Frontline Supervisor

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.}

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Q. One of my employees is part of this syndrome called “the sandwich generation,” taking care of her elderly parents and also her teens, who I hear are sometimes getting in trouble. I want to be supportive, but her performance is slipping. I am referring to the EAP, but what else can I do?

A. Perhaps unspoken, a key stressor beyond your employee’s personal challenges with aging parents and difficult children is what she imagines you are thinking concerning her situation and impact on performance. Ultimately this relates to job security, and therefore demonstrating support (beyond the referral to the EAP) and reassuring her about her value to the team will improve or least bolster her resolve and ability to manage these issues successfully. Most situations with employees like this one include opportunities to discuss in what small ways accommodations can be made to make her circumstances less stressful. Have an open-ended discussion about flex time, scheduling, remote work, delegation of duties, and time needed to resolve issues. Of course, accountability must be part of your discussions, but here’s how to do it while still showing maximum support: Be clear about work expectations, set some measurable goals, and agree on regular check-ins to assess how things are going.

Q. Many supervisors believe employees naturally trust them by virtue of their designated position of authority. I think this attitude is not only false but can cause a supervisor to be lazy about building a rapport of trust. What are good steps every supervisor should undertake to achieve this?

A. When a rapport of trust hasn’t been built with employees, they are more likely to struggle with accepting negative feedback. The reason is fairly simple. Without trust, feedback feels like judgment. This causes employees to instinctively become defensive to protect themselves. When trust exists, feedback from supervisors is more likely to be interpreted as guidance rather than criticism. Building rapport isn’t complicated or full of psychological maneuvering. Your tools are your words and actions. Be genuinely concerned about your employees’ well-being. Like you, they know what feels real and genuine. Be sure to “catch people doing things right.” Don’t just provide corrective feedback. If you’re a busy supervisor, it might be easier to move quickly, spot problems, make corrections, and keep things running. But if you take a few minutes to praise good work, you build rapport as employees perceive you as supportive and concerned about their success. When an employee is thinking, “Wow, he or she really wants me to do well,” then you’re building rapport.

Q. How should a supervisor respond to a subtle comment that could be interpreted as a threat of violence? For example, an employees says, “I am reaching the end of my rope, and no one here wants to see that happen. Trust me.” Comments like this give me the creeps.

A. An employee who makes a comment that causes you to feel concern is all you need to act. Take these situations seriously, always. Start with documenting everything about the situation, especially the context. Record the date, who heard what was said, and your emotional response while it is fresh in your memory. If you felt intimidated, document it. You don’t have to interpret or decide the intent of a comment. Documenting tone is important, however. To do it, focus on how something is said, not just what. Use non-judgmental language to describe attitude, emotion, style of delivery, and body language. These four things allow a preponderance of information needed for management or human resources to advise you. Always consult with them. The EAP can also offer tips on how to document effectively. It is appropriate to say to an employee that their comments cause concern and feel intimidating, and to ask exactly what they mean. This gives the employee an opportunity to clarify or correct their statement, but even more important, it communicates that such remarks are being taken seriously.

Q. A lot is said about having a psychologically “safe” workplace. What does this mean, and how do I avoid undermining it once it is established?

A. A psychologically safe workplace is one where employees feel comfortable speaking up, asking questions, sharing ideas, and admitting mistakes. In such a culture, employees have learned they need not worry about being humiliated or retaliated against, or about facing negative consequences for being genuine and authentic. One mistaken idea is that psychologically safe workplaces have no conflict or arguments. Not true. Tough conversations happen, but there is “primo value” of mutual respect and trust. The value of psychological safety is its ability to help employees maximize potential, contribute more, and feel engaged. Once you know you have or are moving toward this environment, it’s crucial to work at keeping it. For example, if you hear dismissive comments or unfair criticism, or if you see people not being treated fairly, step in and speak up. Be sure also to model these behaviors. For the supervisor, maintaining psychological safety requires continued vigilance, but the benefits are numerous—from less turnover to happier days on the job.

Q. I recommended the EAP to my employee, who said his performance issues were influenced by his marital problems. He reported back that the EAP wanted him to get an evaluation for alcohol use disorder before dealing with the marital problems. Should I still anticipate improved performance immediately?

A. Yes, you should still expect an immediate improvement in performance, even while the employee engages with the EAP. When an alcohol issue is suspected or identified, it typically takes clinical priority, as substance use may be the underlying cause—or a significant contributor—to the marital and workplace issues. The EAP’s recommendation to first conduct an alcohol use disorder evaluation is appropriate and signals they are addressing what may be the core problem. It’s important to obtain a signed release from the employee so the EAP can confirm participation and help you monitor follow-through. While the EAP manages clinical concerns, your focus remains on performance expectations. Let the employee know that participation in the EAP is not a substitute for meeting those expectations.

_{FrontLine Supervisor is for general informational purposes only and is not intended to be specific guidance for any particular supervisor or humanresource 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.}