SUPERVISOR ORIENTATION YOUR EMPLOYEE ASSISTANCE PROGRAM Unlimited Management Consultation, Formal Disciplinary Referrals, Training, Mediation, and Personal Guidance and Confidential Counseling for You and Family Members. 1-800-343-3822 www.alliancewp.com. Established in 1977 - PowerPoint PPT Presentation
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•Eligibility (you and a broad definition of family)•Toll-Free 24 Hour Helpline•Teen Hotline Number•Professional Intake Assessment and Referral Services•Short-term Counseling•Legal and Financial Counseling (Law Access)•Legal and Financial Online Library (Law Access)
Alliance Work Partners (AWP), since its inception in1977, is hereto lend a helping hand.
Organizational EAP Benefits
•Ongoing Management Consultation and Support•Procedural (formal) Referrals•Confidential Case Management•Personal, Professional, and Team Building Training•Onsite Consultations and Customized Training Development•Mediation•Critical Incident Stress Debriefing (CISD)•Newsletters•Utilization Reports
Identify Job Performance Problems • Provide an early constructive response• Do not diagnose the cause • Work-related problems are the basis for intervention
Continued and Repeated Behavior
Identify a pattern of behavior or problems over period of time
Step 2: DocumentationContact your HR Department for documentation procedures. EAP
documentation does not take the place of your organization’s disciplinary policies and procedures.
Provides a Basis of Awareness and Circumvents Misunderstandings•Informs employee that work is declining•Employee may respond positively, be defensive or in denial
Write Down Incidents as They Happen•Be clear and concise•Include date, time, and specifics of event
Be Objective and Provide Reliable Data•Describe events in specific terms•Observe employee in variety of job situations•Positive behavior can be used as a basis for comparison
“Prepare” to Meet with Employee• Revisit your company policies and procedures• Organize documentation and provide copy to employee at the meeting• Anticipate employee’s reaction (anger, denial, blaming, silence) and
plan how you will respond
Choose Your Environment• Pick a time and place where a lot of attention will not be drawn to
employee.• Keep all remarks between you and the employee confidential.
Start Meeting Acknowledging Positive Performance• Set the tone, basis for comparison, and recognize employee as asset
Communicate Assertively• Use “I” statements• Maintain eye contact
Stick to the Issue - Job Performance• Be specific & use documentation• Show concern but avoid diagnosing the employee’s personal problem
Listen With Attention vs. Preparing Your Response• Listening pause: 3-5 seconds
Treat Disclosed Information with Care• Medical condition: mental health, substance abuse, or physical condition• If FMLA may be appropriate, refer to HR for leave forms• Exclude from personnel files
Clearly Define Expectations
Review Consequences• Organizational disciplinary process
Do . . .• stick to work-related actions and job performance• be honest; don’t hedge• let employee decide whether to seek assistance• offer help by giving the employee the telephone number to
reach an EAP counselor
Don’t . . .• become sidetracked • try to diagnose • ask about the “cause” • take a "therapist" role or take responsibility • take an adversarial role • delay taking action to resolve the problem