December 2010
How to Refer an Employee to the EAP
Change Employee Behavior, Not Company Policy
When an Employee is Self-Mutilating
Employee Alcoholism Issues
How to Reduce Employee Stress
Q. I haven’t made a supervisor referral to the EAP before. I recall during employee orientations that there isn’t a lot mentioned about supervisor referrals and how they work. Won’t employees resist, thinking that I am basing the referral on a personal problem?
A. Your employee may initially believe your referral is based in part on a personal problem you think exists, so it is appropriate to clarify that it is not. Explain how the EAP policy establishes a supervisor referral process based on performance problems. The rationale is that a personal problem may play a contributing role, but that you can’t diagnose and are prohibited from discussing such matters. Say that a discussion of any personal issues would be between the employee and the EAP. You’re interested in performance improvement and that is your sole focus. Of course, some employees will refuse a referral. You should always remind the employee about your remaining options for correcting the performance problems, and if appropriate, do not hesitate to mention possible disciplinary steps.
Q. Two of my employees do not get along, so we created a strategy to avoid conflict by creating work flow around them. Projects are set up to avoid them crossing paths with each other. The conflicts stopped, so was this an acceptable solution?
A. On first glance, this arrangement may appear like an effective solution, but it probably has a significant downside that creates other problems. Enabling these two employees likely requires others picking up the slack, doing more work, making schedule changes, and communicating in different ways, all to accommodate such an arrangement. If employees are taking on more responsibilities than they should, that is a lot of accommodating. Ensuring that these employees don’t cross paths means you are settling for something less than the ideal work flow that would benefit your company. There is bound to be unspoken resentment about the unwillingness of management to assert authority and insist these employees change their ways. There is a solution. Talk with your EAP. You will gain insight on the value of handling this situation differently with better results for the whole work unit and organization.
Q. I glanced at my employee’s wrist and noticed multiple cut marks. I fear this is evidence of purposely cutting the wrist. I didn’t ask any questions, because maybe this is related to past issues. The employee has no job problems. Should I ignore it?
A. You may be looking at evidence of self-injurious behavior that your employee inflicted, possibly in the past, but you can’t know for sure. Self-injury is a secretive behavior. Research studies vary about how common this behavior is practiced, but it seen more frequently among troubled teens and young adults. Most eventually stop it, but employees with scars may be extremely self-conscious about it. Cutting is a mechanism to cope with stress, gain “control,” relieve bad feelings, and gain attention. It may also be associated with an array of mental health issues and other personal problems. Scarred employees seek to protect coworkers or supervisors from concern or shock if the scars are seen, or they might worry about the implications for their job or promotional opportunities. It is appropriate to mention that you noticed the scars because they are plainly visible and could only be self-inflicted. There are also other risks associated with self-harm behavior. They include a higher risk of suicide. Let the employee know that the EAP is available as a confidential resource should the employee choose to use it.
Q. Will all employees with alcoholism eventually have performance problems that the supervisor can identify, document, and refer to the EAP?
A. Your question touches on two common myths about alcoholic employees. One assumes that alcoholics only experience performance problems later in their career histories. The other is that all alcoholics will experience performance problems at some point during their career histories. Some alcoholic employees enter treatment as a result of self-referral and non-work-related approaches. Many of these employees have no observable job performance problems prior to treatment. This does not mean, however, that they were not personally aware of performance problems. Some employees may perform adequately but never live up to their true potential. 1960s occupational alcoholism and EAP pioneer Lewis Presnall referred to this phenomenon as the “half-man syndrome.” Many years after recovery, it is not uncommon for employees to share stories about job-related performance issues associated with their drinking that others never noticed.
Q. Every workplace is different, so specific strategies for managing stress vary, but what should we focus on as managers to help employees reduce stress? How do we come up with a list of things to try?
A. Almost all strategies to help employees manage stress fall into several broad areas. Brainstorming with your employees and surveying their ideas, even anonymously, will yield insights and concerns that can be translated into tactics to reduce stress. These broad areas of consideration include 1) flexibility of work hours; 2) flexibility with work location; 3) increased communication with management and increased social interaction between coworkers; 4) rewards for excellence or extra privileges; 5) employee control of work load, priorities, deadlines, and procedural steps; 6) increased trust from managers rather than tight controls and pressure created by oversight and demands; and 7) attention to the work environment and ergonomics that facilitate reduced stress.
November 2010
The Cost of Perfectionism
Is Absenteeism Post Traumatic Syndrome?
Effective Workplace Communication
EAP Acts As a Neutral Observer
Can a Manipulative Employee be Saved?
Q. I have never tried to hide the fact that I am a perfectionist. I obsess over trying to do things right. Yes, I know there is no such thing as perfection. However, if I see a mistake right in front of me, I can’t just walk away from it. How does this affect employees?
A. One of the hidden hazards of perfectionism is the tucking away of and attempts to avoid many things that make you feel less than perfect. As a result, you may rob yourself of having fun and feeling happier. This could include avoidance of sharing your true feelings with others, avoidance of feeling vulnerable, avoidance of behaving in an authentic way in social settings, not trying new things, being overly concerned about what you imagine as others’ overly critical view of you, and allowing these things to affect how well you get to know your employees. Perfectionism is not incurable. Talk to the EAP about your work style. Your perfectionism has likely brought about many successes in your career. You won’t lose these skills and abilities by giving up perfectionism. Instead they will become less important in defining who you are.
Q. After an industrial accident, employees were offered help from the EAP. Some declined, and one of them is often AWOL on Fridays and also on Mondays. I think the employee is drinking. The employee leaves messages about doctor’s orders and excuses.
A. You should follow your organization’s work rules and policies to address the employee’s absenteeism. During the course of your constructive confrontation or letter writing, be sure to make a supervisor referral to the EAP. The EAP will sort out the issues and whether any post-trauma response, alcohol use, or other problems are associated with the absenteeism. Be careful not to discuss this matter with coworkers or managers at your level who do not have a need to know. No matter what the situation appears to look like on the surface, another problem or issue could explain it. The reason for your employee’s absences could be completely unrelated to any of the issues you have described. The need for answers, however, can prompt you to say or do things that are unhelpful or violate the employee’s privacy. Stay focused on attendance and accountability.
Q. What is the most important signal a supervisor will get that a new employee is likely to be a valuable performer in the future of the organization?
A. Although intelligence, skills, and abilities all play key roles in an employee’s success, the one most outstanding ability that reinforces all others is effective workplace communication. Effective workplace communication is an ongoing problem in most work organizations. There is no end to managing communication and improving upon communication systems. Human relations in business and productivity at every level depend on effective communication. Consider the information, ideas, thoughts, opinions, and plans organizations must transmit daily to drive productivity. And consider the importance or role of communication in conflicts, morale, creativity, feedback, and motivation. Without communication, nothing moves. Since many employees, and people in general, struggle with communication roadblocks that range from avoiding communication to denial of the need for it, an employee who can intuitively judge how much information you need, and when and how often you need it, is a real find.
Q. If I send an employee to the EAP, and the employee does well, will I see an immediate return to the proper level of performance? Will the EAP tie my hands by implying or directly stating that I need to be patient with substandard performance?
A. As a manager, you must decide what constitutes satisfactory performance and whether you can accommodate below standard performance, if it is demonstrated or requested by your employee. The EAP will not direct that you accept below standard performance following the referral of your employee. Any such request would come from the employee directly. With a release, the EAP may convey what health care or treatment professionals have requested as accommodations to assist your employee in treatment or recovery. If necessary, you should consult with HR or your management advisor and determine the acceptability of performance modifications sought by your employee. If you put the needs of your work unit second to your employee’s requests for job modifications, and the work unit or organization suffers as a result, it could sour your view of the role of the EAP. This is one reason the EAP remains neutral in your decision with regard to accommodations.
Q. I have an employee who very manipulative. This person acts like victim when things go wrong, causes triangles to form between employees that create conflicts, pretends I walk on water, but talks behind my back, and more. I can’t imagine this person changing. Is it possible?
A. These behaviors may be well-practiced and dysfunctional, but each of them is a style of coping or a learned behavior that has a healthy alternative. These new behaviors can be learned, but a motivated employee who is willing to do the hard work is key. A supervisor referral makes this possible. It can be difficult for a supervisor to document manipulative behaviors because their effects on others and the work environment are more visible. This is where your EAP can help. Work closely with your employee assistance professional and pin down your approach, so you identify and measure the behaviors most likely to be documentable and easily explained in a constructive confrontation. Your employee can change, and almost always the proof of this is the cessation of inappropriate behaviors for short periods of time that you have likely seen following your past confrontations.
October 2010
When is Alcohol Treatment Appropriate?
Managing Workplace Conflicts
Dispersing Health Information
How to Give Employees Bad News
How to Avoid Enabling Employees
Q. The employee assistance program referred my employee only to alcohol education following a positive drug test. Apparently, the EAP didn’t think alcoholism treatment was needed. Should the EAP have interviewed me? I have heard many stories about the employee’s drinking practices.
A. The employee assistance professional relies upon research-based interviewing tools to make a recommendation and an appropriate referral. Your documentation related to performance on the job may be relevant, but information you possess about the employee’s drinking experiences gathered from hearsay could not be relied upon in an assessment. As part of an educational course, your employee’s problem will be considered closely to ensure that he or she is receiving the proper level of care. Sometimes employees in alcohol education are referred to treatment. The assessment of your employee is more than a few questions of self-reported drinking practices. Questions overlap, and many areas of lifestyle are explored related to alcohol consumption and problems associated with drinking. Most alcoholic employees are unable to evade a positive diagnosis if one is called for.
Q. How can supervisors be more effective in managing workplace conflicts, especially those that could become violent? We aren’t psychologists or trained mediators, so other than disciplining employees, what easy, practical, and effective early-stage steps are there?
A. It is a misconception that you must have special training before you can be successful at the simplest and often most effective conflict resolution strategies. Your most important tools are your eyes and ears. An active and involved supervisor will detect the beginning throes of conflict. When this happens, share your observations and remind employees in a firm manner about the company’s expectations for appropriate conduct. This is your first step at intervention. It communicates to the employees that they have the responsibility to change their behavior and resolve the conflict. And it prompts a sense of urgency to do so faster. By contrast, jumping in to reconcile differences often sends an unspoken message that the unwanted behavior can continue until a solution to the conflict is discovered. Speaking up as described above is a simple idea. It’s the art of being “firm.” It is often overlooked or never learned by some supervisors. In many situations, it is your most powerful tool for correcting behavior.
Q. Is it appropriate for me to place in our company’s break room brochures or mental health information on topics such as depression, anxiety disorders, alcohol problems, etc.? Would this interfere with the EAP’s mission or role?
A. Encouraging employees to get help for personal problems is a good thing, but supplying mental health literature is not part of the supervisor’s role. To do so would diminish use of the EAP and organization’s investment in it. There is also a risk issue. Mental health literature usually includes next steps, referral sources, and self-treatment ideas. It leaves the EAP out of the picture. Remember, your policy recognizes the EAP as the official source for referring employees to help. Without EAP motivational counseling, assessment, follow-up, and consideration for the demands of the job, the treatment experience can be undermined. Talk to the EAP about its recommendations. Some literature may be appropriate, especially if the EAP is mentioned as the referral source in it.
Q. Can you provide guidance on communicating bad news to employees and how supervisors should handle themselves to reduce anxiety among workers when plant closings, layoffs, or severe cuts in benefits occur? Are there any techniques or tricks that experienced supervisors recommend?
A. Upsetting and bad news is often preceded by guidance to supervisors from management about how to disclose it. When these guidelines or instructions are ignored, larger problems occur. Much distress on the part of employees stems from how supervisors personally feel about the news. A supervisor’s anxiety can cause tactical errors in communication. Supervisors may feel guilty for passing along the bad news or fear employee reactions to it. This can lead to misstatements, rumors, more anxiety, false hopes that later fuel bigger resentments, and conceivably workplace violence. The employee assistance program is an excellent resource for allowing supervisors to discuss and process their own anxiety. When it comes to bad news, there are no tricks, but there are watchwords. They are “open,” “honest,” “clear,” and “timely.” Follow the instructions, and if there aren’t any, work with other managers so there is consistency in communication.
Q. Everyone knows what enabling is, but I believe stressed-out supervisors are especially vulnerable to participating in enabling behaviors. What are some of these enabling patterns facilitated by supervisor stress?
A. The desire to reduce stress can lead to avoidance of confrontation. This makes it easy to react to troubled employees by enabling them. Most supervisors don’t realize this connection. Unfortunately, enabling keeps a troubled employee on the path toward larger problems, so supervisors who enable can expect serious crises down the road. Typical enabling patterns include: 1) downplaying inappropriate behavior by employees, 2) denying or ignoring red flags that may be signs of trouble, 3) being too agreeable and not making waves with a troubled employee, 4) minimizing a troubled employee’s condition when talking to the boss, 5) giving extra leeway or special treatment to a troubled employee, and 6) when a troubled employee opens up to you, jumping in to give reassurance that “everything’s OK” or “you’ll be just fine.”
September 2010
How to Create Respect in the Workplace
Treat Domestic Violence Seriously
Establishing a Trust-based Work Relationship
A Messy Desk Can Mean Trouble in the Workplace
The Correct Way to Counsel Troubled Employees
Q. We have a respect problem. It’s my job to try to correct it, but how do I model respect? I know disrespect when I see it, but I don’t know how to be strategic about this problem. Will employees even care?
A. Nearly all employees take behavioral cues from supervisors. How you act will set the stage for how employees in general will treat each other. You are an authority figure, and all employees learn early on to model the behavior of those who are in charge or are perceived as authority figures. To be strategic, consider the respectful behaviors you think need to be demonstrated. Demonstrations of respectful behavior in some areas will influence respectful behavior in other areas, so you don’t have to consider every possible behavior. But start with these, and notice the impact over the ensuing weeks: Greet employees every day and be sincere when you do so. Express genuine concern for their interests and well-being. Give them a few moments to talk about their needs and what excites them. Really listen and make eye contact when you are spoken to. Compliment publicly when you see the opportunity so employees witness your positive behavior toward even the least senior of your staff. In particular, remark on the individual strengths specific employees demonstrate on the job.
Q. I know that domestic violence happens and that signs and symptoms can show up at work. How should supervisors respond, and should we take our cues for how to respond from the employee’s assurances that “everything is alright,” “not that bad,” or “it’s all over now”?
A. Domestic abuse is a very serious problem that is not fully understood by coworkers or supervisors. It can quickly spill into the workplace and jeopardize employees’ lives. There is no way for a manager to judge the degree of seriousness associated with domestic violence once it is discovered. Do not judge such incidents as “not that bad” or “over and done with” based upon the employee-victim’s report. Victims typically minimize their plight to prevent management attention and coworker involvement. Supervisors may readily accept a victim’s assurances that there is “nothing to worry about.” When domestic violence is suspected, contact the EAP to discuss possible steps you should take, how to approach the employee, and what type of referral to consider. A formal referral based upon the impact of the discovery on the work environment is appropriate. A serious misstep is thinking that a supervisor referral will make things worse, is a punitive step that blames the employee, or is no longer needed because things “have blown over.”
Q. Many employees who experience harassment, discrimination, bullying, or disrespect don’t report it. However, it is important for supervisors to know if it’s happening. How do we find out so we can play a role in preventing workplace violence? We aren’t mind readers.
A. Beyond assigning tasks and evaluating performance, supervisors must get to know their employees individually. This does not mean prying into their personal lives but rather getting to know them one-on-one so trust develops and they are willing to come to you with their complaints. Few supervisors understand this point: It is arguably a safety issue not to get to know employees one-on-one. Only a nurtured and maintained sense of trust between you and your employee will facilitate an employee coming to you with issues of personal and work-related importance requiring your intervention. Not all problems that employees have on the job are technical. Some are personal, but are work-relevant. These may include conflicts with coworkers, feelings of inadequacy concerning tasks, fear of making mistakes, and worries about anticipated technical problems that may arise in the future. These combined personal and work-related concerns will only be shared with supervisors who are trusted, and the burden of creating this trust is on you.
Q. My employee’s desk looks like a bomb went off. This person is our office genius and numbers wiz. It’s been like this for years. I am not sure how hard I should push to correct this problem. It looks bad, but beyond that, what other reasons support confrontation?
A. Employees with messy desks and work spaces are common complaints for supervisors. Adverse consequences of this problem may not be readily apparent, but they are numerous. It’s important to know that causes of messy desks are not all equal. Some employees have work habits that lead to disorganization. Others may have personal problems, the symptoms of which are disorganization. So don’t rule out the existence of a personal problem. Beyond appearance, consider these known costs of messy work areas: the offensive visual appearance other employees must endure; the financial impact of more frequently used office supplies; the lost time associated with delays in completing assignments or looking for things; additional work not given to employees who are disorganized; dust and hygiene problems; the negative impression on customers; the negative reflection on the supervisor.
Q. When employees mention personal problems, for instance problems with a teenager, why is it not appropriate to give the employee a helpful book or instructional pamphlet on the subject, especially if the pamphlet is written by an authority?
A. Any employee assistance professional will tell you from experience that there is always more to the employee’s story than the supervisor knows. For example, you may learn about the problems with a teenager, but be completely unaware of its root cause. Your employee may also be unaware of the cause. Difficulties with a teenager could be caused by dozens of possible problems in a family, the symptoms of which are troubles with a teenager. If you provide information about parenting a teenager to your employee, it could add to the delay in getting proper help.
August 2010
Importance of Signing EAP Release Forms
Employees Returning from National Guard and Reserve Duty
Dispelling Misconceptions About Alcoholism
The Effects of EAP to the Company Financial Picture
Employee Child in Unsafe Household
Q. Will my employee be less successful in accepting or using help offered by the employee assistance program if a release is not signed so I can learn about participation?
A. Not necessarily, but employees formally referred to the EAP by supervisors may have a motivational advantage over their self-referred peers when a release is signed. The reason is simple. An employee who knows management is aware of participation and cooperation with the EAP, even if details of a personal problem aren’t disclosed, frequently possesses a greater sense of urgency to follow through with treatment recommendations. This increases the likelihood of success with treatment or counseling goals. This unique dynamic of the EAP process can help motivate employees to follow through and successfully treat even the most difficult personal problems. Don’t underestimate the supervisor’s role and the influence of diligent follow up, especially if a release is not signed. Staying focused on performance and insisting on change often makes all the difference.
Q. Our company has many National Guard troops who have returned from overseas. How lenient should supervisors be with these employees? Don’t they deserve a break because of their stress and leniency when performance problems arise?
A. It is natural to weigh the circumstances of your employees and be lenient as a way of accommodating them. However, unless a specific request is made for a reasonable accommodation, it is generally better to treat employees equally and all as fully capable. Do not assume these employees require different standards for how their performance should be judged. Many employees experience performance problems attributable to traumas and personal issues. Although the stress of war and its toll on the psyche is extraordinary, your employees will benefit most by being held to the same performance standards and work rules as other employees. Most soldiers returning from overseas will tell you they want to be treated no differently than their peers. Remember not to make assumptions or diagnostic conclusions about your employees.
Q. My fellow managers and I have been educated in the signs and symptoms of alcohol abuse on the job, but isn’t the most important part of training learning to avoid being manipulated and dispelling misconceptions about alcoholism?
A. Knowing the signs, symptoms, and workplace impact of alcohol use is important. However, it’s also important that you stay in control of a constructive confrontation with your employee by being on your guard against alcoholic manipulation and well-honed defense mechanisms. That will determine whether you are ultimately successful in making a supervisor referral, a referral for a drug test, or are willing to take action in response to problematic events. Employees affected by addictive diseases rely upon their relationships with others to remain in denial, and to continue believing that they are in control of their alcohol use and an environment that wants to confront them about it. Consult with your employee assistance program provider before meeting with your employee to discuss performance or conduct issues. Doing so will help keep you from being drawn into a subjective discussion that the employee is likely to control.
Q. I know EAPs can help employees return to satisfactory levels of job performance and that this helps the bottom line. But isn’t it a stretch to say that EAPs help reduce costs associated with things such as litigation, injuries, or even damaged equipment?
A. Employees affected by severe personal problems may experience a wide range of behavioral issues, many of which directly affect the bottom line. However, like an iceberg, other cost benefits exist beneath the surface. Reduced turnover or absenteeism, for example, has secondary cost benefits. The hiring of temporary workers or paying overtime to others to complete work assignments is avoided. When the EAP helps an employee who otherwise would have been terminated, the risk of litigation, legal expenses, paperwork, and lost management time is avoided. A drug addict who enters treatment and recovery may no longer steal materials that are resold for drugs. An employee no longer distracted by a personal crisis may avoid a costly accident. Almost any cost benefit has multiple other cost savings associated with it, and this makes an EAP a great investment.
Q. I have an employee who wants to bring her 8-year-old child to work because she does not feel the child is “safe” at home with an unemployed roommate. I said OK once, but the request has come up again. How can the EAP help? Should I ask why she doesn’t trust the roommate?
A. It is appropriate to ask why she feels the child is not safe at home because she disclosed her concern, and because the safety of a child is the paramount issue. Ask that your employee phone the EAP to get help for this problem. Bring the issue to the attention of your manager so you aren’t operating in isolation trying to address it. There could be a host of reasons why your employee does not want to leave the child at home, some of which may or may not be cause for alarm. The EAP will ask other personal questions necessary to discover the nature of the problem and try to discover what resources are needed to address this issue.
July 2010
Boosting Employee Morale Lessens Stress
Stopping Unwanted Behavior Protects the Company
Acquiring the Skills of Leadership
Current Workers are Not Adept at Handling Stress
Myths About Illicit/Illegal Drug Use
Q. My fellow managers and I are seeing an increasing number of employees having family problems at home. I am worried about layoffs, possibly next year, and the impact they could have on already stressed employees. The EAP is great, but is there anything more that managers can do?
A. Meet with the EAP and discuss the issues that are affecting your employees. The employee assistance professional will listen and may offer suggestions that are appropriate for your role in supporting employees. Unfortunately, you can’t address the problems employees face at home, but that does not mean you can’t make a significant impact. Employees always feel better about work when they are respected and valued as individuals, and you can energize them by reducing monotony. These factors are key to improved morale. Examples can range from something as simple as holding a staff meeting outside on a nice day to giving employees ownership of their work by leaving some of the decisions regarding assignments up to them. Don’t hesitate to meet with employees individually to field questions about what would bring positivity to the workplace and relieve stress generally. You’ll discover that employees often have the best and most implementable ideas for how you can support them.
Q. A few employees were in the break room telling “blonde” jokes. No other employees were there, but I felt uncomfortable with the banter, so I asked them to change the subject. Did I overreact? One employee always seems to be the instigator in these kinds of exchanges.
A. You aren’t overreacting. It was a smart move to interrupt. It would have been a mistake to do so only if other employees were in the proximity of this discussion. The workplace requires employees to be more self-aware and careful of their behavior at work than outside of work. Laws and penalties have grown increasingly severe for employers when work environments are proven to be hostile or offensive. A pattern of these types of exchanges makes that easy to prove, and a case against the employer hardens when supervisors don’t step in to stop it. It’s even worse if they are participants. As employees become more friendly and familiar with each other, it is natural for boundaries to loosen up, but it requires prudent supervision to step in when necessary. If one of your employees has more difficulty than others in demonstrating appropriate behavior, consider your options for correcting it. The EAP is a resource to assist employees in this regard.
Q. I know that managers are not “born,” they’re made, but isn’t it true that some managers easily attract employees to their way of thinking with magnetic traits that can’t be taught? Can the EAP help me be a better leader?
A. The skills of leadership are learned, but some people do possess personalities with more personal charm and “magnetism” than others do. This is called charisma. Certainly not all great leaders are charismatic, however. And not all charismatic people are good leaders. This makes leadership skills more important. Leadership is intensely studied. There are leadership schools, courses, training, recognized styles of leadership, theories, research, and accepted practices that are universally taught. Nearly anyone can learn to apply effective leadership skills. How you speak to employees, the logic used to convey direction and inspiration, and the techniques for enlisting contributions from others in pursuit of a goal constitute leadership. Your organization may have resources to support your leadership education goals, but the EAP may be useful in helping you troubleshoot personal roadblocks that sometimes interfere with leadership skills, such as a need to learn assertiveness, effective listening, empathic reasoning, self-awareness, and more.
Q. Is there more stress now than 25 or 30 years ago? I don’t think employees cope with stress as well as past generations did. Is this true?
A. The acceleration of technology, rapid communications, competition for resources, greater degrees of financial and retirement insecurity, and breakdown of family compared to decades ago has contributed to a “stress epidemic.” It’s a misconception that people can’t handle stress as well as they once did, and as a result, they complain about it more. There will always be people who can cope with stress more effectively and demonstrate resilience, but the stress level in a society matches the pace of change society experiences. The pace of change is clearly accelerating, and it is also more unpredictable. EAPs play an important role in helping employees and business organizations not just to cope with this stress but also to thrive in spite of it.
Q. Are there any common myths about illicit/illegal drug use that interfere with supervisor referrals to the EAP?
A. The most common supervisory myth about illicit drug use is the belief that an employee who abuses drugs will “look like a drug user,” will appear to be an “antiestablishment” type, or will have obvious drug-affected behavior on the job. This stereotype has continued for nearly 50 years. It is still a challenge to help supervisors get past it when training them to use an employee assistance program as a resource and tool to intervene with troubled employees. Modern-day EAPs emerged in the mid-1970s to help address these misconceptions by educating supervisors to stop looking for addicts or drug users and instead to start referring employees to the EAP based on performance-or attendance-related problems. Training focuses on doing this without regard to one’s suspicion regarding drug use. The result of this major shift in addressing alcohol problems in the workplace was an increase in referrals of alcoholics and, of course, drug-addicted employees so they could be diagnosed and helped.
June 2010
Employees' Hangover Causing Problems
Exercise Support Groups Increase Morale
When Facebook Becomes an Addiction
Angry Remark Becomes a Threat
Key Tolerance Principals
Q. My employee does not drink on the job, but I know by appearance this person is suffering from a hangover a couple of times a month. I cannot say that job performance is affected, but there must be something I can do to intervene formally. What approach should I use?
A. Talk to the EAP first. Because you are having difficulty identifying performance issues associated with what appears to be a hangover, a consult is warranted. A confidential discussion with the EA professional will make it easier to develop a plan or approach that includes specific performance issues you could be overlooking. On the other hand, you may need tips on how to better spot these issues as they occur. The goal is to help you make an effective supervisor referral. Employees with hangovers do not function at optimal levels, and spotting these work-related deficiencies is therefore the key. Some of them will be obvious, but others will be more subtle. What most people don’t realize is that many symptoms of hangovers create cognitive and psychomotor dysfunction as much as intoxication does, so helping your employee stop this behavior is a safety issue as much as it is a productivity concern.
Q. Is there any new research about exercise and stress to help employees who are survivors of a layoff? Some of my employees have recently formed an exercise support group, and I am encouraged with their improved morale.
A. Research associated with stress, the recession, layoffs, and their effects are continually released. In March 2010, researchers from the University of Rochester Medical Center announced their findings from a study of 2,800 employees who were survivors of layoffs. The report showed that chronic stress is strongly associated with an increase in being overweight or obese. Healthy dieting did virtually nothing to help change these conditions. Instead, the key to reducing weight—directly attributable to stress—was exercise. The results of this study strongly suggest that chronic stress, especially for sedentary workers, contributes to weight gain and that exercise is an essential part of an effective stress-reduction program. (Source:www.urmc.rochester.edu, Search: Rochester Study Connects Workplace Turmoil, Stress and Obesity, March 24, 2010)
Q. I think social media Web sites like Facebook are consuming time and hampering the productivity of some employees. We don’t have a policy against their use, but one of my employees can’t stay away from these Web sites, even after I insist. Is this a real addiction?
A. Although it is hotly debated, the Diagnostic and Statistical Manual of Mental Disorders will not include “Internet Addiction Disorder” (IAD) in 2013 when it is next revised and published. This has no bearing, of course, on your task of managing the problematic use of the computer by your employee. Meet with your employee, and with your documentation in hand, make a supervisor referral to the EAP. Even though IAD is not officially a mental disorder, that does not mean that it is not treatable with help from the EAP, support, follow-up, and a program of recovery to help maintain abstinence from compulsive Internet use.
Q. When being confronted on a specific matter, my employee glared saying, “You know, I am really about to get into someone’s face!” The employee stormed off. This employee often has a hostile tone, but my supervisor and I debated whether this was a threat. What do you think?
A. There is an old saying that goes, “The meaning of your communication is the response that you get.” In this instance, at least one of you perceived this statement as a threat. Most employees know that they can’t openly make threats at work. So what you may be witnessing is belligerence cloaked with an offhand, cryptic expression. You got the message this employee intended to send. You do not need to split hairs and debate what was meant, or the precise meaning of his or her statement. Feeling threatened is enough to confront and correct this behavior. Your employee may have issues with boundaries, anger management, self-control, and respect. Behavior of this sort tends to get worse and is reinforced by those who experience it, minimize its meaning, and then do not take steps to address it.
Q. We have a very diverse workplace, and I sometimes correct employees when I see them demonstrating poor tolerance of coworkers’ differences. I am not an expert on tolerance and bias, so can you offer some language, tips, or “phrases” helpful in educating employees?
A. Education does help alter bias, but the bottom line is that employee behavior must conform to what is civil and supportive of your organization’s work goals. Let employees know that the goal of tolerance is a respectful workplace and that without it, the interests of the work organization are not served. When correcting employee behavior in the context of supervisory meetings, your goal should be to educate, not counsel or investigate the psychological influences of employee bias. Given that, the following can help your discussions be more effective. Key tolerance principles:
Look past differences of opinion, orientation, ethnic, or racial backgrounds and, instead, focus on understanding a colleague’s views and perspective.
Avoid the trap of tuning out simply because someone talks or looks different.
Avoid labels. Monitor your speech patterns—and thinking style—to check whether you label others.
If you disagree with someone’s views, react with curiosity rather than defensiveness. Ask at least one earnest, nonthreatening question to dig for more information. Be willing to change your mind and withhold judgment to expand your frame of reference.
Speak up when hurtful comments are overheard.
Reject intolerance when you see it demonstrated.
May 2010
Gender Bias Creates Hostile Workplace
EAP Can Help With Spousal Layoffs
What Makes a Good Manager
Supervisor Needs Assistance Documenting Employee Behavior
How to Team Build
Q. Some of my employees think that I show favoritism toward one gender when it comes to things like assignments, who gets disciplined, or who gets desirable transfers. How can this be hostile or offensive? I disagree with the complainers, but regardless, what’s the issue?
A. Although you are not “harassing” anyone, the favoritism you show toward one gender makes it difficult for other employees to compete fairly for assignments or desirable transfers. So, arguably, the favoritism is an obstacle and makes the work environment unfriendly or hostile to some employees based on gender. You should ask employees to come forward and discuss with you their concerns, and you should make changes in the way you manage employees and offer assignments. Your ability to manage performance of employees, and especially troubled employees, could be hampered by your supervision practices that a reasonable person would view as unfair. Talk to the EAP and discuss your supervision style for some objective feedback. You’ll gain insight and garner some tips on improving your supervision skills and your relationship with employees.
Q. Some of my employees’ spouses lost jobs during the recession. Should I remind my employees about help from the EAP, support for a spouse or partner, help for affected children, etc.? I believe some employees don’t make the connection that children can be affected by a recession.
A. Yes, remind employees during staff meetings or other occasions that the EAP is available to assist them with the distress associated with an unemployed spouse or partner at home. Many employees forget how the EAP can help them. Children can be especially affected by a recession and half the children in homes with an unemployed parent can be expected to experience behavioral changes, according to a recent New York Times/CBS poll. Currently, about one in seven children nationwide has an unemployed parent. Stress and depression may appear as difficult behaviors or poor school performance. Unexplained anger might be a problem that results from anxiety experienced in the home. You’re right, it’s appropriate to mention why the EAP can help because some parents may not associate child behavioral issues with the recession. Be cautious and avoid analyzing individual employee issues.
Q. What traits should I look for in employees likely to become good managers someday? Are managers “born” or can people learn to become managers?
A. Managerial skills can be taught. However, there are many behavioral traits that support the role of a good manager. Keeping an eye open for some of them can help you spot employees who might be management material. Look for employees who are comfortable with who they are and have positive views of themselves. But also look for a corresponding interest in learning and growing. Obviously, a manager can’t be someone who hides behind a desk or prefers to be alone, so look for employees who like people, are assertive, “get out in front,” and stay involved with the group. the group. Honesty and the ability to make a decision, and the ability to be straightforward, to “tell it like it is,” are also important traits. Employees who are hesitant to share bad news, overcautious about choices, or withhold information others need to know, typically struggle with the role of manager. Employees likely to be good managers avoid cliques. Instead, they reach out, believing that everyone has a role to play and a valuable contribution to make. A manager does not have to be charismatic, but employees who make good managers demonstrate confidence that others see or sense.
Q. I keep struggling with documentation. When an employee is slow, appears tired, and acts sad, I call it “depressed.” It seems more to the point and descriptive. As a result, my documentation has been criticized. Not using labels is difficult. Can the EAP help me?
A. An important part of employee assistance work is helping supervisors learn the skills of documentation. Documentation can be tricky because you must convey what you see and hear but omit what you feel and conclude. This takes practice because it is tempting to focus on other factors that are subjective and emotional. The key is to avoid drawing conclusions about personal problems, stating how you feel about the employee’s behavior, conveying diagnostic impressions, or filling your documentation with drama. These things sabotage the usefulness of your documentation for administrative purposes. To improve your documentation, consider whether it describes what is measurable or observable. Depression (a medical term to avoid using in documentation) can’t be “seen”, but slow talking, days missed, lack of work progress, crying, and sad looks are observable.
Q. I am a new supervisor and one of my responsibilities is teambuilding. Is teambuilding used to simply improve or reinforce the closeness that team members feel with each other? Is that the goal?
A. Teambuilding is an activity designed to improve team performance, but it is often underutilized as a productivity tool. With this in mind, observe your team during the year to identify areas that represent opportunities for improvement. Once these goals are identified, target them with teambuilding. Avoid doing teambuilding only for “teambuilding’s sake” because in the end, inspiration gained from it will not last. How well do employees work together, problem-solve together, and participate in give-and-take behaviors? Is there a lot of bickering or bitterness? Do small cliques gang up on others? Is the retort “that’s not my job!” frequently heard? Do employees withhold information to gain power rather than share it with those who need to know? Are e-mail communications problematic? Do employees trust each other? The resolution of problems in these and other areas is a great target for teambuilding.
April 2010
How to Help an Employee Be Outstanding
Understanding the Importance of EAP Assistance
Using EAP to Help Manage Employee Behavior
Can EAP Advise on Employee’s Mental State?
Good Worker Lacks Common Sense
Q. I think great employees figure out what it takes to do outstanding work. I know what outstanding work means to me, but should I share my view or continue to have those who are outstanding emerge among their peers to show others “how it’s done.”
A. Be up front and specific with employees about what you believe they can do to demonstrate outstanding work performance. This is in the interest of your work organization. Some supervisors think that if they tell employees what outstanding performance represents, then they have given away “the secret” and somehow this will diminish their ability to judge an employee’s initiative. This is false logic. If asking for additional or challenging work assignments or finding and sharing with peers the ways to make tedious or repetitive work more interesting is outstanding performance, say so. If demonstrating good communication, keeping you informed of work progress, or maintaining a positively upbeat and contagious attitude are outstanding work traits, then let employees know it. The purpose of outstanding performance is the advancement of your organization’s mission. Don’t make it a mystery or a frustrating puzzle employees can’t pin down. Discover more outstanding employees by letting them know what great performance represents.
Q. I feel like a heel if I consider disciplinary action for an employee having ongoing performance problems, if they are also working with the EAP to resolve personal issues. The advice to “just focus on performance” doesn’t make me feel better.
A. Frequently supervisors do not have a complete understanding of both the helping or humanitarian rationale for EAPs and their equally important business rationale. Understanding these principles however, by talking about them with the employee assistance professional, can help you see that improving performance is the responsibility of your employee. Your job is to offer every resource you can reasonably muster to help your employee perform satisfactorily. You may not be convinced that you have done everything reasonable to help your employee meet an acceptable levels of performance. This is would be a good discussion to have with the EAP. Good communication, written expectations or clear agreements with your employee, and a release signed by the employee, if he or she will provide one, will give you clarity and the willingness to do the right thing for your employee and your employer.
Q. If I am too soft as a supervisor and need to get more assertive with employees who break rules, come in late, or don’t produce quality work, can the EAP help me with some quick advice on turning things around?
A. The EAP can help, but it is likely that you will need support, coaching, and more than a of couple meetings to accomplish your goal of making the changes you want. You should anticipate that employees will resist your efforts at a supervision style “makeover” because they have naturally grown to believe that you don’t take things seriously. The EAP may have other resources to recommend after an assessment. The EAP will probably offer to coach you for a while until you establish a new set of expectations and acceptable level of cooperation from your employees. The EAP will also help you respond appropriately to behaviors and non-behaviors that you will demonstrate resistance. You may need your manager’s support along the way, too. The EAP help will also consult with you on managing the reactions of individual employees, some of whom may resist more than others.
Q. EAPs offer consultation to supervisors. As part of this consultative role, can they advise management on the possible effects of a disciplinary action and its potential effect on an employee’s mental state?
A. Employee assistance professionals frequently consult with supervisors, but this consultation refers to helpful guidance on specific aspects of the supervisor’s role in making a referral to the EAP. It is not an appropriate role of the employee assistance professional to render a psychiatric opinion to management about the capacity of an employee client to withstand the effects or distress of a disciplinary action. Doing so would be outside standards and acceptable functions that define EAPs. EAPs discuss with management limited information about employees, and then only what the employee agrees to share with a signed and properly executed consent. Further, involvement with your disciplinary choices would give the EAP an inappropriate and influential role in guiding these decisions and represent a conflict of interest that would handicap the organization and be a disservice to the employee.
Q. I have an employee who impulsively says or does things at work that are socially inappropriate. Quality of work is okay, but you never know what may be blurted out at meeting or in a hallway. Is this a problem with the employee’s “social filters” or common sense?
A. Impulsive behavior by employees in the workplace can be frustrating for coworkers and management alike. It is a problem that can be caused by medial or mental disorders. Frequently these employees are disciplined or referred to employee assistance programs because of a specific act shocking enough to be considered harassment, offensive, disruptive, or intimidating to peers. Employees with impulsive behavior may be very bright, but socially awkward. They may insist an offensive act was without malicious intent or misunderstood. Often however, they may also be frustrated at their inability to consistently control impulsive behavior. Be sure to document problems with these employees well before a referral to the EAP, so the employee assistance professional can see the pattern and make a more effective determination as to what might be contributing to the problem.
March 2010
Employee Did Not Respond to EAP Counseling
Improving Documentation When There is No Time to Write
Boss Needs to Discontinue Swearing in the Workplace
Can EAP Help Work Unit Learn to Respect Each Other?
When Your Boss is a Bully
Q. I spoke to the EAP and made a supervisor referral. The employee was cooperative, and I was relieved. The something flopped. The employee came back saying the EAP had no suitable recommendations. Should I refer the employee somewhere else? What should I assume happened?
A. Do not make a referral to another source of assistance that your organization has not established for assessment and referral purposes. The employee may independently do this, of course. First, call the EAP to see whether a release exists and verify participation. You won’t learn details from the EAP as to what transpired, but a signed release means there was follow-through. You may never be able to determine what happened in the EAP interview. This is why you must focus on performance. Did you send a detailed written account of the performance issues to the EAP and provide your employee with a list of those issues, after discussing them? If this did not happen, almost any outcome from a supervisor referral could follow. Whether the meeting led to arguing over performance issues or unsuccessful probing of the employee’s personal problems, without documentation from the supervisor, a sense of urgency or desire to cooperate can be undermined in the EAP interview.
Q. I have many employees whose performance I must document, but my write-ups are frequently delayed by days and I frequently lose important details. Are there things I can do to improve my recall?
A. If you can’t write documentation right away or must delay it for hours or days, your memory will fade. There are two solutions. One option is to memorize this suggested five-question outline. With each incident, go through the questions mentally. This may help to jog your recall more effectively later. The other option is to write down the answers to the questions quickly and retain them to assist you later. Suggested outline:
1) What happened?
2) How did you respond?
3) How did the employee respond/react?
4) What was the effect of #1 on productivity?
5) What was concluded at the time of the incident?
This procedure should not take more than 30-40 seconds, but even a simple mental rehearsal will improve your recall and make documentation better when you finally get to it.
Q. Things are pretty “loose” in our work unit. We do a lot of partying and know each other well. Our work culture includes a lot of swearing at each other, but it’s never serious. In fact, I would say we have affection for each other. Is the swearing a problem? Should I try to get it to stop?
A. Talk to the EAP and discuss a way of turning this around and curtailing this type of communication. If you swear at each other when things are going well, what happens when things are not going well or when you have an employee you wish to correct or discipline? It is likely that you are swearing at these times as well. The foul language is a risk issue for your employer because as a manager you have condoned a disrespectful communication style as a normal part of your work culture. If a complaint was lodged, you would face a difficult time explaining how this is nothing more than an affectionate form of communication. Intentions would count for little. Any of your employees who wish to argue that the work environment was offensive and hostile would have an easy time of it. You have a responsibility to protect employees from a hostile and offensive work environment, and it is virtually impossible to show that this sort of interaction supports that goal.
Q. Can the EAP help our work unit learn more about treating each other with respect? Respect means a lot more than tolerance for one’s ethnic or racial differences, right? I think we need it, but what does that include? Where do we start?
A. Yes, speak with your EAP about respect and how to manage the work environment to promote a respectful workplace. There are several ways to approach your training needs, and it might be helpful to start with a confidential survey that the EAP might examine. Another alternative might be the EAP interviewing employees confidentially to get a keener understanding of the issues your workgroup faces. Other approaches also might exist for understanding your needs. Respect means many things. Some workgroups may have great problems with diversity and respect but have no problems with things like rumors and gossip that damage morale. So getting a snapshot of the needs is a good way to start. Employees will always look forward more to a training event of this sort when they can play a role in setting its agenda.
Q. I know bullying is not limited to line employees and that some managers can be guilty of this behavior. Is there any research that discusses why bosses bully? Can bullies “self-diagnose,” see their symptoms, and self-correct? How many employees experience bullying?
A. A study conducted in 2009 by the University of California, Berkeley examined the idea that bullying among managers might result from feelings of inadequacy about the job. Several other studies that focused on bosses as bullies demonstrated this link — that aggression goes up when one feels threatened. One study estimated that 37% of workers claim their bosses had sabotaged their work, belittled them, or yelled at them. No study can say that every boss who bullies feels inadequate, but this is a recurring finding in boss-as-bully studies. A coping mechanism frequently seen by employees in these studies is overly praising or flattering the boss. A supervisor who is on the receiving end of this behavior may wish to consider whether his or her supervision style includes a strong bullying component. Of course, there is no better place to discuss a change in this type of communication than at the EAP.
Source: UC Berkeley News Release (October 13, 2009) on “When the Boss Feels Inadequate: Power, Incompetence, and Aggression.”
February 2010
Dealing With an Employee's Drug Rehab
How Not to Become Personally Involved
Answers Are Never Black and White
Achieving Conflict Resolution
How to Become A Better Communicator
Q. My employee is in treatment following a positive drug test. Should I ask the employee how the treatment is going? It is no secret, as everybody knows about the situation. My obvious interest might help keep the employee motivated.
A. Your employee’s participation in and cooperation with a treatment program following a positive drug test is something that will be verified and communicated to you. If “asking how things are going” means eliciting more in-depth information about the treatment, you should avoid doing so. The employee will discuss his or her treatment with the EAP, but that information will remain confidential. You may have a strong desire to know more, but unless your employee volunteers this information, do not inquire. Gaining self-awareness, feeling well, and achieving new insights make recovery exciting. Your employee may share this excitement with you, but don’t push for it. Remember, an employee in recovery may appear highly motivated, but this does not equate to cooperation in treatment. To help your employee remain motivated, rely upon feedback from the EAP and your own monitoring of the employee’s performance during the coming year.
Q. How do EAPs help supervisors not get involved in the emotional aspects of the personal problems that their employees often face?
A. When employees share their personal problems with their supervisors, it can be tempting for supervisors to involve themselves in the discovery of resolutions. Many supervisors in companies without EAPs entangle themselves in the personal problems of employees, and if problems are difficult and chronic, this can become a burdensome task. But it doesn’t end there. It takes an emotional toll. Concerned supervisors with strong emotional ties to their employees may empathize too deeply, adding to their own stress. This can increase enabling behaviors even as performance deteriorates. EAPs can relieve supervisors of this burden. Supervisors are then free to detach so that they can manage performance while allowing EA professionals to do the helping.
Q. My employee takes frequent and unexpected time off during the year to take care of four young children. It’s tough, and I feel sorry for this person, but I don’t see how the EAP can help. The employee obviously needs support at home. I don’t think there is anything else going on.
A. To you, this problem appears straightforward. However, it is almost always the case that new information, which the supervisor is not privy to knowing, is learned about during an EAP assessment. This is where the solution often lies. Although there is no way to measure it, let’s simply say that supervisors may never get more than 80 percent of the true story or scope of the issues involved. The rest is learned in a confidential meeting with the EAP. Your employee must weigh how much to share about the problem he or she faces, while trying to ensure that you see him or her in the best possible light. This means withholding information or aspects of the problem that do not serve this purpose. This is why you should never assume that the EAP can’t help an employee.
Q. Many supervisors don’t have formal training in conflict resolution, so is it a skill that is too complex for them to perform successfully? When two employees are in conflict, should the EAP handle it? Is there a formula for conflict resolution?
A. Even if supervisors don’t have formal training in conflict resolution, they can facilitate acceptable outcomes to conflicts. It can be helpful to get specific training, get coaching from organizational experts, or simply read about conflict resolution. Regardless, every supervisor should learn the basics of conflict resolution. Employees in conflict must be tasked with the responsibility of resolving their differences. Supervisors should not own the conflict even if they do help facilitate resolution. Don’t accept the resultant status quo if conflict resolution does not initially appear successful. It is never acceptable for two employees to remain in conflict or for the work unit to suffer the consequences. Approaches to conflict resolution include 1) acknowledging that a conflict exists; 2) allowing employees to air feelings in an open and nonjudgmental setting; 3) getting agreement on the nature of the conflict and what it entails; 4) discussing needs instead of arguing about solutions; 5) working to find common ground; and 6) formulating solutions, following up, and having an intervention strategy in case things turn sour in the future.
Q. Some managers have inadequate communication skills. They may not communicate enough; may not give good feedback or facilitate discussions very well; and may be too aggressive, vague, or overly critical. How can supervisors identify and resolve these types of issues?
A. Supervisors need feedback before they can identify gaps in their supervisory and interpersonal skills. A survey is one way to go, but asking employees directly as you interact with them is ideal. It takes a strong supervisor to be this open, but the enhancement of morale that comes with being this accessible is worth it. Simply discover your supervisory strengths and limitations one conversation at a time. Start by asking employees if they are getting the right amount of supervision from you and if it matches their expectations. Once balancing that need is met, discuss the following issues over the course of the year: how clearly you communicate; how well you clarify issues; whether you ask for opinions and input from subordinates, demonstrate respect, hold subordinates accountable, delegate fairly, create opportunities, make yourself available to discuss issues and problems, demonstrate fairness, and how well you recognize, praise, and inspire employees.
January 2010
Can EAP Teach an "Old" Supervisor a New Way?
Partying with Employees Does Not Create Respect
Dealing with Disgruntled Employees
How Can EAP Help an Alcoholic Employee?
Does Playing Favorites Negatively Affect Other Employees?
Q. Our company has a newly established employee assistance program and supervisor training is scheduled next week. I have been a supervisor for 24 years and don’t think that there is much the EAP can teach me that I don’t already know. Should I still go?
A. EAP supervisor training has a focus different from what you have in mind. Training helps supervisors understand the history and function of EAPs and their unique ability to help manage troubled employees. Training will explain how EAPs fit into the normal supervisory process to improve productivity and decrease the likelihood of dismissal of employees for performance problems. For many supervisors, this is a new aspect of performance management. Ironically, the more experience you have, the more important the training is in order to understand how to apply the new EAP advantages to supervision. Prior to the EAP, you had your own approach to dealing with troubled employees or those whose performance problems did not improve. This approach did not include professional assessment and referral of an employee to appropriate treatment. A well-constructed referral to the EAP with good follow-up eliminates the frustration of managing these problems on your own, and in some cases, years of enabling. This increases the likelihood of salvaging your employee, and greatly reduces risk to the organization.
Q. During the holidays, I had employees to my house for a big get-together. My thinking is that I will earn more respect and morale will improve when people get a chance to let their hair down and know me better personally. Am I right?
A. Business management experts generally hold to the dictum that familiarity breeds contempt. In fact, there is very little argument to the contrary in management literature. In support of this convention, research on improving morale and increasing respect does not focus on socializing with employees or having casual parties as ways of doing it. You are more likely to earn less respect because familiarity with your employees allows them the opportunity to observe your personal faults. Whatever they learn is included in their estimation of you. Less respect usually follows. You should be professional, polite, consistent, and communicate well with your employees in order to earn respect. Consider whether a desire to socialize with employees reflects personal discomfort with your supervisory role or authority over employees. If so, consider help from the EAP and change in your attitude so that your view of supervision does not undermine it.
Q. How do I deal with disgruntled employees? I think that some employees like to complain just to complain. They are “negaholics,” and it is almost as though being negative is part of their personality.
A. Although some employees may frequently appear disgruntled, don’t be too quick to dismiss every one as having an unshakeable personality flaw. Some employees have valid concerns but have difficulty coming to supervisors and saying so. Although this is a separate problem, first initiate a discussion and sincerely ask about the nature of the employee’s concern. Don’t target the disgruntled behavior, at least not yet. Instead, see it as a symptom of a larger problem. Don’t be surprised to discover that simply talking with your employee may resolve the disgruntlement. Validating some employees in this way causes them to feel respected, and you and the employee can begin a new relationship based on understanding. A continuation of the behavior indicates a larger problem, with help from the EAP being a potentially important way of resolving it.
Q. If I refer an employee who happens to be alcoholic to the EAP for performance problems, how is it possible for the employee assistance professional to successfully convince the employee that he or she needs treatment, especially if family or friends have never been successful?
A. Not every alcoholic employee who visits the EAP is motivated to enter treatment, but the EAP setting has advantages not available to friends or family members. These increase the likelihood of success. Advantages include the initial reason for the visit and the desire to resolve management’s concern about performance or behavior; the practitioner’s counseling skills; the employee’s lack of knowledge about alcoholism as a disease and its array of symptoms; and the employee’s willingness to accept the EA professional’s direction to enter treatment. The last of these is usually considered the most important because denial prevents acceptance of the illness, and an authentic desire to remain sober does not emerge until after treatment begins.
Q. Some of my employees are better workers than others, so I naturally have a closer relationship with them on the job. My communication may be more friendly and jocular. Does this negatively affect other employees, and if so, isn’t that their problem?
A. You can’t reasonably be expected to feel the same way about each of your employees. You will naturally have favorites, and you will at times communicate differently with them than you do with others. If you do demonstrate a warmer relationship with some employees, it will be noticed. You do have choices, however, regarding the degree to which you demonstrate these behaviors. You should consider their effects and how a visibly different communication style with certain employees may not serve the interest of your work unit. Supervisors who have difficulty exercising control in this regard may be more focused on satisfying their own need for a personal relationship with subordinates than on what is best for the work unit.