Q.   Everyone seems to know that money is not the best long-term motivator of employee productivity in the workplace. What is?

A.  It is usually the case that factors reinforce each other or compound their influence to motivate workers. In other words, no single motivational factor alone is likely to work in isolation very long. Research consistently points to having a good manager, feeling like one is making a difference, doing something good for others, and personal growth opportunities as strong influencers, but the factor that is consistently highest is peer motivation or influence. Having a positive workplace with opportunities that incorporate peer influence in shaping motivation can yield good results in maximizing performance. But be cautious; allowing this motivational factor to become part of your work culture without considering all the other important factors that influence motivation will yield poor returns.

Q.  My employee is late to work quite often, but I am helping him with ideas and suggestions, hoping to put an end to this practice. I know that lateness can be caused by personal problems, so how long should I offer this help before making a referral to the EAP?

A.  Make a referral to the EAP now. Presumably you had urged your employee to come to work on time before you started offering tips. So, it is time for your employee to use the available resources. You can still offer tips for getting to work on time, and there is nothing wrong with doing so. However, recommending the EAP now and then making a formal referral later if needed is the fastest route to resolving this problem. Chronic attendance problems are often associated with lack of enthusiasm, not severe personal problems. And it is the EAP that can most quickly identify either of these issues.

Q.  I am a new supervisor for the first time ever. I am not well-versed in the subject of “supervisory skills.” Can you recommend important tips I should follow? I do not have time to read a bunch of books.

A.  Here are a few tips to get you started, but they are not a substitute for more education. Be sure you know what your job entails and the performance expectations your manager and her/his manager have for you. Ask for a week to shadow a seasoned supervisor who is in good standing with your organization. This will allow you to model priorities, communication, and leadership style. Think about who can mentor you later when the going gets tough. Take time now to read company policies, the handbook, and the performance review system so later you are not caught off guard by violations, either employees’ or your own. Use the Employee Assistance Program when conflicts arise and you need a listening ear or input. Your relationship with the EAP will also be confidential, like it is for any employee. Know who and where the experts in your organization are located, and create an easily accessible list of these individuals.

Q.  Why is it important for supervisors to understand “psychological safety” in the workplace? Is this just a passing fad? Isn’t it a new burden for supervisors and a way of taking too much care of employees when it comes to their happiness and well-being?

A.   A psychologically safe workplace is another way to describe a work climate that encourages employees to be vulnerable and authentic, present their talents and abilities, and do so without fear of disapproval from managers or peers. There is a business case for psychological safety in the workplace as a tool that produces a positive influence on the bottom line. From a supervisory perspective, one key practice in promoting a psychologically safe workplace is to continually notice what appears to inhibit employees from sharing their ideas, notions, and concepts for improvement and change regarding products, services, and systems. This could be almost any tangible or intangible obstacle, from physical barriers in an office to employee meetings and coworker behaviors that discourage creative expression. It can also be your own lack of modeling risk-taking behaviors or failure to make psychological safety a tradition in your work unit that is continually reinforced by what you say and do.

Q.  Can the EAP work with an employee who is having trouble as a proper “work culture fit” in our organization? Although hired with great expectations, things aren’t working out so well. We believe this employee will eventually leave because of not being in tune with our workplace values and style of work.

A.  Employers are often concerned about work culture fit in hiring. There is a good rationale for desiring employees whose temperament complements that of the organization. However, when work culture fit does not appear after hire, working with the EAP may help discover whether issues of concern are symptoms of treatable conditions resolvable with counseling or coaching. Work culture fit in many organizations is not well defined, and it can be a reason for loss of valuable talent. Many job interviews help identify employees who are adaptable, articulate, and able to persevere or show high energy, confidence, and passion for the products or services offered by the organization. If evidence of these attributes diminishes later, could an underlying problem exist that the EAP can help resolve? An assessment is the way to find out. Turnover is costly and disruptive, so it is a smart move to discuss your employee’s performance issues and hope for an equitable solution that prevents loss of the worker.

^{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.   ©2019 DFA Publishing & Consulting, LLC.}

Q.   I have an employee with behavioral issues. I have not made a formal EAP referral because I fear he will quit if I do. He can go anywhere, and I can’t afford to lose him. Employees sometimes complain about his behavior and attitude, but I can see they have also adapted. Should I still take some action?

A.  Consult with the EAP to change this status quo. Left unchanged, you risk an eventual crisis or disruptive event from this situation growing worse. Effects on coworkers and yourself are likely far reaching. This troubled employee has lost the trust of his peers, and this adversely affects workplace communication. Reduced cooperation negatively affects innovation, outputs, outcomes, and productivity. Teams also make suboptimum decisions when they are not working well together. Your performance is also affected because your leadership will be devalued by your subordinates for your failure to act. Trust in your abilities erodes. Rumors spread. And your reputation suffers with upper management. To cope, you may begin thinking about quitting, thereby harming your career. Likewise, you are likely to lose income opportunities because of management deciding that you can’t lead properly. The EAP is your first stop for help in developing a referral plan.

Q.   I am referring my employee to the EAP. He is very cooperative and anxious to see the EA professional. I am impressed that he is so open about his problems with cocaine. With such motivation, should I still send documentation about his performance issues?

A.   Yes, pass along information related to job performance to the EAP. Your employee should also possess the same information. Also, phone the EAP to discuss the referral, if practical, because there are typically nuances associated with any troubled employee’s communication and relationship style that are easier to understand when discussed. Note that employees with illicit drug addiction problems survive by lying and manipulation. It is part of the lifestyle. Your employee may be sincere; however, addicts are fearful of giving up drug use, and statements or behaviors that appear sincere are frequently deceptions. Your employee may only be planning the next step of evading treatment. All of this is quite normal, and the addiction treatment community is aware of these behaviors. Treatment can work, even for the most deceptive addict, because a combination of unabated real-life consequences and accurate information about addiction treatment and recovery combine to produce an individual truly dedicated to recovery and sobriety.

Q.   We have an employee who is on the autism spectrum. He’s a great worker and we have accommodated some of his needs, like ensuring that the office has less noise and no fluorescent light. Is the EAP able to address the needs of special workers like this person, who may have mental health counseling needs like other employees?

A.   EAPs are able to work with any employee referred to them by self- or supervisor referral and will seek ways to communicate and engage so a client’s needs are met in the EAP interview. EAPs do not claim to have specialized knowledge about every problem brought to them. However, using the EAP as a starting point offers tremendous advantages no matter what the problem might be. These include: 1) a free and confidential interview by a professionally trained listener who is committed to step of treatment or resource referral; 2) an experienced person with expert knowledge about community and counseling resources; 3) a professional who is willing to expend the effort, no matter how rigorous, in locating the proper referral source; and 4) follow-ups to ensure the proper help was received and any roadblocks are overcome in the EAP client successfully engaging with that help.

Q.  Is it helpful for supervisors to discuss their personal problems with subordinates as a way of appearing more “human” and building rapport? The idea seems sound because showing oneself to be vulnerable allows employees to feel more at ease, right? 

A.  Management and supervisory skill development authors have debated the merits of supervisors sharing personal information with subordinates, and in particular, information related to personal problems or shortcomings. Employees may feel more at ease with such supervisors, but research does not show this translates to increased productivity. In fact, participating in this type of relationship can undermine the employment dynamic, which naturally includes a healthy sense of urgency to focus on one’s essential job functions with due regard to the manager to whom one is accountable. When supervisors have personal problems, the best source of support and focused help is, of course, the EAP. Build rapport with employees by identifying needs, developing their talents, and helping them find meaning in their jobs. www.sciencedirect.com [keywords search: “self-disclosing weaknesses”].

Q.   I am a new supervisor. I have never had training, and I can tell that this new position will be me learning everything the hard way. I bought a few books and I found some courses online, but what will be the most likely mistakes I will make? If I know what they are, perhaps I will make fewer. 

A.   Most managers learn by doing and by the mistakes they make. But there are important things to remember: 1) Keep employees informed, let them know what the intentions are for the work unit, and do what you say you are going to do; 2) Keep information flowing. Workplace communication is the number one complaint of employees and managers alike. You can’t overstate its importance; 3) Put more time into knowing and engaging with your employees than remaining busy in your office; 4) Use your expertise to solve group problems, not to show how much you know. Develop your employees as the experts; 5) Don’t seek acceptance by becoming friends with employees but by having effective workplace relationships; 6) Learn the art of feedback and timely praise and how to make it meaningful, and create change with it; and 7) Consult with mentors on any of the above, and use the EAP when the going gets tough.

^{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.   ©2019 DFA Publishing & Consulting, LLC.}