Manager & Supervisor Training How your EAP can help Employee Performance.

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?