Q.   This year has been  difficult for many  employees. None of us has gotten sick with COVID-19, but I have noticed lower levels of excitement among workers about their jobs and less engagement, meaning they aren’t as passionate, innovative, and initiating as they used to be. Is the pandemic to blame?

A. Research recently shared by the American Psychological Association shows that the coronavirus pandemic has played a significant role in reducing employee engagement as you describe it. This is particularly true as it pertains to fear of dying from the disease. Most employees may not voice this fear. Not all employees respond equally or manage this stress in the same way. With regard to your role, research shows that supervisors can play a pivotal role in helping employees cope and stay engaged when they perform as “servant leaders.” When you behave as a servant leader, you will be perceived by your employees as a good listener, a supervisor who shows empathy and awareness, and is persuasive and committed to everyone’s growth, while placing a priority on “everyone coming together,” and pulling through this together as a family or community. Employees who said they had supervisors matching these traits remained more engaged.

                                                                                                                        ^{Source: www.psycnet.apa.org [Search 2020-75403]}

Q.   I have a friend who is also a supervisor. He says it’s the supervisor’s job to help employees to correct performance, not the EAP. My friend also has an alcohol problem. Most of us know it. Could there be a connection between his awareness of an alcohol problem and avoidance?

A.   Your supervisor-colleague may be avoidant of the EAP out of fear of being diagnosed or confronted about his drinking during the process of referring a troubled worker. Supervisors don’t have to worry about their personal problems being confronted or examined by the EAP when making a referral. The EAP focuses only on helping the referred worker. To do otherwise would violate a principle called “client self-determination.” An EAP is voluntary. Its success depends on it being a “program of attraction.” Confronting supervisors as described would harm the EAP, erode trust, and therefore lower its utilization. Risk to the organization would increase.

Q.   What is the definition of reasonable suspicion? How do I know if what I am calling reasonable suspicion will later be upheld by any review or investigation of my role?

A.  Reasonable suspicion is not a hunch and is not pure evidence of probable cause. It is, however, a recognized legal standard of proof and is generally found in all drug-free workplace policies that include a component for referral for drug testing. Reasonable suspicion is always based on specific and articulable (can be clearly expressed in communication) facts. More precisely, reasonable suspicion must be based on specific, contemporaneous, articulable observations concerning the appearance, behavior, speech, or body odors of the employee. With the supervisor’s documentation, rational inferences are drawn from those facts. Although not necessary, it is always a good idea to consider a checklist so all that can be documented is documented. By using a checklist that allows you to consider items you may have overlooked, your documentation is likely to be viewed more favorably if it is ever questioned because it possesses a preponderance of evidence, not just an item or two.

Q.  Should I expect an employee to act offended if they are referred to the EAP? 

A.   Some employees may act offended if referred to the EAP because they believe you are making a declaration of a personal problem, mental illness, or addiction. This reaction is more likely among employees who do not understand the nature of employee assistance programs, have not participated in an orientation to understand the EAP, or do not remember what they were informed of when they did. Although you may have a firm understanding of how to use the EAP in supervision, which directs you to focus solely on performance and avoid the counseling role, the employee may not grasp this principle. To reduce the likelihood of an intractable response, it is helpful to tell your employee that referrals to the EAP by supervisors are based only on the performance issues relevant to your discussion, nothing more. Also stress the confidential nature of the EAP, the non-inclusion of a record of the referral in a personnel file, and nothing about the presenting problem, if any, being given to you.

Q.  I am frustrated with my employee because I have suggested he get help at the EAP for whatever is going on in his life to resolve his attendance issues. Despite my dozen or so recommendations, he hasn’t gone. So, it’s time for me to take disciplinary action, right? 

A.   You have probably noticed that your employee makes short-lived successful attempts at coming in on time after your discussions and pleading. These short-lived improvements usually indicate attempts by the worker to control symptoms of whatever is contributing to tardiness. Consider coordinating with your human resources advisor to discuss offering the employee a firm choice between accepting an EAP referral based on the attendance issues or accepting the appropriate disciplinary measure. The tone of this discussion should be one of concern and support, reinforcing what you see as the value of this worker, and how you are making an accommodation to assist him in correcting the attendance issue. This affirming attitude rather than a punitive one, along with the leverage afforded by the disciplinary action, will create strong urgency to accept the referral. And, it almost always works.

^{Information contained in “The Frontline Supervisor” is for general information purposes only and is not intended to be specific guidance for any particular supervisor or human resource management concern.  For specific guidance on handling individual employee problems, consult with your Employee Assistance Professional.   ©2020  DFA Publishing & Consulting, LLC.}

Q.  Many supervisors with whom I have spoken have yet to make a referral of an employee to the EAP. I believe many see the EAP only as a source of help for troubled workers. What are they not fully understanding about the EAP and what it can do?

A.  EAPs are often viewed mistakenly as programs that only address personal problems. Principles that govern the establishment of EAPs allow for much more. In fact, “confidential and timely problem identification/assessment services” for employees is the third such element in what is referred to as EAP “core technology” principles. Preceding it is “consultation with, training of, and assistance to work organization leadership (managers, supervisors, and union officials) seeking to manage troubled employees, enhance the work environment, and improve employee job performance.” That’s a lot to consider! And this is item #1 in defining EAPs. Supervisors should consider how EAPs can help them be better managers, help workers improve performance, and help resolve “people problems.” Studies often show that poor workplace communication is every organization’s key productivity roadblock. EAPs can train on this topic, and consultation with EAPs is always confidential. Other issues may include stress management education, a multitude of wellness topics, increasing emotional intelligence, conflict resolution, tips for motivating workers, and dozens of other productivity improvement topics that can help supervisors.

Q.  The political environment this election season is very contentious. My employees talk constantly about it, and it gets a bit testy. I don’t mind political discussions; uncivil behavior, I can’t tolerate. Do you have tips for how I can help discussions remain civil

A.  Let your employees know how much you value workplace harmony and positive relationships between workers and that you will act to maintain these aspects of the workplace for everyone’s benefit. The most important resource is your own modeling. If you actively avoid political conversations, it will be recognized and modeled by others. Most employees naturally conform to behaviors that they perceive the management values. Intervene as appropriate, like you would with any offensive and disruptive behavior. Many supervisors believe free speech rights prevent them from prohibiting disruptive political discussions at work. This is generally not correct for private employers, but do always consult with an HR advisor to clarify what actions or recommendations, if any, they want you to follow.

Q.   What are some of the problems I can expect with my employees who have become tele-workers or remote workers?

A.   Some research shows that the most common complaint of remote workers is isolation. The inability to engage coworkers in a way that allows an accurate perception of the collective mindset of the workgroup is a stressor. Group video technology may be a solution to this problem by helping workers feel more cohesive and mutually understood. The need to experience “what everyone is thinking and feeling” is valuable for worker mental health and productivity. “Presenteeism” (working while sick) or feeling compelled to put in too many hours is an additional problem. Most remote employees understand the “net positive” aspects of their position and working longer hours (not necessarily a good thing in the long run) is perceived to avoid others’ doubts about their role or contribution. The EAP should be a top-of-mind resource for remote workers and promoted frequently to them so they can easily consider it when needed. And supervisors should consider productivity issues as reasons to suggest use of the EAP just as they would in a non-remote work setting.

^{Source: www.onlinelibrary.wiley.com [search “teleworking stress”]}

Q.  My employee was very upset about a disciplinary action. I worried he was going to sue me. I recommended, in a very supportive way, that he visit the EAP. I based the recommendation only on how upset he was and assured him that the EAP would be a completely objective listener. Following the meeting with the EAP, he apologized!

A.   Recommending your employee go to the EAP was a smart move. Doing so in the heat of anger may not have been easy, but your supportive approach was likely key to a receptive response. Lawsuits that are publicized — and the greater percentage of them that are settled out of court in undisclosed agreements — cost companies untold millions of dollars. The ability of an employee to vent to an empathetic listener whose only goal is to help restore the employee to fuller functioning and emotional wellness may well be one of the most cost-beneficial aspects of well-established, traditional employee assistance programming. Did the EAP help prevent an emotionally charged employment claim against the company? Very possibly.

Q.  Without an EAP, employers can tolerate troubled employees or eventually terminate them when problems grow more severe. The EAP offers a third option. I understand this point. However, employees have always had the ability to seek help on their own, right? So, what changes with an EAP in place?

A.  Several dynamics are in play when establishing an EAP. 1) Employees have easier access to help without having to explore and research other sources that may not fit their problem. 2) An EAP is therefore a “pre-treatment” to discover the best solution path for the presenting problem. 3) EAPs know when to suggest better communication with the employer to improve the situation. They’ll recommend an employee (voluntarily) sign a release, if needed, to provide limited information validating EAP participation and follow-through with the program’s recommendations, particularly when performance issues are severe enough that job loss could become a concern. 4) EAPs work with the employee’s needs and the employer’s needs in mind. These are only a few of the positive EAP dynamics that make all the difference in salvaging workers and protecting the bottom line.

^{Information contained in “The Frontline Supervisor” is for general information purposes only and is not intended to be specific guidance for any supervisor or human resource management concern.  For specific guidance on handling individual employee problems, consult with your Employee Assistance Professional.   ©2020  DFA Publishing & Consulting, LLC.}