- If you have an emergency and need to speak with the on-call counselor, please dial 828.252.5725 or 800.454.1477 and choose option 0.
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’m excited about my new role as supervisor. I’d like some valuable and practical tips to enhance my career growth and build a positive reputation. What suggestions can you offer?
A. Here are some practical tips: 1) Know where your job fits into the purpose of the organization. This will enhance your motivation and commitment, and you rpersonal goals will align with those of the organization. 2) Invest your energy in activities your supervisor considers valuable. 3) Ask questions; never bethinking, “I am not sure what the organization wants me to do.” 4) Develop an instinct for knowing when to communicate to get answers, clarify issues, and double-check what’s expected of you. 5) Share credit with others. When mistakes happen, own them without spreading blame. 6) Learn to finesse how to inform upper management about successes by highlighting positive outcomes, impact, and measurable results of your work. 7) Be sensitive to workplace politics. They are a reality of human interaction. 8) Develop reliable stress management strategies that work for you. 9) Learn the art of staying calm when others are emotional during a crisis. 10) Build a network of individuals who can offer support, share insights, and add to your continuous development.
Q. I am making a formal referral of my employee to the EAP, but I don’t think the counselor can be of much help. This employee has been under my supervision for over ten years. The issues with him remain disorganization and not caring about satisfactory performance. How can the EAP help?
A. Given the length of time you have known your employee, have a consult with the EAP and examine the history of his performance issues and how they have been managed. Do this prior to referral. Discuss issues in correcting his performance and patterns of behavior, and how you have responded to his conduct issues or failure to perform the job satisfactorily. Helping employees resolve long-term performance issues is sometimes best accomplished through this discovery process in a meeting with the supervisor so important insights can be gathered by the EAP prior to an assessment. Your employee may have problems that remain hidden and must be addressed, but improving performance may also require the EAP offering guidance to you on improving your supervision.
Q. My employee is involved in a divorce, and it has been very disruptive to his performance. There are legal and parental issues. I have suggested the EAP, but he hasn’t reached out yet. How can the EAP help?
A. Here’s what you might want to share: 1) Emotional support: Taking advantage of the fact that the EAP is a safe and confidential space toexpress feelings and emotions related to the divorce. 2) Coping strategies: Learning effective coping strategies to manage stress, anxiety, and turmoil. 3)Time management: Organizing time to balance work responsibilities and persona l needs during this challenging period, which includes learning how not to get overwhelmed. 4) Communication skills: Improving communication skills to help navigate difficult conversations, both at work and in personal relationships, including knowing how important it is to communicate with you and maintain transparency about the situation without oversharing. 5) Conflict resolution: Receiving guidance on resolving conflicts at the office or in personal relationships. 6) Self-care practices: Exploring activities to promote physical and mental well-being to counterbalance the stress of the divorce. 7)Goal setting: Helping the employee maintain a sense of direction and purpose.8) Referrals: Directing to additional resources or support services, such as legal assistance, financial counseling, or support groups.
Q. I’m reluctant to utilize the EAP for supervisory consultation because I’m concerned that it could be perceived as a reflection on my skills and abilities, despite reassurances from management that it won’t have a negative impact. How can I feel more comfortable?
A. Feeling reluctant to use the EAP for supervisory consultation is not unusual. Realize, however, that consultative help may be the key to resolving a serious behavioral issue with a high-risk employee someday. Keep in mind that EAP consultations are confidential and that they can be conducted over the phone. View seeking EAP assistance as a proactive step for personal and professional growth. It demonstrates a commitment to improvement and learning. If you still feel uneasy, have an open conversation with your supervisor about their thoughts concerning an EAP consultation. Realize that your company culture and values are in line with helping employees and preserving human resources, s demonstrated by their investment in an EAP.
Q. I understand how supervisors should focus on performance and not attempt to diagnose employees. I do think it is natural to consider and figure out what’s causing problems with an employee. So how are supervisors supposed to over come this tendency?
A. It is natural for supervisors to consider what personal problems might be contributing to an employee’s performance issues. This much is true. The real problem is what often follows: giving consideration, time, discussion, attention, or even inappropriate accommodations to help the employee, even while the unsatisfactory performance continues. Historically, this has occurred within companies that did not have an EAP. The caution against directly diagnosing employees is tied to the potential consequences of allowing an employee to persist in their illness, encountering ongoing challenges, and making unfulfillable promises regarding treatment or seeking assistance. The recommended alternative involves referring the employee to the EAP, minimizing the risk of losing the worker and mitigating the various costs associated with retaining a troubled employee on the payroll.
Q. What broad categories of difficult or troubled employees am I likely to encounter in my career as a supervisor?
A. Although there are more “categories” than described here, remember that the vast number of employees you encounter will be concerned, thoughtful, and successfully engaged workers. The following patterns of troubled employee behaviors are broad categories often discussed in literature, and they appear consistent with the experience of EAPs. (1) Passive-aggressive workers: These employees may state agreement with you but express opposition or resentment subtly, leading to misunderstandings, delays, or incomplete work. During conversations, they may be vague in their emotions, reactions, or intentions.(2) Underperforming or disengaged workers: These employees lack motivation, productivity, or enthusiasm for their work. They often produce subpar results, miss deadlines, or demonstrate a lack of commitment to their tasks or the team. (3) Conflict-prone workers: These employees tend to be at the center of interpersonal conflicts or disputes. None of these three behaviors point to a diagnosis or root cause, which is why EAPs can play a key role in resolving related performance issues.
Q. How can I define performance improvement expectations so clearly that a troubled employee can’t say later that they failed to understand what was required? In my experience, many employees have argued about a discrepancy at the time of follow-up in an effort to sidestep responsibility for a lack of change.
A. Understandably, this behavior can make it difficult to facilitate change or take administrative action. It can seem as though you are constantly chasing the employee either toward productivity or out the door. When discussing performance improvement, take the extra time and make the effort to provide clear examples of what constitutes acceptable performance. This will help employees visualize what compliance looks like, what is expected, and how to achieve it. Meet with employees regularly to discuss progress and do a corrective interview. This will give you the opportunity to provide feedback and address any concerns or questions. Always keep a record of meetings and what was discussed and provide the employee with a copy of this record. Follow your organization’s HR and labor policies for managing workers’ performance issues. Ultimately, your organization must decide when this process of attempting to correct performance is concluded, but you can refer to the EAP at any point along the timeline.
Q. Is it appropriate for me as a supervisor to invite employees to hang out or go to a bar after work, as a way of improving team cohesion and morale?
A. Managers inviting employees to socialize outside of work might help improve cohesion or morale, but there are risks to doing so that can undermine this goal. For example, it is crucial that your invitation not exclude employees. Also, the invitation should be appropriate and respectful of their differences, and the event, setting, or outing should be in line with your work culture and values. The invitation to socialize should be voluntary and involve no pressure to attend, although this is not necessarily something you can control. A supervisor who feels self-conscious about being refused or rejected might respond in a manner that causes employees to feel obligated, especially if they want nothing more than to bolt out the door a the end of the day for the long commute home. For these reasons, many workforce management professionals advise against socializing after work if any of these associated risks exist.
Q. I want to get off on the right foot as a new supervisor and develop solid relationships with each of my employees. What are some recommended steps?
A. Employees want meaningful relationships with supervisors, so taking this initiative is a good decision. Take time to introduce yourself personally to each employee if possible. Schedule informal meetings or coffee chats to get to know them on amore personal level. Ask about the employee’s role, ideas for the job, responsibilities, and goals. Keeping a few notes will aid you in future communication regarding work preferences and concerns. You should also observe employees throughout the year, listening to what they say and how they say it. You will gain a keen sense of their work style. Do you have appropriate access to the past performance records? If so, review these files to understand needs, areas for improvement, skills, abilities, and where the employee can be celebrated. Finally, watch how employees interact with each other. You will get clearer insights on cooperation levels, leadership potential, team dynamics, or problems that may later require your intervention. This is an ongoing process, but with an “open door” policy for engaging with employees, you will develop astrong team.
Q. I think employees often overlook the utility of employee assistance programs for everyday challenges. They think the program is only for big problems or a crisis in the organization. How can I help employees consider using the EAP for smaller issues?
A. Everyday challenges, though not always severe, can significantly affect an employee's well-being and productivity. This is the most important message to convey. It is crucial to remind employees periodically about the EAP service and its strict confidentiality provisions. Share this non-exhaustive list of issues that may affect employees, to help them consider using your EAP program for support, guidance, counseling, and other resources: caring for aging parents, maintaining a healthy lifestyle, diet, and exercise routines; dealing with the loss of a loved one or coping with other grief; career advancement, skill development, or career transitions; requiring legal advice or financial consultation for non-work-related matters; managing anxiety, depression, or other mental health concerns, even if not severe; dealing with traumatic events in their personal life; understanding healthcare options, navigating insurance, or finding appropriate medical services; exploring concerns about substance use.
