Who, What, Why and When to use it Rich Panther, LCSW Workplace
Solutions, LLC.
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Rich Panther, Clinical Director Workplace Solutions, LLC.
Masters Degree in Social Work (MSW) from University of NC at Chapel
Hill Concentration in Adult Mental Health Licensed in NC to provide
clinical services (psychotherapy); LCSW Undergraduate: B.A. in
Psychology Interned at Chemical Dependency Unit and Recovery
Services Center at CIH. Employed 4 years at the Cherokee behavioral
Health Center. Began Workplace Solutions in 2004.
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Agenda Discussion format What is the EAP? Purpose for EBCI and
employees. Why refer to the EAP and how? Supervisor use of the EAP
process. Common problems Expectations for outcomes What do you
need? What to do next?
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What is the EAP? A contracted, independent and objective
resource for supervisors and employees. Intended to help identify
and resolve workplace issues that limit productivity. With an EAP,
a supervisor can focus on performance, and not feel compelled to
get "involved" in the personal problems of employees. Supervisors
should expect employees to take personal responsibility for using
resources and accepting help offered by the EAP.
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What is the purpose of the EAP? Reduce costs to organization
Retain employees (6X more expensive to get new) Improve employee
efficiency/ performance by reducing or resolving roadblocks.
Providing a management tool for supervisors who often feel
frustrated and discouraged by an employees behavior.
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EAP Purpose EAPs help retain employees and reduce turnover. It
is possible that with the help of the EAP an employee who has been
your most troublesome could become one of your most valued with the
resolution of a personal problem. EAPs reduce risk of lawsuits.
Terminating employees, although sometimes necessary, can be legally
risky. EAPs make it less likely that employees with performance
problems will have to be terminated, thereby reducing the
likelihood of legal challenges.
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EMPLOYEE ASSISTANCE PROGRAMS: SOME BASICS An EAP is a
work-site-based program to assist: (1) the organization in
addressing productivity issues, and; (2) employee clients in
identifying and resolving personal concerns that may affect job
performance. EAPs are not "benefit programs" in the typical sense.
They are pro-employee and pro-organization management tools that
benefit everyone.
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EAP Basics EAPs are confidential... The identities of EAP
participants are protected by confidentiality laws and by the EBCIs
EAP policy. EAPs are without cost to employees. Employees are
responsible for the cost of services to which they might be
referred by the EAP. EAPs help employees find affordable services
to match their circumstances and ability to pay.
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EAPs do not interfere with administrative or supervisory
practices. The EAP will not interfere with your job as a
supervisor. Workplace Solutions may offer the supervisor consulting
and coaching help on managing a troubled employee, but we will not
tell you what type of discipline to use nor direct your managerial
decisions.
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EAPs are not a "safe harbor" Participation in an EAP does not
excuse unsatisfactory job performance. Your hands are not "tied" as
a supervisor and you are not prohibited from taking action in
response to an employee's continuing job performance problems.
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EAPs are non-disciplinary EAPs cannot dispense, recommend, or
recommend against disciplinary action. An employee cannot have job
security, promotional opportunities, or position status jeopardized
solely for participating in an EAP.
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Staff Benefits A licensed professional to talk to at no cost to
themselves. Early identification of problems to be addressed
Short-term counseling Recommendations for improvement Linkage to
internal and community resources Available for multiple episodes in
a given year Convenient and confidential
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Two types of referrals to the EAP Self-referral: An employee
volunteers to participate in the EAP without being referred by the
supervisor. Supervisor Referral: The employee agrees to participate
in the EAP after being referred by the supervisor based on job
performance problems (attendance, quality of work,
behavior/conduct, etc.). A Supervisory referral is mandatory since
employee compliance is required and information must be returned to
the supervisor.
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Release of Information The employee signs a release of
information that specifies a contact person, usually the referring
supervisor. The EAP cannot discuss the employee with anyone else.
We ask if anyone else will need info like HR, higher- level
supervisors, community resource for referrals. We dont always know
in advance of the need.
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What are we looking for? Causes for the performance issues
identified Approaches to remedy the causes The EAP looks at all
aspects of the persons functioning, not just on the job, and not
just the reason for referral. Possible reasons for the employees
problems: 1. Emotional 2. Educational 3. Situational 4.
Motivational 5. Physical
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Our Situational Solutions Process Problem-solving for
situational issues. Clearly define the problem. Define the cause if
possible and necessary. Identify options for dealing with problem.
Implement the chosen best option. Evaluate: is it working to
resolve the problem? Adjust the strategy if necessary. Implement a
new strategy if necessary.
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Situational Options Problem-solving / planning to cope with
situation. Talent Management Program to improve skills. Coaching to
implement new skills quickly. Mediation to resolved conflicts.
Program alignment for whole-program conflicts Process redesign for
to improve program procedures that contribute to a stressful work
environment.
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Our Emotional Assessment Process Counseling and / or referral
for emotional issues. Maintain solution-focus. Identify problem
clearly. Can we effectively deal with it in the time we have? What
does the employee want to do? Motivation? The source of the
emotional issue and the severity of it, largely determines how it
is handled.
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How EAPs Fit into Supervision A supervisor referral is
appropriate when your employee's performance problems continue
despite your attempts to correct them in the normal process of
supervision. Preferably, the referral to the EAP is outside of the
PIP or corrective action. This allows the employee to utilize the
EAP as a resource and not a punishment.
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When to send an employee to the EAP? The first time an issue is
identified of sufficient severity, when work performance declines
or an obvious issue is identified, such as a death in the family or
a divorce. You the supervisor are the first line responder. Focus
on performance. Change usually to the less productive side but in
rare cases to the busier side.
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Referral Sequence 1. Supervisory form completed thoroughly
(details needed) especially, what needs to be different. 2. Call or
faxed to our office number. 3. Additional info obtained via this
phone call and/ or EAP coordinator contacts the referring
supervisor for information. 4. Appt is scheduled either by
supervisor or by having the employee call us for appt. 5. Employee
completes number of sessions 6. Recommendation letter to
supervisor
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Referral Indicators A supervisor referral is based upon job
performance issues. It is not based upon the supervisor's belief in
the existence of a personal problem. A personal problem may exist,
and symptoms of it may appear obvious, but the rationale for
supervisor referral to the EAP is always based upon legitimate
concerns of the employer -- performance problems.
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What is not related back to supervisors? Content of sessions of
a personal nature Previous emotional history Anything not permitted
by the employee Diagnosis Verification of supervisor guesses about
the employee
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Observing Performance The essential duties, functions, and
behavioral expectations of one's position are the legitimate
concern of the employer, and are typically evaluated. These
include: quality of work, attendance and tardiness, conduct and
appearance, attitude and demeanor, and availability to perform
one's duties.
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Supervisor Dos and Donts Don't participate in armchair
diagnosis of employees. Do not "analyze" their performance troubles
to determine personal causes. Likewise, do not "rule out" a
personal problem, and unwittingly decide that the EAP could not
help the employee. This is a common mistake for supervisors, and it
is another example of armchair diagnosis.
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Documentation Principles Document discussions, encounters,
actions, or steps taken with employees. Also document verbal
warnings and conferences. Avoid emotional or subjective language
when constructing documentation. THINK: Am I using language in my
documentation that is measurable and "describes," not "interprets"
unacceptable behavior?
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Documentation EXAMPLE: "The employee was irresponsible in
reporting the day's financial receipts." BETTER: "The employee did
not enter the amount of daily receipts in the ledger. This caused a
delay in reporting the monthly financial performance of the work
unit."
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Documentation Concerns You may think or feel that an employee's
performance is irresponsible, dishonest, etc., but be sure to
document the performance issue clearly. Stay away from emotions and
judgments in your documentation in lieu of the facts. Documentation
by supervisors is frequently deemed useless if it does not describe
performance or behavior issues clearly, but only judges the
employee's character.
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Documenting Performance Problems Remember, effective
documentation of behavior, work outcomes, or the impact of behavior
on the organization is what makes a response by the organization
possible. Consider making your documentation open and available for
your employee to see. Avoid keeping a hidden file or secret notes.
Letting the employee know what is being documented can motivate
change rapidly.
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Commonly Observed Behaviors Missed deadlines. Errors due to
inattention or poor judgment. Fluctuations in performance
(alternating periods of unusually high and low work output by a
previously steady employee). Lapses of attention, with increased
inability to concentrate. Appears not to pay attention in
conversations. Occasional complaints from fellow employees or
individuals outside the work unit. Elaborate excuses. Confusion and
increasing difficulty in handling assignments
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Commonly Observed Behaviors A high rate of accidents (personal
and/or property damage) on and off the job. Blames others for job
performance deficiencies. Complaints of being treated unfairly by
supervisors, other employees, the work organization. Absent without
annual or sick leave being available. Absence from work site
without good reason, without notice, or without authorization.
Excessive sick leave use, with or without medical excuses being
provided. Absent on Mondays and/or Fridays, before and after
holidays, and the day after payday.
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Commonly Observed Behaviors Repeated absences for prolonged
periods of time (2-4 days, etc.) Excessive tardiness. Early
departure from work without notice or without permission. Long
lunch hours. Elaborate, increasingly improbable, and sometimes
bizarre excuses for absences or tardiness. Complaints from fellow
workers about attitude, behavior, team player issues, profanity,
unpredictability. Overreaction to real, or imagined criticism.
Inability to accept, use, and incorporate feedback given by
others.
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Commonly Observed Behaviors Avoidance of coworkers,
isolation-type behavior, decreased communication needed for
team-building and maintenance of productivity. Undependable
statements. Facts later discovered do not support earlier
statements given. Exaggerated work accomplishments. Inability to
recognize others' contributions, opinions, feelings, needs for
validation. Grandiose, aggressive, and/or belligerent behavior
toward coworkers, supervisor, customers, students, parents, public.
Unreasonable resentments - "people are out to get me." "There is a
conspiracy against me." Uses excuses that domestic problems
interfere with work, attendance, conduct on the job. Evidence of
financial problems, including borrowing or attempting to borrow
money from coworkers. Deterioration of hygiene and personal
appearance.
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Commonly Observed Behaviors Apparent loss of ethical values.
Demonstrates disrespect toward supervisor and coworkers. Property
is damaged, lost, stolen while in possession or being watched or
guarded by employee. Excessive personal phone calls or use of a
cell phone. Mood swings during the day. Mood swings from one day to
the next. Unwillingness to "pitch in" and help out coworkers.
Complaints of not feeling well to the exclusion of duties. Claims
of getting help for various personal problems without improving job
performance, attendance, or attitude. Inappropriate requests for
outstanding recognition of mediocre job performance.
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Commonly Observed Behaviors Excessive apologizing for work,
attendance problems, etc., without correcting problematic behavior.
Refusal to follow reasonable instructions of work supervisor.
Complaints of sexual harassment or other types of offensive
behavior from coworkers/visitors/customers. Disparaging remarks,
jokes, and humor of an ethnic or racial nature. Use of profanity on
the job that is offensive to coworkers.
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Having the Referral Conversation A supervisor referral is not a
casual conversation. It is a formal step in attempting to correct
performance. It includes: 1) telling your employee you are making a
supervisory referral to the EAP and why. 2) Communicating the
nature of the performance issues and desired outcomes to the EAP in
writing. 3) We ask the employee to sign a release so you will have
information about participation and follow-through with the EAP and
its recommendations, not personal information.
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Constructive Confrontation: Helping Your Employee Succeed
Ideally, meeting with your employee and discussing performance
problems leads to self-correction. However, when a chronic personal
problem contributes to performance problems, it is more likely that
self-correction will last only a few days or weeks spurred by a
renewed sense of self-control that follows a confrontation with the
supervisor.
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Constructive Confrontation Be direct and formal in your
discussion with your employee. Ask why performance problems are
continuing, and what the employee believes is wrong. If personal,
recommend the EAP. If work-related, consider an appropriate
intervention or response. Confronting your employee immediately
after a performance-related incident is helpful in reducing denial
and facilitating a constructive meeting that will motivate your
employee.
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Constructive Confrontation State your performance observations
and use your documentation (which should not be a surprise to the
employee) in your corrective interview. Make an agreement with your
employee that specifies "what" and "when" improvements in
performance will be forthcoming. Schedule a date for a follow-up
meeting.
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Be Direct and Tactful Tell your employee that you are making a
supervisory referral to the EAP, and that you are basing the
referral on performance problems. Be specific, tell your employee
that you have made the EAP aware of the performance issues.
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Avoid being Harsh or Blaming Reference your documentation and
past discussions with your employee. These should not be a
surprise. Appear supportive, not angry. Act hopeful, not cynical.
Remind the employee that the EAP is confidential. Ask your employee
to sign a release so the EAP can confirm participation and
follow-through with its recommendations. Tell the employee that the
EAP will not provide personal information. Ask the employee if he
or she will accept the referral.
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Offer Reassurance Let the employee know that participation in
an EAP cannot result in loss of promotional opportunities or
jeopardize one's job security. If your employee does not accept an
EAP referral, remind the employee that he or she could be subject
to disciplinary action if performance problems continue. Do not
threaten disciplinary action you will not or cannot carry out.
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Keep it Confidential Do not discuss the referral of your
employee with others, especially coworkers. Although your
supervisor or manager may be aware of the referral, you must be
cautious about improper disclosure of your employee's personal
information. Do not place information in a personnel file about the
employee's participation in the EAP that can remain there for
others to see. These actions can contribute to the perception that
the EAP is not a safe source of help.
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Info for the EAP: Without written information, the EAP must
rely upon the employee's report of job performance problems, or
recall what you have said about the performance issues at the time
of a telephone consult. When this happens, EAP interviews with an
employee may be less effective because the employee is not
forthcoming about his or her problems.
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Expectations for the EAP After completion of sessions with your
employee, expect the EAP to confirm your employee's attendance and
agreement to follow through with its recommendations. Do not expect
to receive personal information about your employee. If the EAP
does not call you, then you should call the EAP. If the EAP cannot
communicate with you about your employee, the employee may not have
gone to the EAP, or may not have signed a release. Continue to
focus on job performance and act accordingly.
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After the Referral: Monitoring Your Employee's Performance
Monitoring your employee after making a referral to the EAP
reinforces progress in improving performance. It also helps your
employee remain motivated and participate in treatment or
counseling recommended by the EAP. Consider the following steps in
monitoring your employee's progress after making a referral to the
EAP:
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Monitoring Steps Decide upon a date and time to meet and
discuss progress in improving performance. Do not discuss the
employee's personal issues. Arranging several follow-up dates and
times in the future provides a constructive sense of urgency for
your employee to follow through with the EAP's recommendations and
improve performance.
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Monitoring Steps If performance problems return, notify the
EAP. Consider what disciplinary or administrative actions are
appropriate in response to a return to unsatisfactory performance.
Is the general trend toward improvement? Consider the answer to
this question in your decision. Praise your employee for improving
performance, but be mindful of any return of performance
problems.
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EAP dos and donts We can provide the supervisor a letter of
recommendations for the continued improvement of the employees
situation. The employee has to agree to allow info beyond their
coming to sessions and when. EAP does not provide diagnoses EAP
does not make determinations about safety or ability or potential
outcomes.
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Common problems for the EAP Chronic psychological disorders,
lack of motivation, not caring, being recycled in the workforce.
Lack of supervisor ability to ensure outcomes of their actions.
Employee resentment at being referred. Supervisor resentment at
employee not being fixed by EAP. Supervisor resentment at being
responsible for requiring an employee to follow up with
recommendations.
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Dos and Donts for supervisors Dont use EAP as a punishment; Do
focus on performance (behaviors); avoid blaming statements or
repeated discussion of employee problems without telling them how
to be compliant. Avoid being the therapist. Many supervisors focus
on problems rather than solutions (if not this, then what will
work?)
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How best to handle it together? no cancellation/no-show
situations EAP cant reach employee EAP cant reach supervisor No
resources available No resources affordable by employee Chronic
non-compliance by employee Immediate, urgent needs Safety
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What does future hold? Improved coordination of needs
Computerized tracking for HR issues Online assessment Psychological
assessment phone counseling and coaching Online classes Program
solutions via alignment, team building, strategic planning.
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EBCI EAP Resource: Workplace Solutions, LLC.
www.GetWorkplaceSolutions.com Go to Downloads page for all forms
Rich Panther, LCSW 828-497-9180 FAX: 497-5782