|
My employee is in
treatment following a positive drug test. Should I ask the employee how
the treatment is going? It is no secret, as everybody knows about the
situation. My obvious interest might help keep the employee motivated. |
Your employee’s
participation in and cooperation with a treatment program following a
positive drug test is something that will be verified and communicated
to you. If “asking how things are going” means eliciting more in-depth
information about the treatment, you should avoid doing so. The
employee will discuss his or her treatment with the EAP, but that
information will remain confidential. You may have a strong desire to
know more, but unless your employee volunteers this information, do not
inquire. Gaining self-awareness, feeling well, and achieving new
insights make recovery exciting. Your employee may share this
excitement with you, but don’t push for it. Remember, an employee in
recovery may appear highly motivated, but this does not equate to
cooperation in treatment. To help your employee remain motivated, rely
upon feedback from the EAP and your own monitoring of the employee’s
performance during the coming year. |
|
How do EAPs help
supervisors not get involved in the emotional aspects of the personal
problems that their employees often face? |
When employees
share
their personal problems with their supervisors, it can be tempting for
supervisors to involve themselves in the discovery of resolutions. Many
supervisors in companies without EAPs entangle themselves in the
personal problems of employees, and if problems are difficult and
chronic, this can become a burdensome task. But it doesn’t end there.
It takes an emotional toll. Concerned supervisors with strong emotional
ties to their employees may empathize too deeply, adding to their own
stress. This can increase enabling behaviors even as performance
deteriorates. EAPs can relieve supervisors of this burden. Supervisors
are then free to detach so that they can manage performance while
allowing EA professionals to do the helping. |
|
My employee takes
frequent and unexpected time off during the year to take care of four
young children. It’s tough, and I feel sorry for this person, but I
don’t see how the EAP can help. The employee obviously needs support at
home. I don’t think there is anything else going on. |
To you, this
problem
appears straightforward. However, it is almost always the case that new
information, which the supervisor is not privy to knowing, is learned
about during an EAP assessment. This is where the solution often lies.
Although there is no way to measure it, let’s simply say that
supervisors may never get more than 80 percent of the true story or
scope of the issues involved. The rest is learned in a confidential
meeting with the EAP. Your employee must weigh how much to share with
you about the problem he or she faces, while trying to ensure that you
continue to see him or her in the best possible light. This means
withholding information or aspects of the problem that do not serve this
purpose. This is why you should never assume that the EAP can’t help an
employee. The bottom line is that many other issues may exist. |
|
Many supervisors
don’t have formal training in conflict resolutions, so is it a skill
that is too complex for them to perform successfully? When two
employees are in conflict, should the EAP handle it? Is there a formula
for conflict resolution? |
Even if
supervisors
don’t have formal
training in conflict resolution, they can facilitate acceptable outcomes
to conflicts. It can be helpful to get specific training, get coaching
from organizational experts, or simply read about conflict resolution.
Regardless, every supervisor should learn the basics of conflict
resolution. Employees in conflict must be tasked with the
responsibility of resolving their differences. Supervisors should not
own the conflict even if they do help facilitate resolution. Don’t
accept the resultant status quo if conflict resolution does not
initially appear successful. It is never acceptable for two employees
to remain in conflict or for the work unit to suffer consequences.
Approaches to conflict resolution include 1) acknowledging that a
conflict exists; 2) allowing employees to air feelings in an open and
nonjudgmental setting; 3) getting agreement on the nature of the
conflict and what it entails; 4) discussing needs instead of arguing
about solutions; 5) working to find common ground; and 6) formulating
solutions, following up, and having an intervention strategy in case
things turn sour in the future. |
|
Some managers
have inadequate communication skills. They may not communicate enough;
may not give good feedback or facilitate discussions very well; and may
be too aggressive, vague, or overly critical. How can supervisors
identify and resolve these types of issues? |
Supervisors need
feedback
before they can identify gaps in their supervisory and interpersonal
skills. A survey is one way to go, but asking employees directly as you
interact with them is ideal. It takes a strong supervisor to be this
open, but the enhancement of morale that comes with being this
accessible is worth it. Simply discover your supervisory strengths and
limitations one conversation at a time. Start by asking employees if
they are getting the right amount of supervision from you and if it
matches their expectations. Once balancing that need is met, discuss
the following issues over the course of the year; how clearly you
communicate; how well you clarify issues; whether you ask for opinions
and input from subordinates, demonstrate respect, hold subordinates
accountable, delegate fairly, create opportunities, make yourself
available to discuss issues and problems, demonstrate fairness, and how
well you recognize, praise, and inspire employees. |
|
