EAP seminar

1. EAP seminar Who, What, Why and When to use it Rich Panther, LCSW Workplace Solutions, LLC.

2. 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.

3. 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?

4. 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.

5. 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 employee’s behavior.

6. 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.

7. 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.

8. EAP Basics • EAPs are confidential. . . The identities of EAP participants are protected by confidentiality laws and by the EBCI’s 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.

9. 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.

10. 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.

11. 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.

12. 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

13. 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.

14. 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 don’t always know in advance of the need.

15. What are we looking for? • Causes for the performance issues identified • Approaches to remedy the causes • The EAP looks at all aspects of the person’s functioning, not just on the job, and not just the reason for referral. • Possible reasons for the employee’s problems: • Emotional • Educational • Situational • Motivational • Physical

16. 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.

17. 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.

18. 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.

19. 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”.

20. 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.

21. Referral Sequence • Supervisory form completed thoroughly (details needed) especially, what needs to be different. • Call or faxed to our office number. • Additional info obtained via this phone call and/ or EAP coordinator contacts the referring supervisor for information. • Appt is scheduled either by supervisor or by having the employee call us for appt. • Employee completes number of sessions • Recommendation letter to supervisor

23. 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.

24. 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

25. 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.

26. Supervisor Do’s and Don’ts • 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.

27. 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?

28. 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."

29. 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.

30. 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.

31. 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

32. 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.

33. 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.

34. 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.

35. 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.

36. 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.

37. 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.

38. 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.

39. 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.

40. 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.

41. 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.

42. 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.

43. 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.

44. 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.

45. 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.

46. 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.

47. 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:

48. 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.

49. 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.

50. EAP do’s and don’ts • We can provide the supervisor a letter of recommendations for the continued improvement of the employee’s 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.