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. I often hold back dealing with personnel problems and confronting troubled employees because I feel burned out. These days it seems I can’t make a difference, that procrastination is a coping strategy, and coming to work and going through the motions is all I can handle. What can the EAP do?
A. What you’re describing is more common than you might think. Many supervisors feel worn down and fall into avoidance as a coping strategy, which only builds a crisis. When you’re emotionally exhausted, it can feel impossible to stay proactive and engaged. The EAP can help in several ways. A confidential assessment can clarify whether burnout or even major depression is present. Just talking in a private setting often brings relief, helps you feel understood, and restores perspective. The EAP can also help you sort through employee issues, decide which to handle yourself, and figure out when to involve HR. Together, you’ll work step by step to address your employees’ issues. The goal is for you to feel supported and confident intervening. Finally, the EAP will help you develop strategies to prevent sliding back into this rut. The goal is to help you feel empowered and reengaged. Call today to schedule an EAP appointment. Experience shows that you will feel some of the burden lift immediately when you take this first step, because you will know you’re acting to resolve these issues.
Q. We have many supervisors. All of them have been trained in the alcohol and drug policy. Sadly, I know a few who are very heavy drinkers. How will these supervisors respond to their responsibility to enforce the alcohol and drug policy?
A. it is not unusual for supervisors with potential alcohol use disorders to respond differently to their company’s alcohol and drug policy. Awareness of problematic drinking and beliefs about addiction vary, shaping how supervisors enforce the rules. Some may avoid enforcement, fearing hypocrisy if they confront an employee while drinking heavily themselves. Others, who never drink at work, may view substance use as a willpower issue and apply the policy in an overzealous manner. Some appear uncomfortable discussing the topic or downplay its importance, saying, “Everyone has a few drinks to relax.” Unfortunately, this can lead to avoiding EAP referrals, even for unrelated personal issues. By contrast, supervisors in recovery from a substance use disorder often become strong advocates for the policy, providing support and actively making EAP referrals. Ongoing education about substance use and addictive disease helps all supervisors understand the issues, understand and enforce the policies’ mandates, and fosters a workplace where both supervisors and employees are encouraged to seek help if needed.
Q. I have an employee who shows amazing effort and progress on tasks, and then suddenly without warning there is a huge slump, with minimal productivity. This irregularity is frustrating. He has accomplished so much that I tend to ignore it, but should I put more focus on the problem?
A. It appears your employee has what is known as a spasmodic work pace. Many factors can cause this pattern, but a proper EAP assessment is the best way to identify its true nature. You are generally satisfied with the employee’s performance, but the complaint about inconsistency is legitimate and should be addressed. Both the employee’s well-being and the company’s bottom line may be at stake. Inconsistency also affects coworkers and carries hidden costs. Address the problem by observing and documenting specific patterns — missed deadlines, fluctuating quality, or unpredictable output — and then have a private, fact-based conversation with the employee. Clarify expectations for steady, reliable work. Thorough documentation is important, because the EAP will use it to conduct an adequate assessment. Performance patterns can vary greatly, whether they stem from depression, drinking episodes, or simply poor time management. Set clear goals, hold regular check-ins, and offer constructive feedback. If problems persist, make a formal referral to the EAP.
Q. I think fear of retaliation holds me back when confronting employees. Once you know employees well, they know a lot about you — and some may spread rumors, gossip, or share personal information they’ve picked up during a conversation. How can I manage this fear more effectively?
A. Seek coaching or support from the EAP to build confidence and practice a few difficult conversations so you feel more prepared. Role-playing scenarios can reduce anxiety and help you respond calmly, even if emotions run high. Also, discuss communication styles and how they can affect employees. No doubt, certain supervisor behaviors can unintentionally escalate tension and increase the risk of retaliation. Here are a few common communication missteps that may lead to trouble: 1) Using a harsh or condescending tone. 2) Giving public criticism or reprimanding employees in front of peers. 3) Enacting an inconsistent enforcement of the rules. For example, you decide to confront an employee for being late, but you’ve ignored similar lateness in others. 4) Making it personal. For example, you focus on personality traits (e.g., saying someone is lazy). 5) Ignoring positive contributions. For example, only pointing out what’s wrong, never what’s right. Ultimately, you can’t eliminate every risk of retaliation, but you can reduce it by being fair, consistent, and respectful.
Q. Employee engagement has been a problem in the world of work for a while, but I hear it has reached a crisis level of concern for employers. What can supervisors do and what can the EAP do to make an impact?
A. The employee engagement crisis reflects the growing problem of workers becoming disengaged at their jobs. Disengaged employees are less emotionally invested, may do only the minimum, and often do not see their work as meaningful. This can lead to lower productivity, higher turnover, more absenteeism, poorer customer service, reduced work quality, morale issues, and less innovation. Supervisors play a critical role in addressing disengagement. Key actions include clarifying expectations, so employees know what success looks like; recognizing effort and achievements both formally and informally; providing consistent, fair feedback; enforcing rules equally; discussing career goals and offering development opportunities; being open, approachable, and honest about priorities and changes; checking in on workload and well-being; and removing obstacles that prevent employees from performing at their best. The EAP can assist by consulting with supervisors on strategies to work effectively with individuals or teams, offering guidance for implementing engagement solutions, and providing resources that support motivation, performance, and overall workplace satisfaction.
FrontLine Supervisor is for general informational 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 EA professional. ©2025 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.
Q. I’ve been documenting performance issues with my employee, but it appears my notes are not detailed enough or quantifiable. For example, I wrote: “The employee has created poor accounting records.” I did not go further to explain how. Can I still use the documentation to make an EAP referral?
A. Yes, you can still use your documentation to make an EAP referral even though it lacks specifics. The purpose of documentation is not simply to outline performance issues for the employee, but also to make it useful in the event your organization must rely on it to justify administrative actions, particularly those of a disciplinary nature. So, vague documentation like “poor accounting records” may not stand up well if such actions are challenged later. Supervisory referrals do not require perfectly worded documentation; what matters most is that you have identified ongoing performance issues and attempted to address them. Going forward, improve your documentation by being specific. For example, write: “Robert failed to reconcile three monthly accounting reports on time. Errors were noted in 15% of the entries, and this caused lost time, disruption at the headquarters office, and the expense of other corporate accountants having to fix the problems.” Note that the impact or cost of the performance problem is included, which makes the documentation more compelling.
Q. Half my employees have eldercare-related stress issues. EAP seminars we hosted were helpful, but unfortunately some of my employees did not attend. Some of these same employees are now having work issues. Would it be helpful to have a trained employee coach those who missed the EAP training?
A. It would be better to work with each of these employees separately, with the goal of correcting their performance or attendance issues, just like you would with any employee experiencing such problems regardless of their eldercare responsibilities. Here’s why: You don’t really know why these employees are having performance problems despite their explanations of burdens associated with eldercare responsibilities. The EAP, on the other hand, has the ability to listen carefully, assess each employee, and, if needed, provide them with the right resources capable of helping them. To intervene and provide support in the way initially described would require your making a determination that no other personal problems or influences exist that contribute to the performance problems. This is tantamount to a diagnostic assessment or “armchair diagnosis.”
Q. I need to confront an employee about ongoing attendance problems, but I keep procrastinating. I feel pretty insecure about the process and fear I will not look like a leader or will be easily intimidated. I hear the EA professional can role-play with me? But, will it help?
A. Role-playing is an effective tool for building supervisor confidence before meeting with employees for difficult conversations. Role-playing works because it affords safe practice with different possible scenarios. It also allows you to respond quicker and avoid the “Wow, how do I respond?” anxiety when confronted by an employee who is older, is more knowledgeable about the organization, and appears more confident than you. After role-playing, you will have more clarity on how to approach the corrective interview with your employee. You’ll come across as more professional. Reaching out to the EAP is a wise move, and as you seem to be aware, waiting too long only makes these situations harder to resolve.
Q. I know a few fellow supervisors who think mistakenly that the EAP is only for serious mental health problems, substance use disorders, and the like. What is the hazard of believing or acting as if this is the case?
A. The hazard in thinking the EAP is only for “serious” issues like mental health or substance use is that supervisors overlook the program as a resource for many types of other problems and challenges in the workplace. When you don’t encourage use of the EAP for any concern or difficulty, you’ll naturally spend more time engaging with employees regarding stressful issues, financial worries, caregiving struggles, and family conflicts. Every employee has some personal concerns, and periodically the effects of these problems spill into the workplace. This makes the EAP a key resource for workers. Another risk is that your own attitude will creep out and be perceived by employees. They will pick up on whether a supervisor is pro EAP or skeptical about its use, and they will respond accordingly. If you appear dismissive of the EAP, employees are less likely to use it, leaving you more involved in their personal problems and draining energy that should go toward managing performance. Over time, this creates a strain on the supervisor and missed opportunities for employees to get timely help.
Q. I know clinical depression is a serious problem nationwide. I read millions suffer from it. This must affect some employees in my work unit from time to time, but I have never seen a depressed employee in 20 years. What’s the explanation?
A. You’re right: Depression affects over 21 million employees according the U.S. Centers for Disease Control (CDC), but it often goes unnoticed. Some employees mask symptoms by displaying an engaging, positive attitude on the job. They appear upbeat or cheerful. Internally, however, they are struggling. Many people expect to see textbook-like sadness and withdrawal, but in reality, the depression symptoms dominating an individual profile may include irritability, less creativity, not completing tasks rapidly, or a lack of enthusiasm. Without classic symptoms, it’s easy to assume such employees are stressed out or disengaged because they are overworked. In fact, both could be true! Clinical experience shows some people are depressed but they are barely aware of a condition that’s lasted so long. Their baseline of low energy or pessimism seems normal to them and others. Some may accept these behaviors as personality traits (thinking, e.g., “Oh, that’s just John being John.”). Watching for changes in performance is still the best way to identify troubled employees who need help, but accept that you will never know about or spot every employee suffering with depression.
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. ©2025 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.
