Frontline Supervisor

This is an ongoing content series on the current EAN website. We have set it up again here so you can continue to use it (if you like.)

February 2025

February 3, 2025

Q. I read that employees aged 30-39 experience the highest levels of stress. Why is this the case? What is the best thing I can do as a supervisor to help beyond referring to the EAP?

A. Employees aged 30-39 have historically faced the most stress dealing with financial pressures, such as mortgages, student loan debt, and family expenses. This is not new, but inflationary pressures have added to this stress with the cost of living far beyond what their parents experienced 35-40 years ago (e.g., a dozen eggs were 85-90 cents in 1985, but today average $6.30). Regarding burnout, 82% of the workforce is currently at risk for this occupational hazard, according to Forbes. The best thing that you can do is provide a safe space where you can meet with your employee to discuss stress if you believe you are spotting symptoms. A simple conversation may have a significant uplifting impact, but consider workload, flexible work hours, encouraging time off, delegating, and examining whether skills or a shortage of skills adds to the stress crisis. Source: forbes.com (Find with Google search using “82%workforce at risk) .

Q. My employee is supposed to be at work at 8 a.m. but is consistently 20 minutes late, despite my harping on him. Should I give a 10-minute window or stick to the 8 a.m. time as non-negotiable? This seems to be an age-old discussion, and I have never heard the best answer.

A. The answer depends on company culture, impact on the team, and disruption caused by not being punctual. There are dozens of reasons employees may not make it to work on time, and sometimes they combine with compounding effect. Some employees may be late because they are simply unmotivated and unengaged. Others may be clinically depressed with childcare issues while also impeded by traffic congestion. This is the classic situation where a formal EAP referral can help identify what causes lateness so the underlying problem can be addressed. A more direct answer to your question is to stick to the 8 a.m. time, making it non-negotiable, because it helps support consistency and fairness. For example, a grace period will be noticed by coworkers, potentially leading to complaints or requests for similar allowances

Q. I want to be objective when evaluating employees, even with those troubled employees I manage. I admit that a likeable personality sometimes inhibits my ability to be more critical in performance evaluations. How do I avoid this bias?

A. To be more objective, especially when you have a favorable opinion of your employee’s personality, requires objective measures so you ensurefairness. Assuming you have a well-worked performance evaluation process, consider the following to help put your personal feelings aside. Most supervisors who experience your bias are not keeping accurate accounts of achievements and concerns regarding performance. When evaluation time arrives, it becomes more difficult to recall performance over the past year accurately. Being non-specific in your criticism won’t help. It’s essential to quantify performance, for example, saying, “In August this past year, there were three instances when team members complained that you missed deadlines.” Admittedly, this takes effort if you are a busy supervisor. Also, it sounds simple, but being aware of this bias can be its own check to help ensure the evaluation demonstrates accuracy. Be sure not to overlook constructive criticism of work performance during the year because of your bias. It can make evaluations more difficult if only praise is heard by workers all year.

Q. My employee has made valuable past contributions, but his performance is not good now. I referred him to the EAP several months ago, but he didn’t go. I believe he thinks star performance from the past protects him from being dismissed. How do I proceed since I made a referral and see no changes?

A. It isn’t unusual to make a referral to the EAP and then have the employee decline the offer. What often follows is a honeymoon period of satisfactory performance and then a continuation of the performance issues. Continue with your intervention steps by documenting performance and meeting with your employee to discuss them. If your company has a performance improvement plan (PIP) process, use it. If not, construct one using one of the many examples available online as a model. This also aids in demonstrating management’s resolve to end these performance concerns. Discuss the value of past successes, but make it clear you can’t look past the current performance issues and that without changes, disciplinary actions will likely follow. Make another attempt at a formal referral to the EAP. Request EAP communication on attendance and participation. Monitor the PIP frequently, give feedback, and if the performance issues do not improve, consult with human resources for your next steps.

Q. My employee went to the hospital over the weekend. He phoned to say he had admitted himself for addiction treatment. I was impressed with his candor and straightforward, determined attitude. Should I contact the EAP or assume the hospital will manage care and do a great job?

A. Experience shows that employees who exit addiction treatment programs can improve their chances of successful recovery when they receive support from the organization’s EAP. What’s more, hospitals appreciate the EAP’s involvement because the additional communication and follow-up support improve post-treatment participation in recovery programs, and this naturally decreases chances of relapse. The EAP can’t contact your employee directly, so you should encourage the employee to make the call to receive additional support. Note that this is not a substitute for hospital post-discharge care planning. The EAP will have the employee sign releases so it can communicate appropriate information with the treatment program and you. The EAP will also encourage and support family involvement in education and support. Not all hospital treatment programs maintain rigorous follow-up critical to recovery, so the EAP assessment interviews can fill this gap. These interviews sometimes identify early warning signs of potential relapse—subtle behaviors or statements that may not be as easily recognized by the hospital program.

FrontLineSupervisor is for general informational 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 EA professional.  ©2025 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.

January 2025

January 2, 2025

Q. Every employee in our work unit knows about the employee assistance program. EAP staff visited our office to provide an orientation and overview of the program about five years ago. Is there any value in having a second visit or a refresher about the program?

A. Having staff from the EAP provide another overview and refresher on their services is invaluable. While many employees may be familiar with the EAP, a visit can reignite awareness and encourage greater utilization of its resources, especially during challenging times at home or work. In today's fast-paced environment where numerous distractions vie for our attention, a proactive approach to promoting the EAP is essential. This is a basic marketing principle. By inviting EAP staff to your office, you help reinforce the importance of mental health services, but you also allow employees to see the staff, ask questions, and discuss myths and misconceptions that naturally arise in any organization. These misconceptions often center on issues of confidentiality. Providing clarification can help employees feel more comfortable reaching out for support to address problems they are facing right now.

Q. If I refer an employee to the Employee Assistance Program and performance issues persist, I struggle to take disciplinary action. This is particularly challenging when the employee claims to be actively working with the EAP and their outside counselor. What causes this mental roadblock?

A. The EAP cannot be used as an excuse for ongoing job performance issues. As a concerned supervisor, you may feel tempted to delay reasonable disciplinary action when an employee claims they are working on personal problems. To navigate this situation effectively, consider obtaining a consent form from the employee that allows you to seek guidance from the EAP counselor regarding reasonable accommodations. However, it is crucial to remember that persistent performance issues must not be overlooked. While some employees may struggle despite utilizing the EAP, many find success with its support. Importantly, EAPs are designed to function alongside proper disciplinary and administrative procedures, not to hinder them. Be aware that an employee who is resistant to help might try to manipulate your feelings of guilt or hesitation about taking necessary disciplinary actions. If they convince you that the EAP serves as a "safe harbor," it could undermine your confidence in the program's ability to support both you and the organization effectively.

Q. My formally referred employee signed a "consent for the release of confidential information" so that the EAP could inform me of program participation. Can I disclose my employee’s EAP participation to my supervisor?

A. It's appropriate to inform your supervisor about the employee's participation in the EAP when making a formal referral. The consent form governs the EAP's external communication with you, but some forms address redisclosure of information. Since information from the EAP typically only includes status of attendance, participation, and information regarding any needed accommodations for the employee, other information might be of limited use to the next-level supervisor. It is best to consult with the EAP on information sharing and issues of redisclosure. Ethical considerations govern information disclosed to others, and it is crucial to handle sensitive information with care to ensure that any disclosures are made only to those who are legally permitted to receive it.

Q. When my employee was offered the choice to visit the EAP or accept a disciplinary action, he chose to quit the company. We were shocked, but this decision resolved the ongoing issues related to his attendance and behavior that had persisted for years. Was this a successful use of the EAP?

A. Not all employees take advantage of the help offered to treat a problem or condition and get well. In this respect, the loss is unfortunate. However, when considering the business case for an EAP, the program worked well—just not in the usual way. The EAP made it possible to leverage disciplinary action as a motivator to seek help. Although help was rejected, the saga concluded, thereby ending years of wasted effort, time, resources, risk, and exposures that may never be known. EAPs are not simply company-sponsored helping programs; they also are cost-avoidance mechanisms. This refers to the savings realized by preventing potential costs that would have been incurred without a specific intervention or preventive measure. In this limited sense, the EAP is a management tool that benefits employees and organizations alike. No other workplace programs replicate this dynamic. This is what makes EAPs uniquely valuable: they not only address immediate employee needs but also strategically protect organizations from future liabilities while enhancing workplace productivity.

Q. What skill does top management across industries value most in supervisors?

A. Nothing will impress managers more than your ability to effectively communicate. Leadership skills, emotional intelligence, problem-solving, and interpersonal skills all are important, but being a good communicator is a foundational skill of good supervision. You may never be praised for being a good communicator, but problems with communication will be quickly noticed. The management's concern about supervisors with problematic communication is its effect on employees. Examples include failure to communicate changes that stress employees; dumping work on employees at the last minute, which shows poor planning; ambiguous instructions; lack of information that employees need to do the best job possible; lack of feedback; and employees being unsure of what they are supposed to be doing. All these issues stress employees, and the effect on morale does not escape the notice of those in upper management. Be a communication champ by understanding and avoiding these 21 common communication problems. See them at www.niagarainstitute.com/blog/signs-of-poor-communication.

FrontLineSupervisor is for general informational 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 EA professional.  ©2025 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.