Frontline Supervisor

Q. I've referred the same employee to the EAP twice in six months with no lasting improvement. At what point do repeated referrals become a substitute for the disciplinary action I should be taking?

A. Your question raises an important issue that supervisors often need help understanding more thoroughly. The EAP is not a substitute for disciplinary action. A supervisor may recommend or make a formal referral to the EAP based on job-related concerns, but there need be no delay in addressing conduct, attendance, or work issues. Managers sometimes accommodate struggling employees by holding disciplinary action in abeyance while they participate in the EAP to get needed help but agreed-upon improvement and workplace expectations are what solely drive the process and management’s decisions about next steps. Supervisors remain responsible for monitoring work outcomes and making employment decisions based on observable results. The EAP is never a roadblock, a “safe harbor,” or in any way an impediment to acting as needed to manage employees effectively. The classic example is an employee referred to the EAP for attendance problems while the supervisor asks how soon punctuality should improve. Answer: Immediately.

Q. My employee agreed to the EAP referral but then only attended one session and stopped. Can I require ongoing attendance as a condition of continued employment?

A. The EAP is a strictly voluntary program and remains so even if the employee is given an opportunity to accept participation in lieu of some administrative action. The program’s voluntary nature is a key factor in its attraction. To alter this feature would undermine the program’s use and increase behavioral risk to the organization from poor utilization or the most serious at-risk employees not self-referring. Some companies may establish agreements with employees that include the choice of voluntarily participating in the EAP or facing disciplinary action for a serious infraction of a work rule, like drinking on the job or some other offense where termination is deemed appropriate by existing policies. These agreements do not change or alter the nature of an employee assistance program as being voluntary. Such agreements are strictly between the employer and the employee.

Q. I made an EAP referral and the employee went. Now she’s back and performing better — but I heard she’s telling coworkers the EAP “fixed” her supervisor’s unfair criticism of her and that the EAP said I was the one with the issues, not her. How do I handle this narrative?

A. If your employee’s performance is satisfactory, the EAP was successful. She made the changes needed. What she tells others and what you heard secondhand are not necessarily concerning, and likely less accurate than what was originally said or overheard, so ignore it. Be assured, the EAP will not tell your employee that you are the problem and align itself with the worker in this way. Likewise, there is no need to comment or change the narrative through other employees. Doing so risks greater conflict, improper disclosures, and greater disruption. Your documentation of the original performance issues speaks for itself. If she is representing her own interpretation to peers, there is no need to involve yourself in managing these discussions. Just stay focused on the working relationship going forward.

Q. Can I make an EAP referral for an employee whose only problem seems to be that he cannot get along with one specific coworker?

A. How severe is the conflict, and how much is it disrupting the work unit? The answers to these questions should govern your response. In most cases, you can involve the EAP but first make a reasonable effort to address the issue directly by meeting with both employees and guiding them toward a workable solution. The EAP is not a substitute for core supervisory responsibilities. Helping employees resolve conflict is part of a supervisor’s role. That said, the EAP can be a valuable consultation resource for guidance on how to approach the situation effectively. Also remember that rarely does only one person cause workplace conflict. Consulting with the EAP may help you better understand the scope of the problem, how it developed, contributing factors, and practical strategies for resolution.

Q. My employee grieved a termination action, claiming she never received a clear warning. My documentation shows multiple meetings, but I now realize my language was a bit vague and noncommittal. What can I learn from this?

A. Most documentation that’s deemed inadequate is missing specifics, objectivity, or enough details regarding an incident to support a job action. The following six-item checklist covers the bases. Keep it handy. 1) Detail what happened — just the facts. Include whatever is observable and measurable. Avoid intangibles like judgments, your feelings, speculations, and intent. 2) Document when/where the problem occurred: dates, times, frequency. 3) Specify what policy, expectation, or performance standard was affected. Here, you are connecting the issue to job requirements. 4) Discuss the impact on productivity, morale, customers, safety, etc. You’re showing the consequences of the behavior or performance issue on key business operations. 5) Include past corrective actions taken, including verbal and/or written warnings, and provide better instructions and expectations. 6) Also include the results of the past actions taken and document the employee’s response, any improvements, how long they lasted, repeating concerns, and any return of problems. Never vent, moralize, label the employee, diagnose, sound angry, or show frustration in documentation.

^{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.  ©2026 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.}

Q. I suspect my employee may be drinking during lunch breaks. His performance hasn’t slipped yet, but his breath sometimes smells of alcohol. Do I need to wait for a performance problem before referring him to the EAP?

A. The answer depends on your company’s policy regarding alcohol and drug use in the workplace. For example, is any use of alcohol on duty a violation of the policy if no other signs, symptoms, or noticeable behavioral effects exist? Get clarification from your human resources advisor. You do not need to wait for a decline in performance to act. You can confront the behavior of an employee having alcohol on their breath, which is considered sound workplace management practice, but this is addressed as a conduct issue. Why? The smell of alcohol can create discomfort, erode trust, and lead to tension among coworkers—even if the employee’s output remains acceptable. Most workplace policies consider this a disruption of professional standards. Always remind employees of the availability of EAP services for any problem or concern that may be associated with conduct or performance. Remember, smelling alcohol is a concrete, defensible observation. It allows you to address the situation without speculating about causes or labeling the employee.

Q. I am a dedicated and very approachable supervisor. The proof is my door is always open to any employee. However, my manager thinks I am not an approachable person. He believes employees hesitate to come see me or share information. What does she mean? How do I use this feedback?

A. You need to know more about your manager’s observations. Keeping an open door is commendable, and it shows you want to be accessible. Your manager likely is referring to your approachability as an interpersonal experience. Employees can walk through your door, but how do they feel about it? What is their experience? Are employees reading your tone, your facial expressions, your body language, or your communication style as unwelcoming, impatient, or even intimidating? When this happens, employees will shy away. Many risks then follow. For example, they’ll bring you problems late instead of early, if at all. Your team may work around you rather than with you. Talk to the EAP; you will learn much from a discussion with the EA professional. The skills of approachability—empathy, active listening, emotional awareness, and warmth in communication—can be learned or strengthened. The bottom line: Even the most dedicated leaders sometimes need to bridge the gap between how they see themselves and how others experience them.

Q. My employee is telling me she is unhappy with her career and wants to go back to school to become a teacher. Ultimately, I wish her the best in whatever she pursues, but I don’t want to lose her. Can the EAP help an employee like this one? I wonder if something else is going on.

A. It’s often the case that a top performer who feels unfulfilled is struggling in ways that go deeper than career dissatisfaction. Recommend the EAP based on the employee’s expressed concerns about dissatisfaction and life direction rather than assuming a hidden issue exists. Frame the referral as a supportive opportunity to explore goals, values, and next steps with a professional. Depression, anxiety, chronic stress, and other health conditions can profoundly distort how a person views life, choices, and the future. What feels like career regret may reflect something clinical that is influencing overall perception. This does not mean the feelings are not real or valid. It means they deserve a proper, professional look before any major life decisions are made. Try this approach: “I've noticed something may be weighing on you lately, and I want you to know the EAP is a completely confidential resource that has helped many people work through situations like this.” That is enough. Plant the seed with warmth and without pressure.

Q. Due to his argumentative demeanor, I recommended my employee visit the EAP. I’m tired of the bickering. He claimed the counselor agreed that I’m the problem. I’m ignoring this and still expect him to change. Is this the right approach?

A. Remain focused on the goal of helping the employee improve his performance despite what was allegedly said by the EAP. The EAP exists to help the employee return to a satisfactory level of performance. It won’t referee who is right in the workplace disagreement. That said, maintain documentation of the employee’s conduct, attendance, and quality of work or whatever else applies, along with the employee’s response to constructive confrontations. Follow your organization’s performance improvement plan template, as needed. Of course, you have not made a formal referral to the EAP yet based on performance issues. This would entail a release of information to improve communication and provide the employee, you, and the EAP with the same performance information. The result would be less confusion created by secondhand claims and keep the focus on expectations and outcomes.

Q. I promoted one of my best performers, and within weeks she was struggling badly. I assume it’s a skill gap, not a personal problem, so why would I involve the EAP?

A. The assumption that a sudden performance decline in a newly promoted employee must be a skill gap is understandable—but it’s still an assumption. You should ask your employee how she is adapting to the position, especially regarding any job struggles she’s experiencing. Suggest she contact the EAP if she believes something personal is affecting her work. You could also make a formal referral if the job issues are urgent. The moment you conclude that this is a skill issue, not a personal one, you’ve made a diagnostic determination that could potentially lead to years of struggle between the two of you as you attempt to improve work performance. New promotions involve new pressures, new expectations, a different peer group, and maybe a new identity while giving up the old one. Any of these stressors could exacerbate a personal problem that until now was previously manageable—anxiety, relationship stress, alcohol use, or depression among them. Obviously, there is no way of knowing for sure without EAP assistance.

^{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.  ©2026 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.}

‍