Managers Guide for Troubled Employees

1
Managers Guide for Troubled Employees

• The Human Factor is the most challenging piece of
  the supervisory role and function.
• Concern EAP is a confidential and professional
  resource for supervisors to help troubled
  employees and to manage workplace performance
  problems.
• It is a valuable option in the range of
  management responses to behavioral and/or
  performance issues in the workplace.
• Concern parallels a corrective action as a
  benefit, not a punishment.

2
Concern can help to.

• Decrease absenteeism
• Decrease turnover
• Increase productivity
• Restore and retain valuable employees

3
Concern can help.

• Employees and their families identify and begin
  resolving personal problems.
• Supervisors to constructively address performance
  issues, maintain productivity, and retain
  valuable employees.

4
The EAP is confidential

• Concern protects the privacy of all participants
  according to state and federal regulations
  (HIPAA, Ohio codes).
• No information is released without prior written
  consent of the client .
• Supervisors must maintain the confidentiality of
  employee meetings and outcomes, and include no
  information about EAP participation in the
  employee files.

5
The EAP is a Healthcare Benefit and Educational
Resource

• The employer has pre-paid for EAP benefits for
  employees and their family members, so there is
  no cost to employees for Concern services.

6
The Value of EAP in Health and Productivity
Management

• Quality care (licensed professionals)
• Prevention and wellness
• Solution-focused problem-solving
• Support and Direction
• Reduction of stress
• Maintain productivity
• Follow-up support.

7
Concern Referrals

• Self-referrals
• Informal referrals
• Formal Management Referrals
• Mandatory Referrals

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Self-referral (voluntary)

• 95 of employee clients seek assistance on their
  own and contact the EAP directly and
  confidentially.

9
Informal Referral (voluntary)

• If an employee comes to you for advice, remind
  them of the free and confidential assistance
  available through Concern.
• Supervisors can show support and encouragement by
  providing EAP brochures and information.

10
Formal Management Referrals (voluntary)

• Performanced-based.
• Made in response to a policy violation and /or
  pattern of deterioration in workplace performance
  or behavior.
• Often used in conjunction with a corrective
  action or disciplinary process.
• Involves consultation with an EAP specialist and
  Human Resources representative.
• Helps prevent workplace problems from becoming
  more serious.
• Employee signs a release of information allowing
  the EAP to report back on their attendance,
  compliance with treatment recommendations, and
  cooperation with plans for improvement.

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Mandatory Referrals (required)

• Based on serious impairment of workplace
  functioning, the safety of the employee and/or
  coworkers, last chance agreements, and/or
  critical policy violations (employee is subject
  to special DFWP, DOT, or fitness-for-duty
  policies).

12
Workplace problems can occur in the following
areas

• Attendance
• Dependability
• Attitude
• Productivity
• Physical appearance

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Possible performance changes

• Erratic and/or unreliable quality and quantity of
  work
• Safety concerns
• Missed deadlines
• Policy violations
• Acceptance of supervision
• A T problems
• Errors in judgment
• Deteriorated relationships with co-workers
• Disruptive behavior
• Distractibility
• Atypical hostility/aggression or withdrawal

14
The roots of workplace problems are most often
found in personal problems such as

• Marital and family conflict
• Separation/divorce
• Illness or death in family
• Grief and loss
• Parenting problems
• Alcohol/drug abuse
• Depression or anxiety
• Traumatic events

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Stress !

• Distress from these life management problems can
  be severe.
• Stress often has a spill-over effect in the
  workplace because it is carried from home to work
  and back again like a giant weight.

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Effective Supervisory Intervention

• Observation of employee work habits and behavior
• Documentation of observable and verifiable facts
  of performance
• Preparation - consult with EAP specialist for
  appropriate confrontation, discuss the
  intervention with the Human Resources
  representative
• Intervention meet privately with the employee,
  focus on workplace issues only, maintain
  professional stance by not discussing personal
  problems, be specific and clear regarding
  performance problems and expectations, make the
  referral to the EAP
• Follow-up continue to document your concerns
  and meet again with the employee to provide
  feedback, both positive and negative

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Five distinct messages to convey during the
Intervention

• Non-judgmental atmosphere of concern and
  direction.
• Scope of the problem and its impact on the
  workplace.
• Specific improvements needed and the consequences
  of no improvement.
• Appropriate time-line for improvements.
• Intention to continue monitoring performance.

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Organizational Support

• Acting as liaisons, EAP specialists provide
  personalized information to supervisors on how to
  appropriately address problematic behaviors and
  how to encourage employees to use the EAP for
  help with personal problems.
• As management consultants and coaches, we provide
  resources and guidance for leaders in managing
  the daily personal and organizational challenges.
• Concern works to support organizational and
  employee health, safety, and productivity.

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Some Thoughts on Leadership

• Research has proven that the more honor and
  respect we show others, the more influence we
  have within the work group.
• Trustworthiness has been identified as the most
  valued management trait.
• Trust is the key to quality and teamwork.

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Six Conditions of Workplace Trust

• Shared Credit
• Acceptance
• Shared Commitment
• Valued Opinions
• Reasonable Expectations
• Willingness to Help

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What Makes a Good Leader?

• An Abundance Mentality (theres plenty for
  everyone).
• Shared responsibilities and shared recognition.
• Patience it comes naturally if everyone stays
  focused on the commitment to shared goals and
  reasonable expectations.
• Integrity (the value we place on ourselves)
• Keep your promises and be sure your actions
  match your words.
• Teachableness - learn from each other, value all
  opinions, and be willing to help.

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What Makes a Good Leader?

• Acceptance respect for all while learning to
  work with the differences among people instead of
  against them.
• Consistency (leading with values and a personal
  code of conduct and respect).
• Leading with a style on which people can rely
  because predictability is the cornerstone of
  trust.
• Maturity (a balance of courage and
  consideration).
• The courage to express your beliefs while having
  consideration for the beliefs of others.

23
Thank You for Your Time

• Please feel free to contact us at any time for
  more information.
• Canton 330.489.1415
• Akron 330.644.7747
• Michele Morgart, Ph.D.
• Manager
• Psychological Services
• Concern EAP
• Mercy Medical Center