December 2020
What is Psilocybin?
Q. Some states recently decriminalized the psilocybin mushroom, and it appears authorities in these states will practically ignore its use and possession. What is psilocybin? What are some signs and symptoms of its use?
Psilocybin is a mushroom hallucinogen similar to other plant-based hallucinogens like mescaline that comes from peyote cactus. There is no approved medical use for this drug, but it has been researched as a possible treatment for depression-associated mental illnesses. Several states and counties in the U.S., and most recently Washington state and Washington, D.C., have decriminalized the use of psilocybin. Nicknames for psilocybin are magic mushrooms, shrooms, little smoke, purple passion, sacred mush, sewage fruit, and zoomers. The substance can be eaten, smoked, or put in a tea. Signs of use, as with other hallucinogens, include the inability to accurately discern time, confusion about reality, panicky behavior, dilated pupils, stomach upset, and loss of muscle control. Regarding the workplace, some users believe that taking small doses of hallucinogens will make them more productive. Of course, there is no empirical evidence of such a result. Source: DrugPolicy.org
How to Spot Substance Abusers
Q. Which is more effective as a means of identifying substance abusers: spotting signs and symptoms of addiction or focusing on performance issues like absenteeism and conduct problems that may be caused by substance abuse?
A. When employee assistance programs (EAPs) emerged fifty years ago, a major shift occurred in supervisor training. As the primary means of identifying troubled workers, the field moved away from training managers to look for the signs and symptoms of addiction to instead being observant of performance issues that did not improve, and then referring employees to the EAP based on these performance issues. Some of these workers might also be alcoholics or drug addicts. Since evidence showed addictive disease ultimately would manifest as absenteeism, quality-of-work issues, and behavioral problems, the new approach flourished. Today, supervisors are also taught to spot the signs and symptoms of substance abuse in order to support reasonable suspicion testing, particularly in regulated occupations deemed by the U.S. Department of Transportation as safety sensitive. So, decades later, the two strategies have somewhat merged. However, the dominant model of observation, documentation, confrontation, and referral to the EAP has proven to be the most effective for salvaging the greatest number of workers.
Dealing with Tardiness in an Employee
Q. My employee has been late too often over the past several months. I mentioned it to him several times in passing, and then I wrote him up and referred him to the EAP in the memo. What is my next step?
Tardiness of employees is a frustrating problem for supervisors. Oddly enough, a common missing piece of the solution is sitting down in private with the employee to discuss the matter and, most importantly, express disappointment. So try this approach. Be sincere. You may be angry and feel like lecturing, but simply express your disappointment. Contrast this disappointment with what you envision for the worker. This can trigger a stronger awareness of responsibility and guilt (which is a good thing). Employees with chronic behavioral issues use defensive mechanisms like denial and rationalization to avoid experiencing any anxiety caused by their improper behavior. Healthy anxiety is the “juice” of change. Your expression of disappointment can overpower this self-reinforcing process and make compliance with the EAP recommendations more certain and success in recovery more likely. If you are trying to avoid disciplinary action, use the foregoing as your next step.
Seeking Help for an Employee with Drug Issues
Q. If I phone the EAP to provide information concerning a rumor I heard about an employee who was recently discharged from treatment and may be using again, will the EAP keep my phone call confidential? How will this information be used?
A. A key principle in working with addictive disease employees is to avoid giving enabling and codependent-like responses to their behaviors. In this instance, seeking to verify such a rumor would be chasing something likely to be nearly undiscoverable. The EAP, understanding this dynamic, will avoid engaging in such controlling behaviors, but instead use the information as a backdrop to have a more effective follow-up discussion regarding the individual’s progress in treatment and follow-through with a recovery program. EAPs don’t provide treatment, so follow-up with the treatment provider will be important and allow clinical staff working with the employee to better manage or intervene if necessary. You would be doing the right thing in passing along this information, but your goal should be to help promote the satisfactory performance of an employee.
When an Employee has a Bad Attitude
Q. How do I document a bad attitude? It is too subjective. I would almost need a video of the person’s actions in order to accurately describe it.
A. You’re right. A bad attitude cannot be documented as such. It requires more quantifiable language. The Oxford dictionary defines “attitude” as “a settled way of thinking or feeling about someone or something, typically one that is reflected in a person’s behavior.” Behaviors that can be seen, heard, and therefore described constitute the language that reflects attitude problems. But it does not end there. The next piece is linking these behaviors to undesirable or problematic effects. If, for example, your employee is constantly making cynical remarks in team meetings, asking the team how this behavior affects them and learning about its negative impact on their enjoyment of the work environment or ability to be productive — or even how it undermines team members’ confidence — is what’s needed to create effective documentation. Can the EAP help? Yes, this is one of the employee issues that are most commonly referred to it. .
November 2020
Keeping Employees Engaged During a Pandemic
Q. This year has been difficult for many employees. None of us has gotten sick with COVID-19, but I have noticed lower levels of excitement among workers about their jobs and less engagement, meaning they aren’t as passionate, innovative, and initiating as they used to be. Is the pandemic to blame?
A. Research recently shared by the American Psychological Association shows that the coronavirus pandemic has played a significant role in reducing employee engagement as you describe it. This is particularly true as it pertains to dying from the disease. Most employees may not voice this fear. Not all employees respond equally or manage this stress in the same way. Research shows that supervisors can play a pivotal role in helping employees cope and stay engaged when they perform as “servant leaders.” When you behave as a servant leader, you will be perceived by your employees as a good listener, a supervisor who shows empathy and awareness, and is persuasive and committed to everyone’s growth, while placing a priority on “everyone coming together,” pulling through this together as a family or community. Employees who said they had supervisors matching these traits remained more engaged. Source: www.psycnet.apa.org/fulltext/2020-75403-001.html
Alcoholic Supervisor Avoids Referring to EAP
Q. I have a friend who is also a supervisor. He says it’s the supervisor’s job to help employees to correct performance, not the EAP. My friend also has an alcohol problem. Most of us know it. Could there be a connection between his awareness of an alcohol problem and avoidance of the EAP?
A. Your supervisor-colleague may be avoidant of the EAP out of fear of being diagnosed or confronted about his drinking during the process of referring a troubled worker. Supervisors don’t have to worry about their personal problems being confronted or examined by the EAP when making a referral. The EAP focuses only on helping the referred worker. To do otherwise would violate a principle called “client self-determination.” An EAP is voluntary. Its success depends on it being a “program of attraction.” Confronting supervisors as described would harm the EAP, erode trust, and therefore lower its utilization. Risk to the organization would increase.
Determining Reasonable Doubt
Q. What is the definition of reasonable suspicion? How do I know if what I am calling reasonable suspicion will later be upheld by any review or investigation of my role?
A. Reasonable suspicion is not a hunch and is not pure evidence of probable cause. It is, however, a recognized legal standard of proof and is generally found in all drug-free workplace policies that include a component for referral for drug testing. Reasonable suspicion is always based on specific and articulable (can be clearly expressed in communication) facts. More precisely, reasonable suspicion must be based on specific, contemporaneous, articulable observations concerning the appearance, behavior, speech, or body odors of the employee. With the supervisor’s documentation, rational inferences are drawn from those facts. Although not necessary, it is always a good idea to consider a checklist so all that can be documented is documented. By using a checklist that allows you to consider items you may have overlooked, your documentation is likely to be viewed more favorably if it is ever questioned because it possesses a preponderance of evidence, not just an item or two.
Employee Attitude After Referral
Q. Should I expect an employee to act offended if they are referred to the EAP?
A. Some employees may act offended if referred to the EAP because they believe you are making a declaration of a personal problem, mental illness, or addiction. This reaction is more likely among employees who do not understand the nature of employee assistance programs, have not participated in an orientation to understand the EAP, or do not remember what they were informed of when they did. Although you may have a firm understanding of how to use the EAP in supervision, which directs you to focus solely on performance and avoid the counseling role, the employee may not grasp this principle. To reduce the likelihood of an intractable response, it is helpful to tell your employee that referrals to the EAP by supervisors are based only on the performance issues relevant to your discussion, nothing more. Also stress the confidential nature of the EAP, the non-inclusion of a record of the referral in a personnel file, and nothing about the presenting problem, if any, being given to you.
Engaging Human Resources in the Referring Process
Q. I am frustrated with my employee because I have suggested he get help at the EAP for whatever is going on in his life to resolve his attendance issues. Despite my dozen or so recommendations, he hasn’t gone. So, it’s time for me to take disciplinary action, right?
A. You have probably noticed that your employee makes short-lived successful attempts at coming in on time after your discussions and pleading. These short-lived improvements usually indicate attempts by the worker to control symptoms of whatever is contributing to tardiness. Consider coordinating with your human resources advisor to discuss offering the employee a firm choice between accepting an EAP referral based on the attendance issues or accepting the appropriate disciplinary measure. The tone of this discussion should be one of concern and support, reinforcing what you see as the value of this worker, and how you are making an accommodation to assist him in correcting the attendance issue. This affirming attitude rather than a punitive one, along with the leverage afforded by the disciplinary action, will create strong urgency to accept the referral. .
October 2020
How EAP Can Strengthen Your Workplace
Q. Many supervisors with whom I have spoken have yet to make a referral of an employee to the EAP. I believe many see the EAP only as a source of help for troubled workers. What are they not fully understanding about the EAP and what it can do?
A. EAPs are often viewed mistakenly as programs that only address personal problems. Principles that govern the establishment of EAPs allow for much more. In fact, “confidential and timely problem identification/assessment services” for employees is the third such element in what is referred to as EAP “core technology” principles. Preceding it is “consultation with, training of, and assistance to work organization leadership (managers, supervisors, and union officials) seeking to manage troubled employees, enhance the work environment, and improve employee job performance.” That’s a lot to consider! And this is item #1 in defining EAPs. Supervisors should consider how EAPs can help them be better managers, help workers improve performance, and help resolve “people problems.” Studies often show that poor workplace communication is every organization’s key productivity roadblock. EAPs can train on this topic, and consultation with EAPs is always confidential. Other issues may include stress management education, a multitude of wellness topics, increasing emotional intelligence, conflict resolution, tips for motivating workers, and dozens of other productivity improvement topics that can help supervisors.
Achieving Workplace Harmony When Politics are the Topic
Q. The political environment this election season is very contentious. My employees talk constantly about it, and it gets a bit testy. I don’t mind political discussions; uncivil behavior, I can’t tolerate. Do you have tips for how I can help discussions remain civil?
A. Let your employees know how much you value workplace harmony and positive relationships between workers and that you will act to maintain these aspects of the workplace for everyone’s benefit. The most important resource is your own modeling. If you actively avoid political conversations, it will be recognized and modeled by others. Most employees naturally conform to behaviors that they perceive the management values. Intervene as appropriate, like you would with any offensive and disruptive behavior. Many supervisors believe free speech rights prevent them from prohibiting disruptive political discussions at work. This is generally not correct for private employers, but do always consult with an HR advisor to clarify what actions or recommendations, if any, they want you to follow.
Assisting Newly Remote Workers
Q. What are some of the problems I can expect with my employees who have become teleworkers or remote workers?
A. Some research shows that the most common complaint of remote workers is isolation. The inability to engage coworkers in a way that allows an accurate perception of the collective mindset of the workgroup is a stressor. Group video technology may be a solution to this problem by helping workers feel more cohesive and mutually understood. The need to experience “what everyone is thinking and feeling” is valuable for worker mental health and productivity. “Presenteeism” (working while sick) or feeling compelled to put in too many hours is an additional problem. Most remote employees understand the “net positive” aspects of their position, and working longer hours (not necessarily a good thing in the long run) is perceived as a way to avoid others’ doubts about their role or contribution. The EAP should be a top-of-mind resource for remote workers and promoted frequently to them so they can easily consider it when needed. And supervisors should consider productivity issues as reasons to suggest use of the EAP just as they would in a non-remote work setting. Source: www.onlinelibrary.wiley.com [search “teleworking stress”]
EAP Can Assist Emotionally Charged Employees and Situations
Q. My employee was very upset about a disciplinary action. I worried he was going to sue me. I recommended, in a very supportive way, that he visit the EAP. I based the recommendation only on how upset he was, and assured him that the EAP would be a completely objective listener. Following the meeting with the EAP, he apologized!
A. Recommending your employee go to the EAP was a smart move. Doing so in the heat of anger may not have been easy, but your supportive approach was likely key to a receptive response. Lawsuits that are publicized — and the greater percentage of them that are settled out of court in undisclosed agreements — cost companies untold millions of dollars. The ability of an employee to vent to an empathetic listener whose only goal is to help restore the employee to fuller functioning and emotional wellness may well be one of the most cost-beneficial aspects of well-established, traditional employee assistance programming. Did the EAP help prevent an emotionally charged employment claim against the company? Very possibly.
Understanding the Value of a Strong EAP
Q. Without an EAP, employers can tolerate troubled employees or eventually terminate them when problems grow more severe. The EAP offers a third option. I understand this point. However, employees have always had the ability to seek help on their own, right? So what changes with an EAP in place?
A. Several dynamics are in play when establishing an EAP. 1) Employees have easier access to help without having to explore and research other sources that may not fit their particular problem. 2) An EAP is therefore a “pre-treatment” to discover the best solution path for the presenting problem. 3) EAPs know when to suggest better communication with the employer to improve the situation. They’ll recommend an employee (voluntarily) sign a release, if needed, to provide limited information validating EAP participation and follow-through with the program’s recommendations, particularly when performance issues are severe enough that job loss could become a concern. 4) EAPs work with the employee’s needs and the employer’s needs in mind. These are only a few of the positive EAP dynamics that make all the difference in salvaging workers and protecting the bottom line.
September 2020
Documenting Evidence of Substance Use
Q. Looking at signs and symptoms of possible substance use on a checklist used for reasonable suspicion, it seems that employees could refute many of the items as unrelated to drug or alcohol use. I am referring to words like “unsteady or disheveled.” What can supervisors do?
A. There is no need to argue about what you observe and what it means, but be sure to create effective documentation. Referral to reasonable suspicion testing does not require you to be certain of substance use prior to the test, only to properly document the possible signs and symptoms that support the referral. Key is considering all the categories of signs and symptoms, not just one, prior to meeting with an employee and referring to testing. These other areas of evidence are speech, odor, the employee’s awareness (for example, disoriented, paranoid, or hyperactive), attitude and demeanor (combative, talkative, giddy, etc.) and changes in motor skills (such as shakiness, swaying, or unsteadiness). Don’t simply check a list of signs and symptoms, but add other measurable and quantifiable observations that reinforce what you check. For example, “The employee was unsteady, speaking to me in the parking lot while leaning against a car.”
The Value of Praise for Employees
Q. I want to praise my employees more. I know how valuable it is, but I hesitate because I feel it won’t be taken as genuine and that the employee will think I am being patronizing or insincere. Is there a way I can get over this hump?
A. Done correctly, praising employees is an act of giving, and it requires being genuine and vulnerable in front of your employee. This can make you fear rejection, especially if your own beliefs about praise cause you to hesitate in accepting praise from others. Rather than analyzing the whys and wherefores of this problem, use a behavioral change process and measure your progress. Keep a small diary and record 1) Opportunities you spot to offer praise; 2) Sensations of hesitation you experience when you offer it; 3) How you feel afterward, once you’ve offered the praise; and 4) What you believe is the positive impact of praising the employee. When praising an employee, describe what was done well, why the action was effective, and how it advances the mission of the work unit. This process will give you stronger reasons to value praise and offer it more often. According to the Harvard Business Review, most employees rate supervisors as more effective if they offer praise. Learn more: hbr.org/2017/05/why-do-so-many-managers-avoid-giving-praise
The Difference Between Describing and Interpreting Unacceptable Behavior
Q. In supervisor documentation, what is the difference between describing and interpreting unacceptable behavior?
A. Descriptive documentation leaves no room for misinterpretation. There is no need to read between the lines. An example of descriptive documentation would be “Bill left the room quickly, appeared angry with a scowl, and shut the door behind him with great force, frightening employees. Two similar events involving Bill occurred prior to this one.” Interpretive documentation is less measurable, more subjective, and biased. It falls short in the ability to support administrative actions, and as such, undermines the ability to correct performance. Example: “Bill’s toxic attitude toward members of his team is persistent, and this was again demonstrated at 4:00 p.m., when he brazenly slammed the door in everyone’s face after a heated exchange with his team. This happens constantly.” The second piece of documentation is emotional and visual, but arguably less concrete. It may be more satisfying for the supervisor to write, but it could also lead to more disagreement about what actually occurred.
Helping Employees Deal with the Pandemic
Q. Social distancing and wearing masks are tiresome. Some employees handle it better than others. I worry about the effect the pandemic is having on mental health, especially for those who are fragile and less resilient. What can supervisors do to help?
A. Employee assistance programs are on the front lines in meeting the needs of employees, so refer to the EAP as the best first step. An increase in mental health problems associated with the pandemic is in the news. Medical experts are closely watching the big four: depression, alcohol use disorders, substance abuse, and anxiety. Suicide can be a consequence of any of these conditions. If you are interacting online, you may spot signs and symptoms of a troubled employee. While you can’t diagnose, you can ask how they are doing. Do so especially if you witness 1) Withdrawal—the avoidance of others and pulling away from work assignments; 2) Poor availability, and needing increasing time off; 3) Visible irritation, or a short fuse in online meetings; 4) Looking confused, distracted, or unable to focus in a conference call. Consult with the EAP whenever you are concerned about a worker because if a referral is needed later, it is likelier to happen. Source: www.washingtonpost.com/health/2020/05/04/mental-health-coronavirus/
Suicide of Employee Creates Strong Emotions
Q. We had an employee who took his own life. No one seemed surprised by this suicide based upon the worker’s past history of problems. Frankly, however, I feel guilty that we missed any signals, and wonder if we could have prevented this tragedy. How do I move past this?
A. It is important to accept that the suicide is not something you had the ability to control. Employees should be encouraged to contact the EAP individually for support, and you should use EAP services yourself to process your grief and loss, along with the sadness, anger, and guilt that are natural responses to the employee taking their life. Confusion, helplessness, and feeling lost are what give way to the guilt and “what ifs.” Also explore other options with the EAP, such as a group meeting online if appropriate. There are best practice guidelines for workplaces responding to loss; these can help in honoring the worker’s life, providing support for family members, and engaging in activities that move the group forward. The EAP can help you identify these steps or research them for you. All of these things combined will help you move past the phase of grief you are experiencing right now.
August 2020
Addressing Productivity Issues for Employees Working Remotely
Q. Many employees are now working remotely. Is it appropriate to offer tips and guidance on being productive at home, even if those ideas involve me telling the worker how to engage with family members to keep them from undermining productivity?
A. Supervising remote workers may have suddenly become more commonplace throughout the world, but it is nothing new. The supervisor-supervisee relationship is unique in each circumstance, so the relationship and quality of communication established with your employee should guide your discussions and the degree to which you offer directive guidance in dealing with work problems at home that may be attributed to family members. The last thing you should do is offer guidance or tips that pit the worker against his or her family. This is one battle you won’t win. When you sense family members are non-supportive or distracting to productivity, consider recommending the EAP. Resist invitations to process the employee’s frustrations and conflicts with family members. But general tips about workflow, meeting objectives, managing time, getting things done, and overcoming distractions are all fair-game topics for supervisors.
Surrogate Alcohol
Q. I learned in an alcohol education course that some alcoholics in withdrawal might drink products containing alcohol that are not meant to be ingested, like mouthwash, cologne, or other substances. How dangerous is this practice? How often does it happen?
A. You are describing what is known as drinking “surrogate alcohol.” Surrogate alcohol refers to products containing some sort of alcohol not meant to be consumed. Mouthwash is the most common example, but there are dozens of others. All are poisonous. People may consume surrogate alcohol in a desperate attempt to ward off agitating withdrawal symptoms. Some relapsed alcoholics have consumed mouthwash to avoid detection by family members or coworkers. It is a dangerous practice because mouthwash contains ingredients not meant to be digested and that can be harmful. Alcoholism counselors will periodically encounter patients who admit to drinking surrogate alcohol. Mass poisonings involving surrogate alcohol sometimes occur. Scores of Russians died in Siberia in 2014 and 2016 by drinking methanol unwittingly sold to them by locals following the Russian government’s taxation of beverage alcohol in an effort to control consumption. (Source: Radio Free Europe www.frerl.org Irkutsk mass methanol poisoning)
Perfectionists May Have Hidden Motives
Q. Can I refer an employee to the EAP for being too much of a perfectionist? He turns projects in late. I will admit they are of high quality, and in fact are better than most, but they are not worth the delays. He calls himself a perfectionist, but I think it’s an excuse.
A. Employees who claim to be perfectionists have an “advantage”: Who can blame them for wanting to be perfect? This reaction offers the clue to their motivation. Typically, the main motivation is avoiding criticism. Perfectionist employees may spend inordinate amounts of time tweaking the last 10% of a project, thus causing delays in delivery. Not all are motivated by the same goals, so avoid diagnosing them. Telling your employee that “done is better than perfect” may allow the worker to make the necessary behavioral shift. In practical terms, there are no true perfectionists who live up to their view of what they would like to achieve. Refer your employee to the EAP based upon performance issues, not perfectionism. (You may discover that this is an easily corrected behavior.) The EAP will help your employee. For example, fear of criticism may be an issue, but the real problem may be fear of vulnerability in work and personal relationships.
Dealing With Employee Emotions
Q. Is it okay for supervisors to discuss psychological techniques for feeling better when employees are having a bad day, or offer employees tips on coping with stress? What about sadness over a relationship breakup? Sometimes referring them to the EAP does not feel like the right response.
A. Conversations with employees may broach personal challenges faced at work and at home, relationships issues, or internal personal struggles. Offering practical tips for coping with stress that you have personally found useful, or demonstrating empathy along with suggesting stress-relieving ideas, does not interfere with your role as a manager or cross boundaries that would impede your employee seeking help with a personal problem at the EAP. Suggesting employees take a break, calm down, look at things a different way, or check out a book you have found helpful is not what’s referred to by those who suggest “avoiding diagnosing or counseling workers.” Do promote the EAP, however, and discount your suggestions as ultimate solutions, and avoid ongoing advising on problems. Never hesitate to contact the EAP with a question about your role and what’s appropriate, and for guidance on what to say or do next with an employee’s concern.
The Value of Performance Reviews
Q. Many supervisors don’t appreciate the value of performance reviews in developing workers. Many view the process as a chore, which leads to its being postponed or delayed. What can help supervisors feel excited or feel more urgency about completing them?
A. All employees have unique gifts and skills waiting to be discovered. Much of this is a lifelong process of discovery, and supervisors are in a unique position to spot these abilities and encourage and develop them. Reviews offer these opportunities, and employees are cheated without an effective relationship with the supervisor that helps discover their true potential. Many employees will not spot how much they have learned, be able to articulate their skills, or grow in confidence without feedback. The payoff for the company is having employees who desire to take more initiative, along with increased willingness to take risks, including bringing forth their own great ideas to solve problems. In addition, review time invariably brings up the topic of roadblocks, and often these are personal. The EAP can then be a resource for problem resolution.
July 2020
Will the Stay-at-Home Order Increase Addiction Issues?
Q. Should I worry about increased substance abuse among employees returning to work after a long absence due to our state’s stay-at-home order? Perhaps those with addiction or abuse issues might have used more heavily (or relapsed) without a job to worry about, right?
A. Addicts in effective recovery programs do not relapse simply because they are not at work for an extended period of time. Indeed, recovering persons who value their sobriety may take measures to reinforce their recovery programs during a stressful time. Your drug-free workplace policies and procedures are adequate to manage employees who may have increased their drug use or, indeed, relapsed during this period. Being more aware of drug and alcohol abuse or increasing your vigilance has never been proven an effective way of spotting substance abusers. The steps you should therefore take include focusing on attendance, quality of work, availability, conduct, attitude, quantity of work, and other measurable elements of job performance. There simply is no better way to identify troubled workers, including those with substance abuse problems, aside from behaviors that would substantiate reasonable suspicion of being under the influence.
EAP Can Help Workforce Adapt to "New Normal"
Q. There are so many changes and transitions regarding how we may need to do our work differently in terms of remote work, distancing, and the way we do meetings. How can I use the EAP to help with these changes?
A. The EAP can offer you and your coworkers several options for examining the dramatic changes and new workplace realities that you and most companies are experiencing right now. One service involves individual assessment, problem solving, and referral if needed to examine specific work challenges you personally face. Other services include facilitating group meetings to discuss and examine new and effective work practices for managing stress, facilitating communication, offering ideas and tips on performance management, resolving conflicts, and helping work teams stay on top of problems and issues that might interfere with or undermine productivity and job satisfaction. What makes the EAP a unique resource is confidentiality provisions that allow it to collectively understand better than any other resource how the employer and employees are responding and adapting to the new workplace. The EAP is therefore the ideal consultant to help the workforce maximize its productivity. .
Valued Employee is Seeking Career Change
Q. I have an employee who, after time off, is thinking about a career change. How can the EAP assist with this?
A. Presumably, you do not wish to lose this valuable worker. The EAP is a voluntary resource, of course, but it does not mean you can’t encourage this employee to visit the EAP and discuss his or her decision. It’s confidential, it’s free, and it might yield information that helps the worker avoid overlooking easily resolved issues that could lead to retention, improved job satisfaction, and obvious cost savings to the employer. Although the EAP may not be able to disclose the true reasons for an employee’s departure, organizational issues affecting the departing worker could apply to other employees who are at risk of leaving. With permission, these larger issues might be shared with the organization, and this could hasten the implementation of new policies or administrative considerations to resolve them. This would positively affect the bottom line.
Employee Has Anxiety About COVID-19
Q. Can I make a formal supervisor referral of an employee who has anxiety about COVID-19 but is ambivalent about reaching out to the EAP?
A. Formal supervisor referrals to an EAP are always based on job performance, so you may wish to consult with the EAP to discuss this situation prior to your next step. The key would be to identify the performance issue that makes a formal referral appropriate. Is your employee behaving in a way that interferes with productivity? A formal referral is conceivable if anxiety prompts the employee to repeatedly spend unacceptable amounts of time engaging with coworkers and interfering with their work. A strongly encouraged self-referral may be all it takes, but let the EAP help you with the proper approach or dialogue for doing it. Formally referring employees to the EAP for problems unrelated to performance can cause concern among employees and unwittingly encourage them to hide symptoms of their personal problems.
Struggling With Grief in the Wake of Massive Layoff
Q. Recently, we laid off quite a few staff because of financial difficulties in the company. It has created a fairly significant grief reaction among surviving workers. How can our work unit manage this grief reaction?
A. After a layoff, surviving employees will experience stages of grief (denial, anger, bargaining, depression, and acceptance). Helping managers understand how these stages manifest among the workforce can enable them to respond more effectively to employees. EAP education for supervisors about on-the-job behaviors exhibited by downsizing survivors can also help them respond appropriately and offer referrals to the EAP if necessary. Not all employees will be in the same stage of grief at the same time. While some will focus their anger on management, particularly upper management, and will distrust supervisors, other employees will experience anxiety and fear that they are next, stress, burnout, insecurity, and decreased morale. Give employees space, time, and opportunity to talk. Communication—plenty of it and opportunity for it—is crucial for the healing process. Consistent with this need, team building can be helpful after a layoff to bring employees closer together, along with resiliency training to empower employees to cope better with future layoffs.
June 2020
The Negative Effects of Tardiness
Q. My employee shows up late to work, and I am about to write a corrective letter as a first-level warning. What negative effects of tardiness can I insert into this documentation? And how are supervisors affected if they ignore tardiness? .
A. Effects of tardiness include resentment from coworkers, which can result in conflicts. This in turn affects productivity. Morale also suffers. Being chronically late has ripple effects for almost any part of the organization’s operation, including customer service. Chronic tardiness is the type of problem that frustrated employees often end-run to the next level of management to lodge a complaint. You want to avoid management’s coming to you, and instead be proactive with this problem. Failure to do so will earn you a reputation for playing favorites, being unfair, and being a pushover. If employees believe you don’t care about tardiness, they may begin to ignore other rules and standards of excellence, and be less concerned about their productivity.
Motivating Employees During Corrective Meetings
Q. What is the most important consideration to keep in mind when meeting with an employee to correct behavior or performance so the employee is cooperative, appreciative, and motivated to change?
A. The manner in which you speak to employees when confronting them about their performance plays a big role in facilitating cooperation and correcting their problems. Speaking down to the employee will elicit one type of response. Speaking “up” to the employee will elicit another. So approach any problem as though both you and the employee have a stake in its resolution, and as though it is a problem you mutually desire to resolve. This does not mean you as a supervisor will resolve it. It is still the employee’s responsibility to correct noncompliant performance. However, this “mutual desire approach” aids cooperation, motivation, and focus. And it decreases defensiveness. This approach does not minimize the importance or severity of the problem. Share with employees that the EAP is a resource to help them find the solution, and obtaining a signed release of consent from the employee in the case of a formal referral is a way to facilitate appropriate communication.
New Supervisor Looking for Tips
Q. I am a new supervisor. I am feeling insecure about my job and the type of work I am overseeing. It causes me to be a little heavy-handed and dictatorial, based upon my position as “the boss.” How should a supervisor act when they are new and know the least about the details of the work unit?
A. New supervisors to an unfamiliar work unit must elicit from subordinates knowledge necessary to make decisions or choose courses of action. The words “I don’t know” or “What is your opinion?” or “I need to rely upon you until I get up to speed” are perceived by subordinates as compliments. Employees see such statements and questions from managers as respectful of their knowledge, thereby eliciting trust. Unfortunately, some supervisors experience great anxiety with this approach. Admitting what they do not know makes them feel incompetent and exposed. They unnecessarily fear subordinates will take advantage of them and disrespect their leadership role. They then believe they must resort to a “do what I say because I am the boss” approach. This has severe consequences because employees feel ordered around, less invested in outcomes, and less responsible. If you struggle with vulnerability as a new supervisor, talk to the EAP. They can work with you on a personal development plan that will accelerate your success as a supervisor.
Supervisor Wants to Yell at Employees
Q. I have been referred to the EAP for bullying because I yell at my employees. Coach Vince Lombardi yelled at his football players, and so do drill sergeants. Even Steve Jobs of Apple, Inc., was known to yell at workers. And there are more examples — so what gives?
A. You can make millions leading a football team, and the more you yell, the more you might be loved and paid — if you’re successful. But context, tradition, and work culture are everything. Typically, employees in these big-mission and charismatically led organizations don’t feel subjected to a hostile, intimidating, or offensive work environment, at least not in large group meetings. With respect to you as a manager, yelling affects others adversely, demeaning people and humiliating them. When you yell, employees don’t hear you more clearly and more deeply. Fear and anxiety cause them to comprehend less of what you are trying to communicate. Your workers won’t engage with the organization more effectively if you scream. They will only tune out. You’re yelling because you want to move your employees to action. There are many ways to inspire your employees that will leave you feeling more satisfied about your position, and the EAP can show you how.
Keeping Silent is the Right Thing to Do After EAP Referral
Q. I referred my employee to the EAP. He had a great experience, but last week told everyone in the lunchroom about it. He did not mention that he was referred by me. I kept silent to maintain confidentiality. It was awkward. Some saw my silence as disapproving. Any thoughts?
A. You did the right thing by not involving yourself in the public conversation about his EAP participation. Doing so may have turned the discussion toward you and the supervisor referral of your employee. The positive testimonial offered by your employee will not be diminished by your lack of commenting on the program. Although you did not publicly praise the worker for his participation, you can still encourage EAP attendance at any time through a memo to all staff or other communication channel. Doing so periodically is advised, along with mentioning the free and confidential nature of the program. EAPs rely upon word-of-mouth promotion to help keep their utilization rates high, so what occurred was a positive thing.
May 2020
Supporting Employees Who are Working From Home
Q. How can supervisors support isolated workers who are now telecommuting? My telecommuting workers have doubled, and I am wondering what sort of problems these employees will be experiencing.
A. Supporting employees during the national response to the coronavirus requires establishing a mutually agreeable communication plan with appropriate frequency that can help telecommuters. Several media reports have discussed how over 70% of employees have experienced sleep disturbances because of the pandemic, but research on employee isolation shows it alone can also negatively affect sleep. Research has shown that family conflicts also affect the performance of telecommuters. Depression is an ailment shown to be associated with working in isolation. Ironically, research has also shown isolated employees are more susceptible to viruses because their immune systems become weaker. Presenteeism can also be a larger problem for telecommuters because they are concerned what others think, and fear losing a desired telecommuting position if not they can’t work. Supervisors have the ability to listen, be supportive, and mitigate some of these factors, but it is also obvious that the EAP can be more important than ever. Sources: “The Psychological Impact of Teleworking: Stress, Emotions, and Health”; Mann and Holdsworth (ScienceAlert, Feb 3 2019)
Can Supervisor Refer an Employee to EAP for Grumpiness
Q. I have suggested on many occasions that my employee visit the EAP because of his grumpy communication style. Can I make a formal referral to the EAP for this sort of annoying problem? I have no complaints about quality of work.
A. Generally, job performance is an umbrella term that includes attendance and tardiness, availability to work, conduct, behavior, attitude, quality of work, and quantity of work performed. This scope covers just about anything that can be measured within an employee’s essential functions. If you can describe and document this undesirable attitude and its negative impact on others and productivity, then you have what’s needed to push for change. Consult with the EAP. The problem you describe is likely part of a long-term pattern, one that many people have adapted to, and therefore resistance to change will be great. Rather than just speak with your employee in an attempt to persuade, use a well-written corrective memo that describes the problem, its impact, and attempts by you to encourage change; referral to the EAP; what you would like to see changed; and how these changes must happen without delay. Get support from your manager because an end-run to the boss is not unusual when quality of work is not an issue.
Why Employees Stop Attending EAP After Formal Referrals
Q. What are the more common reasons employees quit attending the EAP after being formally referred by supervisors for a performance problem?
A. Common reasons employees stop visiting the EAP or do not participate in its recommendations include these: 1) The employee believes the personal problem can be resolved without following the EAP’s recommendations; 2) The employee does not believe the organization will issue a disciplinary action for future performance problems if the personal problem remains unresolved; 3) The employee finds an alternative treatment option (usually one that is less directive and effective); 4) The employee has other employment options (or income sources) that decrease motivation and urgency to follow through with EAP recommendations; 5) The employee believes the supervisor referral is punitive, not supported by tangible performance problems, and therefore unnecessary. EA professionals are skilled at intervening and overcoming most of these motivational hurdles, but supervisor referrals that produce the most motivated employees are usually well planned. This requires good communication established in advance with the EAP.
Supervisor is Nervous After Employee Discloses Domestic Abuse Issues
Q. My employee went to the EAP after disclosing domestic violence issues at home. I’m nervous. Issues of this type can spill into the workplace. I’d like her to sign a release so I can at least hear that things are working out well at the EAP. Is this appropriate?
A. This is a self-referral encouraged by you, and of course she is not obligated to sign a release of information. Nothing prohibits you from asking your employee to voluntarily sign a release so you can receive the most minimal information, but trust the EAP to manage this referral properly. If a threat or safety issue emerged or was discovered by the EAP, confidentiality provisions would permit disclosure so you could be readily informed. This is the recommended approach to helping you feel assured that this case is in good hands. This approach is also in line with proper EAP principles and application.
Can EAP Help a New Supervisor Deal With Stress?
Q. As a new supervisor, I feel new stresses I have never experienced before. I know I have the skills for this job, but the anxiety keeps me from enjoying it. Can the EAP help me be calmer, focused, and deliberate in how I approach all the required new skills managers must employ, or should I get a coach?
A. As a new supervisor experiencing worry and strain, you may benefit from a two-track approach. This would include getting a coach or supervision mentor, but also working periodically and confidentially with the EAP, where you can share what is more deeply personal about your experience and fears. The EAP can help you gain insight and acquire new skills related to communication; examine prior coping skills for managing problems in your life and learn new ones; and learn about self-awareness, relationship development, stress management, managing the experience of feeling overwhelmed, dealing with self-doubts, and overcoming the impostor syndrome (a normal, nearly universal experience of new hires or appointees fearing they don’t know what they are doing and that others will suddenly discover it.)
April 2020
Ensuring Employees are Working From Home
Q. Due to the coronavirus, we are asking every employee to work remotely if possible, but we don’t have a remote work policy or anything like that yet. What basic issues of supervision should I consider to make sure employees are actually working as they should?
A. If you are new to the prospect of supervising remote workers, you will be inclined to ask first about how you can make sure the work is getting done. You will find lots of productivity tips and ideas online to help, but here’s your first assignment: Learn and discover what makes remote employment more stressful than many people assume. For example, there is no live supervision—someone to turn to with a question. The simplest problem often cannot be solved because the one employee who knows the answer is unavailable. The double-edged sword of isolation and distractions is unceasing because relationships in the home and the needs of family members ultimately take priority, no matter what house rules have been established to help the remote worker function. How can the EAP help? Your awareness of these stressors can help support workers. Most will be honest, diligent, and hardworking. As you hear of or perceive distress about remote worker concerns, you can refer your employees to the EAP to discover solutions that work for them.
Cognitive Distortion in the Workplace
Q. My employee was talking about leaving their spouse, who’d had an affair, and wanted to know what I thought about it. I am smart enough not to give my opinion, and only said, “I understand your dilemma. I can see why you feel angry.” Was this response a bit too much on my part?
A. Offhand, it appears your response was reasonable and empathetic. Anyone listening to this story might respond the same way. However, because you are a supervisor, your brief discussion with the employee could be problematic. Because you are an authority figure, your employee places great weight on your utterances, no matter what they might be. If this employee decides to divorce, he or she might say, “My boss told me he understood and agreed with my feelings to go through with it.” How could such a conclusion or distortion be drawn from your statement? The answer lies in your employee feeling validated and perhaps less guilty about an emotionally charged decision. This reinterpretation is called a “cognitive distortion.” If the moment of decision to leave was at hand, your understanding might have been all it took to get the ball rolling. To avoid being in this position, always state that you do not wish to render an opinion in any way on such a matter. You are then safe to offer brief empathy, but, of course, refer to the EAP.
Encouraging Employees to Bring Their Work Problems to the Boss
Q. I read recently that 60% of workers are too intimidated to bring a problem to their boss. I don’t think my employees are in this group, but maybe I am fooling myself or in denial. How can managers help employees be more willing to bring their problems forward?
A. As a manager, you must continually “market” your approachability by what you say and do. Even if you believe you are a nice person with a soft disposition, you will need to help employees remember that. You do this by regularly engaging with them and inviting them to bring their problems forward. Managers, supervisors, and other authority figures possess degrees of control or at least hold influence over a worker’s employment status. This is enough to prevent employees from feeling completely comfortable in bringing a problem to the boss, or in rocking the boat; they’re likely to be unsure of how the boss will react. This is a natural dynamic associated with fear, but it is easy to overcome. Your awareness of this dynamic is half the battle. Your EAP is the perfect consultant to help examine your relationship with your work group, troubleshoot communication problems, and offer guidance on individual employee problems. Source: hbr.org search [“managers more intimidating”]
Ensuring Effective Feedback for Employees
Q. I know giving employees feedback is important, but how do I know if I am giving them enough?
A. The best way to find out is to ask: “Do I give you enough feedback on your work—including both positive and negative aspects of what you do?” You will be surprised at how many employees say you are giving enough feedback when you believe it isn’t that much. Others will say you aren’t offering enough, even though you think you are giving plenty. The good news is that you will discover what employees need and will be able to allocate your time where it is wanted and needed most.
Alcoholism in the Workplace
Q. I have seen alcoholic employees enter treatment quickly when their job performance problems were confronted, and others who avoided treatment for years while manipulating others until they were eventually fired. What explains this gap in motivation?
A. Who recovers and achieves sobriety and who does not has been a focal point for discussing the insidious nature of alcoholism and addiction for decades. Even Alcoholics Anonymous (AA) has observed in its writings that some alcoholics seem constitutionally incapable of getting sober, although it also has observed that rarely does someone fail who truly follows its program. All of this alludes to the role of an individual’s personality as a key component in avoiding treatment, but more important is the employee’s past experience with being enabled. The more extensive this enabling history, the more difficult it can be to intervene. AA members use the witticism “too smart to get sober” to describe alcoholics who are intellectualizing, manipulative, and well-practiced at avoiding treatment.
March 2020
Employee has Stopped Attending EAP Sessions
Q. My employee began participating in counseling following a formal supervisor referral to the EAP. However, he just told me that he recently stopped attending sessions and asked that I not say anything about it to the EAP. His performance is great, so now what?
A. It appears that a conflict or disagreement exists between the EAP and your employee and you are being asked to join it. You’re not obligated to have a no communication pact that could undermine the EAP process, jeopardize productivity, or contribute to some behavioral risk. Curiously, you have not had communication from the EAP regarding noncompliance with its recommendations. So, in the interest of having good communication, ensuring continued satisfactory work performance, and acting in the best interests of the organization, you should speak with the EAP. Consider this: Would it also be proper to ignore what you’ve been told or to agree to it? After all, performance is great, and that is your key focus, right? The answer is no. Why? Because this situation originated as a formal supervisor referral, and you have an obligation to participate in good communication for the benefit of the organization. What’s more, you likely sense that cooperating with this request puts you in an untenable position of shared responsibility if something negative occurs.
Alcoholic Enters Treatment, Wife of 25 Years Leaves
Q. My worker entered alcoholism treatment following an EAP referral, but then his wife of 25 years left him immediately! It makes no sense. I am worried because this crisis might prompt him to stop treatment. He’d then lose his job. What should I do? And why would she leave now?
A. After many years of engaging in a toxic relationship, a codependent partner of an alcoholic or addict may desire to exit the relationship upon the other’s admission to treatment. Although surprising to many, it is not a rare event. The exiting partner is viewing treatment as a long-sought opportunity to leave the relationship because professionals will (hopefully) manage the crisis. This allows the exiting partner to feel less guilt for moving on. The alternative is participating in dramatic role changes and relationship repair work that will come with sobriety. All addiction treatment professionals are familiar with this dynamic. Typically, they evaluate and, if possible, encourage postponement of dramatic changes. Contact the EAP, share the information you have regarding this situation, and allow the EAP to work with the treatment program and your employee to help ensure the best outcome.
The Aftermath of Fire
Q. We had a fire at one of our retail stores. It was a close call, but no one died. Two employees were hospitalized. Should I ask the EAP to visit the employees to deal with the trauma, talk to the hospital [staff], or refer the recovering employees to the EAP later?
A. Contact the EAP to discuss the situation and the best approach. Typically, EAPs do not initiate counseling with workers, but in a crisis situation and one that is overtly public, offering help will likely be appropriate. The EAP can also contact the hospital or medical providers and encourage them to pull the EAP into the treatment picture. You also can contact the workers and urge their engagement with the EAP. Don’t forget yourself. As a supervisor, you also may be traumatized by fear, concerns, anxiety, or even guilt over some aspect of this event that you believe, even mistakenly, you could have prevented. So take care of yourself. You weren’t present, but it does not mean you weren’t affected.
Depression Symptoms in the Workplace
Q. If an employee is showing symptoms of depression that the general public is educated to understand, why is it a problem to tell the worker that he or she appears to have depression and skip the job performance problems as the reason for the EAP referral?
A. The Americans with Disabilities Act (ADA) and the Family Medical Leave Act (FMLA) become relevant when your discussion centers on the existence of a medical problem. If your employee has not stated he or she is depressed or suffers with a condition that needs some sort of help to overcome, then it is better to focus just on the performance-related matters. You’re right; most people know a few or more symptoms of depression, but missing work, coming in late, staring off in a daze, or not engaging with fellow workers effectively enough to manage the work does not necessarily mean major depression. What’s more, these behaviors do not demonstrate that you know or should have known the worker is depressed. Acting as if the worker is depressed would also be relevant to employment laws. The behaviors listed above alone are enough for a supervisor referral. At the EAP, the issue of depression or some other condition with similar symptoms will be explored.
EAP Provides Many Benefits to Supervisors
Q. I go through the year not knowing for sure what consultative help the EAP can give me as a supervisor. Can you suggest what some of this help might be?
A.Although EAPs consult with managers in many ways, some of the most valuable include engaging and managing teams, offering tips for praising and inspiring workers, obtaining resources, being a sounding board, resolving conflicts, improving communication orally and in writing, handling stress, overcoming worry and isolation, improving your relationship with upper managers, helping resolve personal problems, and offering tips on observing, documenting, confronting, and following up on employees after an EAP referral. Note that the EAP will assist you within its confidential boundaries established by the program’s policies. Knowing this can prompt using the EAP more often and encourage you to be forthcoming about limitations and frustrations you experience so you can resolve problems and enjoy your job more.
February 2020
Creating a Positive Workplace
Q. I am a new manager. I want to be a leader who can influence change within the work culture (or at least within my department) so people become more respectful and positive toward each other. Where do I begin?
A. A positive workplace has roots in an institutional mindset that flows from the top down. So start by focusing on yourself and develop a keen self-awareness for how you engage with employees. Spend a week or so understanding what individual employees are trying to achieve and what they think about the work unit. In these interactions, are you being authentic and vulnerable, which means “being yourself” rather than cool and distant? Your communication style is one key piece in helping produce the work environment you desire (or undermining it) because it is amplified by your role. It is also modeled. Some people mistakenly believe a positive workplace is a matter of good luck. They point to it being the result of the type of work, a sunny office, or a few strong and cheery personalities who are role models for others to follow. Consult with the EAP to help you develop the communication style and engagement skills you need in order to reach your goal of creating an energized office that matches your vision.
Supervisors Crucial in Employees' Trust in EAP
Q. What are the missteps of supportive supervisors who, although they really believe in the EAP, unwittingly send a message to employees in an organization that the EAP is not a safe source of help?
A. An EAP is designed to attract employees with its greatest asset being confidentiality. Employee-clients should have no doubts about it. Supervisor conduct that misaligns with these critical features can undermine the program. For example, an EAP is not a disciplinary program, but can be viewed as such if a supervisor’s referral of an employee is perceived attitudinally as a punitive step in correcting performance. Supervisors who discuss the referral of an employee with others who have no need to know about it can damage the fragile nature of an EAP’s perception of its being a safe place that maintains confidentiality. Another misstep includes making an improper and indelible record in some manner of an employee’s participation that others in the organization will discover. The bottom line is this: Employees will always have a collective opinion about the nature of EAP confidentiality. This word-of-mouth marketing is crucial, and supervisors must understand how vulnerable it is to being influenced for better or worse by what supervisors say and do.
Drug and Alcoholism Effects on Performance in the Workplace
Q. Will all employees with drug addictions, including alcoholism, eventually have job performance or attendance problems that come to the attention of management or supervisors at some point in the course of their careers?
A. Not all alcoholic and drug-addicted employees will come to management’s attention because of performance problems during their careers. According to occupational alcoholism research, much of which was federally funded decades ago but is probably as accurate today as it was then, a significant percentage of addicts and alcoholics get into treatment by other means outside of the workplace, and will have no observable job performance problems of any kind prior to admission. This does not preclude that these same employees were not aware of declines in performance only known to themselves. Occupational alcoholism researchers have observed that hourly blue-collar workers with untreated alcoholism have more overt absenteeism, while white-collar workers experience more “on the job absenteeism.” (The modern term is “presenteeism,” meaning present at work but ill and not performing at peak.) This was once referred to as “half-man syndrome.” Source Harrison M. Trice, “Absenteeism Among High-status and Low-status Problem Drinkers,” IRL Research, Vol. IV, No. 1. Cornell Univ.
Supervisory Burnout
Q. Employees and supervisors can both experience burnout. But what symptoms of burnout are generally more experienced with supervisory personnel?
A. Supervisor burnout and employee burnout have similar causes but can include different symptoms because of individuals’ respective roles. Do you experience a loss of enthusiasm in the role of leader for employees you supervise? Do you find your employees more annoying or unlikable than ever before? Do you resent or feel cynical toward employees who love their work? Do you find that you’re growing angrier with upper management, administration, and your supervisor peers? Do your supervisor peers mention or joke that you are too cynical? Do you remain behind a closed office door more often, unable to be reached by employees? Answering yes to questions like these indicates the danger of experiencing burnout, and you need to take proactive steps to rebound before your condition worsens. The EAP can help.
Profession Most Likely to Use Opiods
Q. With all the talk about opioid abuse, I don’t know anyone who has ever abused them. What workplaces are most likely to experience opioid abuse by their workers?
A. A study conducted by the Center for Drug Use and HIV/HCV Research at NYU College of Global Public Health found that construction workers are more likely than those of other professions to misuse prescription opioids. The findings rely on data gathered from 293,492 participants between 2005 to 2014. Overall, this is about 3.5 workers out of 100, which is a figure that translates into being 75% more likely than employees in other work disciplines, where 2 in 100 workers are statistically likely to abuse opioids. In Ohio and Massachusetts, recent studies show that construction workers were 6 to 7 times more likely than other workers to die from an opioid overdose. Construction workers are also twice as likely to use cocaine as other professions. Source: www.cduhr.org/ [search: construction workers drugs]
January 2020
Sorry for Action or Sorry He Got Caught?
Q. One of our employees finally got caught stealing money to support a gambling habit. He says he is sorry and fears losing his job, and that is probably going to happen. My question is this, “Is he sorry, or just sorry he got caught?”
A. Your employee can easily be both sorry he got caught and remorseful for the behavior that perpetrated a crime causing harm to others. Compulsive behaviors are confusing to those who have never experienced one like drug addiction, alcoholism, gambling, eating disorders, etc. These addictions almost always include numerous, frustrating attempts by the addict to stop and control the behavior. These ultimately fail. Getting caught fulfills this goal of stopping in the short term, but it won’t last without treatment that promotes cessation of gambling, a recovery program to maintain it, and avoidance of triggers that incite relapse. The current crisis creates amenability to change afforded by threat of job loss, but if the company decides to accommodate the employee as an ill worker, it must include rigorous long-term follow-up using the support of the EAP and its recommendations.
EAP Does Not Release Personal Information
Q. Can I learn the details of an employee’s personal problems if a release is signed by the employee that allows me to have this information?
A. An EAP would not have a release with the provisions you mention. Although an employee could sign such a release, it would be discouraged and considered inconsistent with EAP policy and purpose. It could undermine support for the program in general, distract from your role in focusing only on performance, complicate your relationship with the employee, and even jeopardize the program’s being perceived as offering safe and ensured confidentiality, which is its most precious asset. Nothing prohibits an employee from sharing information voluntarily with others, including supervisors, of course.
Role-Playing to Assist With Employee Confrontation and Corrections
Q. Can supervisors use the EAP to role-play different situations in confronting and correcting employee performance, even if not making a supervisor referral? What’s the value in doing it, especially if the supervisor has decades of experience and has “seen it all”?
A. A key provision of the EAP core technology that defines the scope of EAP functions and practice is management consultation regarding productivity issues and troubled employees. In fact, this element is listed as #1 before employee assessment and referral functions. A strong relationship with managers being engaged with EAPs is essential to any program maximizing its value to the work organization. Role-play consultation is therefore an opportunity EAPs offer supervisors. It can help reduce manager stress when conducting corrective interviews, encourage supervisors’ assertiveness with their subordinates, increase the likelihood of earlier EAP referrals, help managers encounter difficult employees more successfully, and in a global sense, reduce risk to the organization.
The Result of Being a "Bad Boss"
Q. Everyone’s heard the adage that employees don’t leave companies, they leave bad bosses. Isn’t this just a management training cry to impress supervisors?
A. More than 57% of workers in a recent survey conducted by Developmental Dimensions International quit a job because of a “bad boss.” Of those who stayed, a third gave quitting serious consideration. Here’s the bottom line, according to analysis of data and experiences of managers: How managers handle their emotions and how they make other people feel are the strongest drivers of employee retention. More specifically, for many managers, their promotion or selection to lead others is often unexpected, and a third of managers don’t like being the boss. With a growing millennial work population who place a high value on work-life balance, making a difference, and positive workplaces, the belief that these young professionals will respond even more negatively to a bad boss is a trend that is expected to continue. So, what makes a bad boss? According to the research, it’s bosses who are overwhelmed, unfair, poor listeners, impersonal or disorganized, don’t solicit feedback, and withhold responsibility from line workers. The can help supervisors overcome most, if not all of these limitations. Source: www.hrdive.com “Employees Really Do Leave Bad Bosses, Research Shows”
The Importance of Supervisor Documentation
Q. A common complaint of management advisers is that supervisor documentation is not descriptive, factual, or measurable enough, or it is filled with emotional and subjective language. What other complaints or problems often interfere with effective supervisor documentation?
A. Another issue interfering with documentation’s usefulness is its being created too late or too long after problems are first noticed. It’s rare for performance to be an even downward line of deterioration. Rather, deterioration may waver between problematic performance and surprising levels of high achievement despite the downward trend. This choppiness is often graded by supervisors on the high side, creating delays in administrative or corrective actions. This is coupled with employees bringing attention to their achievements or requesting recognition for satisfactory performance. Both tend to drive the curve up as supervisors delay and give troubled employees the benefit of the doubt. Another observation, particularly among alcoholic or drug-addicted employees, is high levels of performance in earlier years of addiction, when hard-driving work ethic and social skills produce a strong following of admirers, most of whom will enable the addict as time goes by. When substance use finally does affect performance negatively, denial or wait-and-see approaches ensue. Supervisors that engage the EAP early-on in their attempts to manage trouble workers risk fewer problems associated with delay and other forms of enabling.