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EAP as a Supervisor’s Resource

EAP as a Supervisor’s Resource. Employee Assistance Program. Overall Goals of EAP. Demonstrates employer concern for employees Reduces obstacles which prevent people from getting help and encourages early assistance before the problem worsens Reduces the cost of personal problems at work

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EAP as a Supervisor’s Resource

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  1. EAP as a Supervisor’sResource Employee Assistance Program

  2. Overall Goals of EAP • Demonstrates employer concern for employees • Reduces obstacles which prevent people from getting help and encourages early assistance before the problem worsens • Reduces the cost of personal problems at work • Offers early intervention

  3. EAP is … A confidential assessment, brief counseling and referral service to all employees and their family members. The EAP is designed to assist in the identification of any personal problem that may be affecting you, your family or your job.

  4. Key Points • Voluntary • Private • No cost to client • Confidential • Not treatment

  5. Types of Referrals Self – 85%, Other 5% • The employee contacts the EAPwithout being referred by the supervisor • Performance problems may or may not exist

  6. Types of Referrals Supervisor Referral- 10% The employee is referred by the supervisor based upon documented job performance problem(s). NOTE: If the supervisor does not contact the EAP, the EA professional relies upon theemployee’s report.

  7. A Resource for the Supervisor • Consultation with the EAP counselor • Supervisory Referral

  8. Supervisor Referral • Informal • Formal

  9. Benefits to the Supervisor • An alternative to tolerating poor performance or taking an adverse action • Eliminates need to get “involved” in the personal problem of the employee • Permits manager to focus on performance • EAP can offer supervision tips

  10. Troubled Employee Definition: An employee whose personalproblems adversely affect job performance. Typically, 12–18% of employees in an organization experience personal problems that interfere with job performanceto some degree.

  11. Managing Troubled Employees DO: • Observe all employees regularly • Document any and all performance problems • Intervene when you notice any performance deficiencies • Refer to EAP early and at every step of warning process • Communicate concern and value of employee • Remain focused on job performance issues • Formulate specific plans for improvement with consequences • Call EAP for consultation • Follow all human resource policies

  12. Managing Troubled Employees Do Not • Diagnose the employee’s problem • Pry into an employee’s personal life or give advice – stay job-focused • Accept excuses for performance issues • Ignore a performance/attendance problem • Use EAP as a “last ditch effort” • Wait until the employee’s job is in jeopardy • Take responsibility for solving the employee’s problem • Share information with co-workers • Refer based on office grapevine

  13. Observing Job Performance • Be alert to decline or changes in job performance, especially with those who have histories of good performance. • Ask what is causing the job performance problem: • If personal, remind employee of EAP — don’t discuss the problem. • If not personal, address the relevant workplace issues.

  14. Possible Signs & Symptoms of Declining Job Performance • Absenteeism • On-the-Job Absenteeism • Difficulty Concentrating • Confusion • Erratic Work Pattern • Lowered Job Efficiency • Friction with other Employees • Unusual Behavior • High Accident Rate

  15. Referral: Key Principles • Let the employee know that you will not discuss the referral with coworkers • Remind the employee that attending the EAP cannot interfere with his or her job security or promotional opportunities • Let the employee know you have spoken with the EAP already • Tell the employee that you are making a supervisor referral to the EAP based upon ongoing job performance problems • Reference documentation and pastdiscussions • Appear supportive • Remind the employee that the EAP is confidential — no confidential details will be given to you

  16. Supervisor Referral Tips • Call the EAP and/or provide written information regarding the nature of job performance problems prior to referral • Refer early, when job performance problems emerge • Call the EAP if the EA professional does not call you after referral • Don’t ignore a developing problem

  17. Barriers to Supervisor Taking Action • Betrayal of Employee • Protecting a “Good” Worker • Admitting Failure • Misconception about Personal Problems • View of EAP as a Stigma • Fear of Offending Employee • Viewing Referral as a Severe Step

  18. For more information, contact… Employee Assistance Program Elizabeth Robinson, Managerrobinson@nso.uchc.eduor call 860-679-2877Ct toll free: 800-852-4392

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