Frontline Supervisor

Q: During supervisor training for drug and alcohol awareness, I discovered that I am probably an alcoholic. (Actually, I have suspected it for years.) I have referred many employees to the EAP, so I feel too embarrassed to bring my own problem to them. Should I seek help elsewhere?

A: Speak to the EAP and share what you know or you have heard. The release will allow you to discover whether your employee is still participating in the EAP. You won’t be able to learn about hospital treatment or clinical issues, but the EA professional will likely know about this incident because treatment programs and EAPs communicate closely with each other. Assuming you do not have a “firm-choice” agreement to compel your employee’s cooperation with the EAP’s recommendations in lieu of some administrative action being held in abeyance, the employee may no longer be working with the EAP. Work closely with your HR advisor regarding this situation. He or she may wish to coordinate a fitness for duty evaluation before the worker can return. Such an evaluation would assess key issues and further treatment needs. Finally, have a back-to-work conference among yourself, the employee, and the EAP to establish expectations going forward.

Q: When I make a formal referral to the EAP, should I try to reduce the tension associated with constructive confrontation by having the meeting outside of my office? Would the employee’s office be better, or perhaps a quiet spot in a more neutral area?

A: It is important to recognize that having one’s work praised and/or one’s lack of satisfactory performance corrected is a normal, healthy, and essential part of managing worker productivity. These activities should not be viewed as regrettable or disadvantageous. Referring employees to the EAP is likewise a complementary step in this process, periodically, and one designed to help workers address personal problems that may be preventing change. None of this is to say that meetings to correct performance can’t be successfully held in other locations. Be aware that your concern about having the most accommodating location, and that this element is essential to the meeting’s success, may be motivated by your fear of conflict along with your desire for acceptance. It’s great that you are willing to be accommodating, but remember it is the employee’s responsibility to change, no matter where the meeting is held.

Q: Can I ask the EAP to give me an opinion on the likely impact of a certain type of disciplinary action on an employee’s psychology? My concern is that the employee might “go off” and become violent.

A: You can meet with the EAP concerning any matter that you view as a personal problem. This includes worry or anxiety you experience concerning a decision to dispense a disciplinary action. It would be inappropriate however to ask the EAP to render a clinical judgment regarding the psychological or behavioral effects of such an action on a specific employee. You can consult with a mental health professional or medical doctor outside your organization, of course, or consult with another department in your organization unaligned with the EAP. Rendering psychological opinions at the very least requires discussing an employee’s psychological makeup. This would violate confidentiality and be beyond the scope of a signed consent, which provides for very limited information, none of it clinical.
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Q: We referred our employee to the EAP because of behavior and attendance problems. He entered detox at a hospital, but the rumor is that he was discharged from treatment for conduct problems. He wants to come back to work. How should we proceed? What is the EAP’s role?

A: Speak to the EAP and share what you know or you have heard. The release will allow you to discover whether your employee is still participating in the EAP. You won’t be able to learn about hospital treatment or clinical issues, but the EA professional will likely know about this incident because treatment programs and EAPs communicate closely with each other. Assuming you do not have a “firm-choice” agreement to compel your employee’s cooperation with the EAP’s recommendations in lieu of some administrative action being held in abeyance, the employee may no longer be working with the EAP. Work closely with your HR advisor regarding this situation. He or she may wish to coordinate a fitness for duty evaluation before the worker can return. Such an evaluation would assess key issues and further treatment needs. Finally, have a back-to-work conference among yourself, the employee, and the EAP to establish expectations going forward.

Q: I have a superstar employee. He earns outstanding performance evaluations yearly. My concern is his gambling. After hours, he reportedly plays poker. I’ve heard that there is a lot of domestic conflict as well. Is it improper for me to comment, inquire, intervene, or involve myself in this situation?

A: Employees who perform well certainly can have serious personal problems, and symptoms may never be visible or demonstrated at work. A rumor or secondhand information does not justify making an inquiry into your employee’s personal life unless the issue appears to be life-threatening. So, you are not behaving irresponsibly by remaining focused only on performance. Remember, you know about this employee’s problems only because of hearsay. Other employees could have personal problems that are even worse. Frequently remind employees about the EAP. Remind employees about it during review periods, after a crisis, and by using reminders in workplace wellness literature. Remember also that this employee’s personal problems may not have been accurately portrayed by the source, which is not unusual for secondhand information.

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Q.  What is meant by the term equitable workplace? Is this an new abstract idea, or is it something that can be clearly defined with a business rationale? What is the supervisor’s role in an equitable workplace?

A.  An equitable workplace is a work culture or environment where everyone, regardless of their background (ethnic origin, race, gender, sexual orientation, age, religion, physical abilities, or neurodiversity), believes they have an equal opportunity to be happy, healthy, and productive. The term evolved from diversity awareness and inclusion initiatives, but it is rapidly becoming the dominant way of describing a healthful workplace. The workplace has undergone dramatic changes in recent decades. Employees no longer feel as loyal to employers, but personal meaning and fulfillment in one’s job have become paramount. As a result, employees are more aware of inequities, can spot them more quickly, and are less willing to tolerate working where they perceive disrespect or exclusion. This makes workplace equity a priority concern for companies and gives it a clear business rationale. There are hard economic costs of ignoring workplace equity. They appear in terms of lower productivity, absenteeism, and turnover. Managers can play significant roles in enhancing workplace equity by making changes in areas of communication, team development, opportunities, policies, and practices.

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Q.   I was sitting in EAP supervisor training discussing constructive confrontation and referral of troubled employees. I understand how to do it, but to be honest, I have always been afraid of confronting employees. So I don’t. How can I overcome this fear?

A.   Supervisors who do not confront employees sometimes struggle with other forms of communication as well, including giving positive feedback. Build your constructive confrontation skills with the “sandwiching technique,” providing positive feedback and some corrective instruction, and then closing with a restatement of a positive observation about the employee’s performance. Example: “Jane, good work on helping that customer find the right paint color yesterday. Give them the color list in the sales folder, and it will go faster for you. I was especially impressed with your patience!” Imagine your boss offering no feedback. How would it feel? This awareness may motivate you to do it more often. The EAP counselor can role-play a constructive confrontation with you to build your skills at confronting workers. Note that before confronting employees, have plenty of documentation. Not enough can prompt defensiveness and make it tougher. Consider an in-depth discussion with the EAP staff about anxiety when confronting employees. The counselor may have tips or referral suggestions to help you.

Q.   I want to show maximum respect to my employees rather than overlook important ways to demonstrate that I value their expertise. I know this will build morale and enhance my relationship with them. So, what are the areas of interaction with them that I should consider?

A.   The more you engage in respectful behaviors, the more your relationship deepens. Consider the following. 1) Respect and value your employee’s time by acknowledging it when delegating assignments. 2) If you promise something to an employee, deliver on it. 3) If you set a meeting time, don’t forget it. 4) Don’t offer an assignment without explaining what’s expected. 5) Use empathy to identify what employees need in order to be productive. 6) Reach out; don’t wait for a request or complaint to come if you anticipate it. 7) Never act like an employee is replaceable. Ultimately, an employee might be easily replaced, but don’t use this as a force in your relationship. 8) Treat employees as the experts, which means asking them for their ideas, opinions, and suggestions first. For example, if you need a new file cabinet and want an opinion on what kind, ask the administrative assistant first.

Q.  I referred my employee to the EAP because of attitude problems. The referral went well, but later the employee shared untrue information with peers about our discussion that prompted the referral. I’d love to rebut what was said, but it would be improper. Do I have any options?

A.   You can’t share information with fellow workers, but you can meet with your employee to express your disappointment. One key concern about any sort of personal disclosure of EAP information is the reaction by fellow workers to whatever is disclosed and whether this causes any to question the degree of confidentiality offered by the program. If your employee has shared information related to your confrontation and it is untrue and disruptive to the workplace, it might be important to gauge whether this requires some sort of corrective response in your meeting with the employee. This situation you describe underscores the importance of ensuring your work unit or department is continually aware of the EAP, especially of its confidential nature. This message of confidentiality should have a continual presence within the organization so it overcomes any questions or concern about it.

Q.   Our company treats all  employees with respect, and we strive for an equitable workplace. Still, I don’t see any research that says older workers and younger workers are equal in every respect with regard to strength, stress management, thought processes, etc.

A.   There are no conclusive studies showing that older workers and younger workers differ in their ability to be productive as a measure of value. There are many research studies going back decades, however, that compare older and younger workers in almost every respect you can imagine. Some research shows older workers do not switch jobs as often. This saves money. And they are also more likely to show up on time and have fewer absences related to calling in sick. A recent study found that all workers benefit from being trusted, supported with adequate resources, and given flexible hours and respect. When these things are absent, however, older workers feel stress more. This reaction is not conclusively related to age alone but to life experience and workplace expectations. https://www.sciencedirect.com [search: S0001879118300459

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. URLs are case-sensitive. For specific guidance on handling individual employee problems, consult with your EA professional. © 2021 DFA Publishing & Consulting, LLC