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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.)
Q. Why is it necessary for the employee assistance pro-gram (EAP) to obtain a release and confirm the employee’s participation after a supervisor referral? I am focused on performance changes, regardless of the employee’s personal experience with the EAP.
A. A release of information advising you of the employee’s attendance and cooperation with EAP recommendations is not necessarily needed unless participation was part of an agreement accepted by the employee, based on performance issues, to participate in lieu of a management action. However, in any case, such limited communication is highly beneficial to the employee. A release increases the likelihood that the employee will follow through with the EAP’s recommendations. This is not only because the issue may involve resistance and denial, but also due to human nature: a situation tends to lose urgency once a crisis has passed. The release helps maintain this sense of urgency. Even if you are not personally interested in limited information, this step will enhance the chances of achieving the desired performance changes.
Q. I find dealing with inconsistent work and performance to be time-consuming and difficult. Often, employees seem surprised when I raise issues with them. What can supervisors do to speed up the process of correcting performance?
A. Employee clients often state in EAP assessments that the supervisor hasn’t made sufficiently known what is expected of them. Many don’t have a job description, and years pass without annual reviews for some. So, employees are surprised when their performance is corrected. Ensure that you communicate with the worker about the job roles, responsibilities, and standards. Check in and give feedback often at first, and regularly after- ward. Examine with your employees each of their job functions and the standards set. Using this process, you are almost guaranteed to have no surprised employees when performance is corrected. Let employees know what “outstanding” looks like, and likewise with gradations like “above average,” “average,” “satisfactory,” and below. Use performance improvement plans to maximize clarity, and then rely on your HR or management advisor for guidance regarding how to implement them. Tip: Encourage a workplace culture where accountability isvalued and expected. If you do this, employees will naturally take ownership of their performance, reducing the need for constant oversight.
Q. I get angry with workers who do not correct their own performance and seem passively resistant to change. I know I should remain calm, but I fear if I don’t demonstrate anger and frustration, they won’t take me seriously. What’s the answer?
A. In all interactions with employees, demonstrate a calm, structured, and empathetic approach. Ironically, you will be more successful regardless of the situation. Remind yourself to remain calm, knowing that you will think more clearly doing so. If you feel anger during a discussion with an employee, pause before you react. Three to four seconds will seem like an eternity, but you will collect your thoughts and respond more constructively if you do so. The challenge is to focus on the behavior and not the person. This guiding principle helps you disengage from any personality features that may trigger your agitated response. Frame feedback in terms of behaviors and actions rather than personal attributes; that will reduce employee defensiveness. For example, “Alex, I’ve noticed that the last three reports were submitted two days past the deadline. This delays our project timelines, and we then can’t proceed with the next steps.” Seek more support for your-self from the EAP and arrange a referral for the worker if needed. Be prepared to consider other administrative steps to help the employee improve performance.
Q. We referred a construction employee who stole paint to the EAP and decided not to fire him. He claimed it was for his house, but I’m doubtful. Can the EAP determine his true motive and inform us?
A. The EAP will likely uncover the true reason behind your employee’s theft of the paint if it differs from the explanation initially provided. The EAP won’t disclose this information, as a standard practice, recognizing the importance of confidentiality. They will only release the minimal information necessary for you to manage the worker’s performance. This does not preclude the employee from sharing the real reason with you directly, however, if it differs from the original story. EAP assessment interviewing is a skill and an art, and experienced EAP professionals use effective questions to identify underlying issues that contribute to the manifest problem experienced by the worker. You decided to help your employee with whatever prompted him to steal the paint, so the goal is to address any associated personal issues in order to reduce the risk of his repeating the behavior.
Q. I'm a new supervisor. What initial mistakes might I make, based on common errors of other new supervisors? I know to avoid micromanaging, being overly demanding, and isolating myself, but can you highlight other potential pitfalls that are less commonly considered?
A. Aside from the missteps mentioned, new supervisors often make a few other common mistakes, including failing to provide employees with clear expectations for their work, avoiding difficult conversations, trying to be everyone’s friend, and not enforcing policies consistently among employees. Not giving clear instructions leads to incomplete work and disappointing results that frustrate the employee and the manager alike. Avoiding difficult conversations associated with employee behaviors leads to unresolved problems that nearly always grow bigger. Attempting to be everyone’s friend often blurs the lines between professional and personal relationships, and this can undermine your authority and complicate decision-making. In short, not enforcing rules and policies equally leads to complaints of favoritism and confusion among workers.
FrontLine Supervisor 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. ©2024 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.
Q. What type of drug causes the most problems with attendance?
A. Alcohol is still the number one drug that causes the most attendance problems. Affected employees are not limited to those who suffer from an alcohol use disorder, but include social drinkers who miss work because of hangovers. But it does not stop there. Those with alcohol use disorders may arrive on time for work but may leave early because of severe agitation and a craving for a drink (withdrawal symptoms), which interfere with their ability to be productive. Some may drink at lunch, outside the workplace, or they may hide alcohol to drink on the job to raise their blood alcohol levels in order to be more functional. This drinking pattern may lead to another form of absenteeism associated with availability, meaning the employee is at work but is incapable of functioning productively or is somewhere at work but unable to be found (present but unavailable).
Q. I am a new supervisor, and I would like to start developing leadership skills now rather than discover these on the job. Is there a way to explain to me how I can “think like a leader”?
A. You can study leadership, but learning on the job is key to success. Some key principles of leadership are worth knowing. The following list is not exhaustive, but it’s a good start. Begin by having a vision for your role and work unit. It is easier to apply leadership skills when you have goals and imagined outcomes. Be aware that employees naturally observe and analyze your behavior. So, be an example for them to follow, rather than having them gossip about you behind closed doors. Encourage employees to be proactive and take the initiative, and support them with resources where possible. Communicate and foster open and honest communication with each employee, not just the group. Discover what each one aspires to be and achieve in their career. Offer mentorship, coaching, and training opportunities. Create a supportive and inclusive work environment and intervene quickly in situations that threaten this environment. Last, but not least, strive for continuous development of yourself.
Q. Several years ago we had supervisor training for how to use the EAP, and since then I am not sure about what steps to follow, which forms to fill in, and which performance information to provide. I have an employee to refer. It’s critical the referral is successful. Should I phone the EAP first?
A. Yes, phone the EAP. Don’t overburden yourself with the details before this call, and consider phoning the EAP anytime you have a referral need or situation that could benefit from consultive help. You were exposed to the general idea and use of an EAP. Although nothing happens at the EAP until a referral is successful, the most important part of using the EAP is follow-up after the referral. Lack of follow-up undermines any sort of counseling or treatment of any condition or disorder. And relapse resulting from failure to follow up is expensive if it leads to consequent turnover or calamities that cause injury or loss. Most supervisors fall short on follow-up, so ask the EAP what role you should play after referral to ensure continued progress in the performance area you need satisfied.
Q. Our recently hired employee had superior performance for six or seven weeks, but since then, everything has gone downhill with this person not producing good work. Some colleagues say to let the new employee go during the probation period, but I am not sure. Any advice?
A. Consult with your human resources advisor in matters of employment, discipline, and separation. Many factors may play a part in your organization’s decision about what it ultimately wants to do. An EAP would decline offering an opinion in such a matter. If your management advisors support a decision to make an EAP referral, share documentation with the EAP, particularly a detailed account of the decline in work performance. Often, employee assistance professionals can identify through performance patterns what sort of personal problems exist, especially if the performance record is available during the EAP assessment. The satisfactory work initially is a strong indicator of the worker’s potential, but it may take a confidential EAP assessment to identify the true cause of the decline in performance. Avoiding turnover and resurrecting a good work record appears reasonable in this instance.
Q. My employee is telling new coworkers that I am unfair and that they should be careful in the office because I play favorites. Of course, I heard this secondhand, but I think the source is credible. How should I respond?
A. Addressing this situation is important because it can adversely affect morale. Have a private meeting with this employee to discuss their concerns. Show yourself to be completely open-minded with a desire to resolve the issues. Begin the conversation by expressing your concerns about what you heard. Seek clarity because the secondhand information you received may not be entirely accurate. Listen completely, don’t become defensive, and don’t interrupt. It is to your advantage to support open communication, and in this regard explain or clarify the matters perceived as favoritism to the employee concerned. Share how you make decisions and any factors that influence your thinking. Emphasize the importance of employees coming to you directly rather than venting in such a way that rumors or gossip result. Ask the employee for input as to how they would like decisions made, actions taken, or changes made. Monitor employee communication for a while, and promptly address any similar instances that arise. Document the discussion.
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. ©2024 DFA Publishing & Consulting, LLC.Gender use in Frontline Supervisor content is strictly random.
