Supervisory Training

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Supervisory Training

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Training Objectives

• Understand EAP concepts.
• Identify the role of the Manager/Supervisor in
  the referral process.
• Provide tools to aid in handling persistent
  performance problems.

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What is an EAP?

• Employee Assistance Program
• Assessment, short-term problem solving assistance
  and referral for a wide range of work and
  personal concerns
• Work-based program to help employees feel better
  about themselves and function better at their
  jobs

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What types of concerns are handled by the EAP?

• Family and Marital
• Relational
• Emotional
• Substance Abuse
• Stress
• Financial and Legal

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Additional Benefits Financial

• Credit Counseling
• Debt management/consolidation
• Budgeting
• Lease/purchase issues
• Tax planning/preparation
• Retirement/Estate Planning
• College Funding

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Additional Benefits Legal

• Civil/Consumer Issues
• Domestic/Family
• Real Estate
• Landlord/Tenant
• Motor Vehicle
• Criminal Matters
• Business Legal Services
• Estate Planning and Elder law
• IRS Matters

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How do I Contact the EAP?

• Simply dial 1-800-327-7272
• Offer appointment within 48-72 hours
• 24/7 crisis availability

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What happens at an EAP appointment?

• Support
• Problem Solve
• Referral, if appropriate

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Who can use the EAP?

• Employees
• Spouses
• Dependent family members

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What about my privacy?

• Confidentiality is foundation of EAP
• Exception in extreme situations, such as risk or
  suicide or homicide or when employee provides
  consent

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Additional Benefits Home Safe Program

• Reimbursement for cab fare while under the
  influence, up to 3 times a year.

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Additional Benefits Partners On-Line

• Parenting
• Aging
• Balancing
• Thriving
• Working
• Living
• Web Address Lytleeap.com
• Password washjeff

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Why Have an EAP?

• At one time or another, most of us will
  experience a significant personal problem.
• Current divorce rate is 50.
• 35 million Americans (more than 16 of the
  population) suffer from depression severe enough
  to warrant treatment.
• 19.1 million Americans (13 of 18-54 year-olds)
  suffer from anxiety disorders.

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Why Have an EAP?

• In 2004 there were 30,622 suicides.
• 2008 saw over 4,000 bankruptcies a day.
• Each substance abuser ( 1 in 10) affects at least
  5 people.
• A 2006 study found that 14.8 million Americans
  used marijuana in the past month.

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Cost to the Workplace

• A typical employee experiencing problems with
  alcohol or drug use
• Is late 3x more often
• Requests time off 2.2x more often
• Has 25x as many absences of 8 days or more
• Uses 3x the normal level of sick benefits
• Employees with depression cost employers 44
  billion per year in lost productivity time.
• According to the NIOSH nonfatal workplace
  assaults result in more than 876,000 lost
  workdays and 16 million in lost wages.

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Multi-Generational Workforce

• Four different generations in one workplace
• Matures
• Hard working, discipline, distrust change, loyal
• Baby Boomers
• Live to Work, educated, personal gratification
• Generation X
• Work to Live, thrive on creativity,
  technologically savvy
• New Millenials
• Work on own terms, expect feedback and respect

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How the EAP Service Can Help

• Assist supervisors in the early identification of
  employees whose personal problems affect job
  performance before there are more serious
  consequences.
• Assist supervisors in learning how to motivate
  employees to receive help by using leverage
  needed to bring employees job performance up to
  acceptable levels.
• Minimize supervisors feelings of helplessness
  with the troubled employee.

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EAP is An Enhancement

• The EAP does not take the place of any existing
  policy and procedures
• The EAP does not take the place of the Human
  Resources Department
• EAP is partner
• EAP is an enhancement to the organization

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Confidentiality

• No information regarding problems will be
  transmitted without expressed written permission
  of the employee.
• Supervisors are bound by the laws of
  confidentiality.
• Client records are the property of Lytle EAP
  Partners and remain at Lytle headquarters.

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Confidentiality

• With the employees consent, the only information
  a supervisor will receive is

• Was the initial appointment made?
• Is the employee continuing with his/her
  appointments?
• Is the employee following recommendations?
• Any work related information, such as
  restrictions.

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Referral Options

• Self Referral
• Informal Referral
• Formal Referral

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Five-Step Referral Process

• 1. Observe
• 2. Document
• 3. Consult
• 4. Refer
• 5. Follow up

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Observing Poor Job Performance

• Attendance and availability
• Quality of work
• Attitude and conduct

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Observing Poor Job Performance

• Attendance and availability issues

• Absent without leave
• Absent Mondays, Fridays, day after payday
• Elaborate, improbable reasons for absences
• Others calling in sick for the employee
• Excessive use of sick leave
• Excessive tardiness
• Presenteeism
• Long lunches, leaving early, time away from
  workspace,

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Observing Poor Job Performance

• Quality of work issues

• Missed deadlines
• Errors due to inattention or poor judgment
• Irregular work pace highs lows
• Complaints from outside the workplace
• Confusion and increased difficulty handling
  assignments

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Observing Poor Job Performance

• Attitude and conduct issues

• Overreacting to real or imagined criticism
• Refusal to follow instructions of supervisor
• Blaming others for circumstances
• Excessive use of phone for personal business
• Deterioration of personal hygiene
• Smelling like alcohol or other drug
• Reporting to work in other than normal condition

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Document

• Be detailed, concise, and specific.
• Avoid subjective language.
• Document incidents that are related to behavior
  on the job.
• Document positive information as well.
• Maintain confidentiality.

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Consult with EAP

• Share reasons for referral and determine if
  referral is appropriate.
• Discuss job performance issues and
  recommendations.
• Discuss game plan and possible snags.
• Contact Human Resources.

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Preparation for Referral

• What to bring to the meeting

• All documentation
• Job performance standards
• Memo including time frame and recommendation for
  improvement, follow-up schedule, EAP referral,
  and what next step in the corrective action plan
  is
• EAP card or brochure

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Preparation for Referral

• Ensure privacy of meeting.
• Be consistent and fair in your planning.
• Remember that without professional help, personal
  concerns usually get worse.
• Predict how it will go.

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Referral Tips

• Express concern.
• Accept no excuses.
• Dont moralize or diagnose.
• Ask why job performance has changed, but avoid
  getting personal.
• Emphasize confidentiality.
• Stick to what you document.
• Set a clear action plan.
• Refer to EAP.

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Follow up

• Assist in re-adjustment to work environment.
• Continue to document performance.
• Maintain contact with the EAP.
• Provide support.

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Benefits

• Identified and faced a problem.
• Handled it with clarity and compassion.
• Fulfilled your responsibilities to your
  organization and yourself.
• Brought the conflict to a responsible and timely
  conclusion.