• Informal
• Formal
• Mandatory
SOLUTIONS
4
RecognitionWhat behaviors or characteristics do employees recognize in supervisors?
• Good behaviors or traits?
• Not so good behavior or traits?
SPOTLIGHTON SAVINGS
Role of the Supervisor
• Recognition
• Documentation
• Action
• Referral
• Reintegration
SOLUTIONS
5
RecognitionSigns that may indicate deteriorating work performance:
• Increased Absenteeism• On-The-Job Absenteeism• Concentration Problems• Confusion• Spasmodic Work Patterns
SPOTLIGHTON SAVINGS
• Lowered Job Efficiency
• Friction with Other Employees
• Unusual Behavior
• High Accident Rate
• Excessive Complaints
Documentation
• Early Warning Signs
• Positive and Negative Work Performance
• Don’t Leave it to Memory
• Document Objectively
• Your Own Records
SOLUTIONS
6
Documentation (continued…)
• Did you record the documentation properly?
• Day, Date and Time?
• Action taken?
• Anyone else involved?
• Have you been objective?
• Did you record the action taken?
• Did you indicate your response?
• Did you indicate the employee’s response?
SOLUTIONS
Documentation Examples:
• January 17 – Employee stormed into my office and exhibited a temper tantrum.
• January 18 – Employee came into my office at 9:20am pounded his fist on my desk, pointed his finger at me and yelled “You’ll never get away with this.”
SOLUTIONS
7
Preparing for the Meeting What’s the plan?Recognition of changes in work performance
• Pattern of concerns • Documentation/notes• Determine Performance Expectations• Consult with Supervisors/HR/Peers/Health Advocate
SPOTLIGHTON SAVINGS
ActionWhen Meeting With Employee
• Create a comfortable, private setting
• Be aware of personal bias
• Be a good listener
• Stay calm, don’t argue, don’t harass
• Keep meeting brief
SOLUTIONS
8
When Meeting With Employee:
• Acknowledge past and present positive performance
• Express concern
• Describe performance decline
• Describe performance expectations
• Describe consequences
• Give timeline/follow-up meeting
• Offer Health Advocate EAP
• Keep Supervisor/HR informed
SOLUTIONS
ActionFacilitators to communication when meeting with the employees
• Empathetic not sympathetic
• Be aware of time
• Be specific
• Be aware of your non-verbal cues
• Word choice is critical
SOLUTIONS
9
ActionEmployee reactions
SOLUTIONS
• Sympathy• Tears• Excuses• Apology• Promises
• Diversions• Innocence• Anger• Pity• Bargaining
ActionChecklist for closing the discussion
Summarize discussion
Express appreciation
Reassure of confidentiality
Confirm next steps
Follow-up meeting
SOLUTIONS
10
SOLUTIONS
Referral Process Supervisor’s RoleRecognizes. . .
Documents. . .
Consults Health Advocate/HR. . .
Action. . .
Follow up. . .
Employee Refuses AssistanceFurther
observation of Performance
Progressive Disciplinary
Steps
PerformanceUnacceptable
No furtherAction
PerformanceAcceptable
Employee Accepts Assistance
Reintegration
• Welcome employee back to work
• Review knowledge, skills and abilities
• Hold the employee responsible for work performance
SOLUTIONS
11
Confronting an employee What are the barriers?• Anger• Sympathy• Fear• Guilt• Denial• Tact
• Friendship• Policy Issues• Passivity• Time constraints• Accessibility to supervisors
SOLUTIONS
EnablingShielding a person from experiencing the consequences of their behaviorExamples of enabling behavior:
• Rescuing• Caretaking• Curing• Passivity• Not enforcing company policy
SPOTLIGHTON SAVINGS
12
Questions & Answers
COMPLEMENTARY SOLUTIONS
Notes:
Notes:
