Professional Documents
Culture Documents
DealingWithWorkplacePerformanceProblems
S u p e r v i s o r T r a i n i n g M a n u a l |1
PartneringforProductivityandProfitability 8008737138 www.minesandassociates.com
TableofContents:
Objectives ....................................................................................................................... 3
GoodDailySupervisoryPractices:................................................................................. 3
FunctionsofanEmployeeAssistanceProgram............................................................... 4
ManagementConsultation ............................................................................................. 5
ConflictResolutionServices ............................................................................................ 5
StepstoFollow................................................................................................................ 6
Step1 Recognition...................................................................................................... 7
Step2 Documentation.............................................................................................. 10
Step3 Action ............................................................................................................ 12
Step4 Referral.......................................................................................................... 18
Step5 FollowUp..................................................................................................... 19
FormalWorkPerformanceReferrals(WPR) ................................................................. 20
Sample:FormalWorkPerformanceLetter................................................................. 21
AlcoholandOtherDrugsintheWorkplace................................................................... 22
WorkplaceViolence ...................................................................................................... 23
CriticalIncidentSupportServices(CISS) ........................................................................ 24
EEOC,ADA,SexualHarassment,andFMLA .................................................................. 25
S u p e r v i s o r T r a i n i n g M a n u a l |2
Objectives
Atthecompletionofthissession,youshouldbe ableto:
Understandhowyourorganization'sEAPcanbeamanagementtool.
Recognizetheindicatorsofajobperformanceproblem.
Identifymethodsfordocumentingpatternsortrendsinthedeclineofjobperformance.
Identifyhowanindividual'sjobperformancecanalsoimpacttheperformanceofthe
managerorsupervisor.
IdentifywhenitisappropriatetorefersomeonetotheEAP.
Identifytechniquesthatwillaidyouinconstructivelyapproachingtheemployee.
UseappropriateproceduresforreferringapersontotheEAP.
GoodDailySupervisoryPractices:
Continualassessmentofpersonalstrengthsandweaknesses.
Practiceeffectivecommunication skills.
Familiaritywithyourpolicies,proceduresanddisciplinarycontinuum.
UseoftheEAPasa managementtool.
S u p e r v i s o r T r a i n i n g M a n u a l |3
FunctionsofanEmployeeAssistanceProgram
An Employee Assistance Program, also known as an EAP is a worksitebased program
designed to assist work organizations in addressing productivity issues, and to assist the
"employeeclient" in identifying and resolving personal concerns that may affect job
performance.
The benefit is a threefold program incorporating services for the employee, supervisor and
organization.
TheEmployee: Receivesproblemassessmentand shorttermcounselingforthemselves
and their householdmembers.
The Supervisor: Has access to unlimited workplace consultation regarding work
performanceissues.
The Organization: May participate in workshops, training programs, consultation and
work/lifeservices.
TheEAPcanserveasanallytoanyonewhoisworkingwithatroubledemployee.Itisagood
managementpracticetogetanotheropinionwhenyouareupagainstcomplexproblems.The
EAP can act as your consultant and by using it, you will assist your employee in securing the
helpheorsheneedswithoutburningyourselfout.
Supervisoryconsultationisavailable24hoursaday.Thisserviceincludesassistingsupervisors,
managers, foremen, personnel representatives, division administrators and department
executiveswithemployeeconflicts,performanceproblemsorworkplaceissues.
The EAP identifies, and if necessary refers for treatment, employees who exhibit health and
personalproblems,whichimpacttheirlivesand theirjobs. Problems,whichbringanemployee
totheEAP,mayincludesomeofthe following:
FamilyIssues:
Parent/ChildConflicts
Adolescence
RelationshipProblems
ChildCare/ElderCareIssues
MaritalProblems
ParentingConcerns
EmptyNesting
Legal/FinancialIssues
StressManagement:
Anxiety
TroubleConcentrating
SleepProblems
JobPressures
FamilyStress
RelationshipStress
S u p e r v i s o r T r a i n i n g M a n u a l |4
EmotionalDifficulties:
Depression
Anxiety
Stress
Grief
AngerManagement
PostpartumDepression
Addictions:
Alcoholism
SubstanceAbuse
Gambling
Food
LifeTransitions:
LossofLovedOne
JobLoss
EmptyNesting
MidLifeIssues
Marriage
PostCollegeIssues
WorkplaceDifficulties:
Lateness
Accidents
ConflictswithCoWorkers
Absenteeism
TroubleConcentrating
JobPerformance
ManagementConsultation
From time to time, situations arise where a supervisor is not sure how to respond to a
particularbehavior andquestions whetherornottheEAPistheappropriateresource.TheEAP
isavailableona24/7basisforconsultationonissuessuchas:
1. Whethertoreferanemployee totheEAP.
2. Howbesttorespondtoandmanagedifficultbehaviorintheworkplace.
3. Whethertrainingorsomeother formofgroup intervention(suchasan organizational
interventionoraconflictresolution)maybehelpfulforaparticularsituation.
ConflictResolutionServices
When a conflict on a work team arises and a neutral third party is indicated, the EAP is
available.MINESisavailabletomeetwiththoseinvolvedandassistwithaworkableresolution.
Thereisnochargeforthisservice. Thesupervisordocumentstheconflictbetweenemployees
andwhatattemptshavebeenmadetowardsresolution.Thefollowingstepsarethenfollowed:
1. ThesupervisorcallsMINEStorequestaconflictresolutionmeeting.Themeetingmaytake
placeattheMINES officeoronsiteattheorganization,whicheverismostconvenient.
S u p e r v i s o r T r a i n i n g M a n u a l |5
2. TheMINESfacilitatorwillcontactthesupervisor beforethescheduledmeetingfordetails
anddesiredoutcome.
3. The facilitator will meet individually with each party involved, for about an hour, to hear
eachside.
4. Afterallpartieshavebeeninterviewed,thefacilitatorwillbringeveryoneinvolvedtogether
to meet and discuss options, needs, concerns etc. The facilitator will share his/her
observationsandoffersuggestionsthatwill haveapositiveimpactontheworkgroup.
5. If and when a workable solution is reached, each member is asked to sign an agreement
statingwhatheorshewillberesponsiblefordoing.Ideally,theemployeeswillsharethis
information with the supervisor and discuss ways in which they will hold one another
accountablefortheiragreements.
6. Becauseofthenatureofthisintervention,theinformationisnotconfidential.
7. TheMINESfacilitatorswillfollowupwiththesupervisortodiscussprogress.
StepstoFollow
Step1 Recognition
Whatarethesignsandsymptomsof
theemployeewithaproblem?
Step2 Documentation
Whichformsofdocumentation
highlightpatternsthatareclues?
Step3 Action
Whichmethodsofapproachingan
employeearemosteffective?
Step4 Referral
Howcanyoumaximizethechances
thatyouremployeewillseekhelp?
Step5 FollowUp
HowcanyouandtheEAPwork
togethertogetyouremployeeback
toanacceptablelevelofwork?
S u p e r v i s o r T r a i n i n g M a n u a l |6
Step1 Recognition
Recognizingthat aproblemexistsandthattheemployee'sworkperformanceisdeterioratingis
thefirststep.Don'tturnyourbackontheissues chancesaretheproblemwillonlygetworse.
Considerthefollowingquestionswhenmakingdecisionsregardingpoorworkperformance.
1. Doestheemployeelackjobknowledgeorskill?
2. Cantheemployeedothejob,butfailsbecauseofjobrelatedissues?
3. Cantheemployeedothejob,butfailsbecauseofnonjobrelatedissues?
In the first two areas, a supervisor can often intervene directly. The third may be an
opportunitytoconsultwiththeEAP.
Itismostappropriatetoapproachanemployeewhomaybeexperiencingproblemswhenyou
haveobserveda pattern of decliningjobperformance overa periodoftime.
Onthefollowingpageisalistofindicatorsthatmaybesignsofprogressive,problematicwork
behaviorthatmustbedocumented.Keepinmindthatthisisnotanexhaustivelist.
REMEMBER...
Pattern
DecliningJobPerformance
PeriodofTime
S u p e r v i s o r T r a i n i n g M a n u a l |7
IndicatorsofDecliningJobPerformance
WorkPerformance:
o
o
o
o
o
o
Lowered productivity.
Frequently changing work pacewith extreme highsand lows.
Limited attention spanor impaired abilityto concentrate.
Errorsin judgment.
Excessive waste.
Unreasonable fatigue.
Absenteeism:
o
o
o
o
Reliability:
o
o
o
o
Procrastination.
Neglectof details.
Missed deadlines.
Poor qualityof work.
Attitudes andHabits:
o
o
o
o
o
PhysicalAppearance:
o Obvious changesin personal grooming, dress,or demeanor.
o Observable physical changes.
Safety:
o Increasein personal injuries dueto accidents onand off job.
o Carelessnessin useof equipment.
o Lackof concernfor safetyof others.
S u p e r v i s o r T r a i n i n g M a n u a l |8
SignsandStagesofBurnout
Emotionalexhaustion.
Feelingsofbeingunappreciated.
Detachment.
Changeofworkstyle.
Reducedaccomplishment.
Paranoia.
Boredomandcynicism.
Disorientation.
Increasedimpatienceandirritability.
Psychosomaticcomplaints.
Nosenseofpowerorcontrol.
Suicidalthinking.
Depression.
The FourStagesLeadingtoBurnout:
1. Overdedicationoroverinvestmentinthejob.
2. Disillusionmentandfrustration.Thejobfailstoliveuptotheexpectations
3. Frustration.Cynicismwithcoworkersandsupervisors.
4. Despair.Senseofhopelessness,disappointmentinselfandjob,feelingtrapped.
S u p e r v i s o r T r a i n i n g M a n u a l |9
Step2 Documentation
Keepemployeesinformedaboutwhatisexpectedregardingtheirworkperformance.Keepan
accurateanduptodatefileoftheemployee'sworkperformanceaccordingtoyourcompany's
policywithoutit,yourapproachcouldturnouttobeacaseofyourwordagainstmine."In
addition,theemployeemaybeunawarethathisorherjobperformanceisaffected.Providing
"proof"helpstheemployeetocomprehendtheproblemasitreallyis.
TheEAPisatooltohelpyouperformyourmanagerialorsupervisorduties.Besureto:
EncourageemployeeswhosharetheirpersonalproblemswithyoutocontacttheEAP
forhelp.
Followappropriatedisciplinaryproceduresaccordingtoyourorganization'spolicy.
ReferemployeeswhoexhibitpoorjobperformancetotheEmployeeAssistance
Program.
HowtoDocument:
? Provideobjective,factualandconsistent documentationonallemployees.
? Statepositiveaswellasnegativefacts.
? Avoidquick"PopPsychology"assessmentsastotheemployee'smotivesorcauses
ofproblems.
? Besupportiveoftheemployeeasapersonandavaluedworker.
WhattoDocument:
Yourrecordsshouldincludethefollowingjobperformanceareas:
?
?
?
?
?
Attendanceproblems.
Unsatisfactoryordecliningperformance(qualityorproductivity).
Suddenshiftsinmoods.
Accidents,nearmissesorequipmentbreakage.
Violentorerraticbehaviorincluding fights,verbalabuse/assault.
S u p e r v i s o r T r a i n i n g M a n u a l |10
DocumentationShouldBe:
Written
Factual
Objective
Specific
PositiveandNegative
EmployeesReasons
BesuretodocumentthattheEAPwasoffered
S u p e r v i s o r T r a i n i n g M a n u a l |11
Step3 Action
HowtheEAPworks:
A troubled employee, manager, supervisor or family member can call the EAP for
help24hoursaday,7daysaweek.
Allassessmentandcounselingsessionsarecompletelyconfidential.
A supervisor can call organizational services at MINES for consultation to help
developaplanofactionforreferringatroubledemployee.
Theorganizationalservicesconsultantwillprovideguidanceforasupervisorwhose
employeeisexhibitingworkperformanceproblems.
ThecompanypaysforservicesprovidedbytheEAPincludingconsultation,
assessment,solutionfocusedtherapy,referralandfollowup.Ifanoutsidereferralis
made,costsforthoseservicesaretheemployee'sresponsibility.Someservicesmay
becoveredbyyourcompany'sbenefitplan.
Ifyourorganizationhasaformalworkperformancepolicy,youwillbecontacted by
theEAPregardingthefollowing: whetherornot theemployeemadean
appointment, whetherornotthey kepttheappointment,andanyfollowup
recommendations.
WhenyouasktheEAPforadviceit:
Isnotacopoutoradmissionofanyfailureonyourpartasasupervisor.
Doesn'tcommityoutoanything.TheadviceyoureceivefromtheEAPwillbejust
that advice,butitwillbeprofessionaladvice.
Isprivate.
S u p e r v i s o r T r a i n i n g M a n u a l |12
Whenyoutakeactionwithregardtoanemployee:
DontDiagnose: Theconfrontationshouldbebasedonjobperformanceonly.Dont
playpsychiatristortrytopinpointtheproblem.
DontMoralize: Tellinganemployeewhatheshouldorshouldntdocreateshostility.
Itismoreconstructivetotellhimwhatisexpectedandacceptablejobperformanceand
attendance.
DontAcceptExcusesforFailure: Ifyouaccept excuses,youdontreallycare,andhell
knowit.Ifheusesexcuses,gobacktothespecificjobperformancediscrepancyfactsas
youhavedocumentedthem.
DontMakeIdleDisciplinaryThreats: Followthroughwithyourwarnings.Donot
threatenloss ofjobiftheydonotfollowthroughwiththeEAP.Focusongettingthe
supportoftheEAPwithjobperformanceconcerns.
DontLetanEmployeePlayYouAgainstHigherManagementortheUnion: Youare
notinthemiddlehere;theemployeeis.Notopmanagementorunionofficialever
praisedpoorjobperformance.
DontDiscussDrinkingorSpecificPersonalProblemsUnlessTheyOccurontheJob
DontCoverUpforaFriend: Yourmisguidedkindnesscanresultinaseriousdelayin
realhelpreachingthem.
Dont be Misled by SympathyEvoking Tactics: The employee becomes an expert at
thisandwilluseyourempathytohisadvantage.
Do Make it Clear that the Companys Primary Concern is Good Job Performance:
Unlessjobperformanceimproves,thejobisinjeopardy.
DoGetaCommitmentFromHim/HerandMonitorIt: Setdownspecificworkcriteria,
which the employee agrees to work towards during a certain time period. Record all
transactionsandresultingperformancelevels.ThekeywordisSPECIFIC.
S u p e r v i s o r T r a i n i n g M a n u a l |13
StepstoConfrontingWorkplaceProblems
Emphasize: Expectations Consequences Timeline Confidentiality
Meetinprivate.
o Askthepersontositdown,ifpossible.
Showdocumentation.
o Statetheproblemandexpressconcern.
Be specificandobjective.
o Use"I"statements.
o Keepjobperformancerelated.
o Avoiddiagnosing.
Giveemployeeopportunitytorespond.
o Listen.
o Maintaineyecontact.
Acknowledgeperson'sreactions,feelingsandemotions.
o Don'ttakeitpersonally orbecomedefensive.
o Ifbehaviorisunacceptable,provideanalternative.
o Ifpersonbecomesphysicallyorverballyabusive:
Donotengageinsimilarbehaviororargue.
Callanothersupervisorormanagerintooffice.
Allowthepersonalimitedtimetocalmdown.
OfferprofessionalhelpfromEAPfornonjobrelatedproblems.
o Emphasizethatyoucannothelp with problemsoutsideworkperformance.
o GiveEAPbrochureandcard.
Stateexpectations,consequencesandtimeline.
o Bestraightforward,directandfirm.
o Avoidlecturing, judgingorarguing.
Summarizesolutionsforclearandcommonunderstanding.
Continuejobperformancedocumentation.
S u p e r v i s o r T r a i n i n g M a n u a l |14
ObstaclestoConfrontingWorkplaceProblems
Unwillingnesstoacceptthatthereisaproblem.
Angerbecauseemployeesbehaviorcausesproblemsforothers.
Feelingthatthingswillgetbetterifleftalone.
Concernfortheemployee'sjobsecurityorcareer.
Supervisorsneedtobeliked.
Feelingthateveryoneshouldhandlehisorherownproblems.
Concernthatotherswillperceiveyouasapoorsupervisor.
Supervisor'sembarrassmentoverpreviousinaction.
Lackoffaithinthecounselingprocess.
Concernsaboutconfidentiality.
Personalrelationshipsthatconflictwiththesupervisoractions.
Egoinvolvement supervisorsees employeessuccessesandfailuresashis
own.
S u p e r v i s o r T r a i n i n g M a n u a l |15
ManagingYourAnxiety
Itisverynormaltofeelanxiousbeforeconfrontingapersonregardingtheirworkperformance.
Before and during the meeting try the following to reduce your anxiety and maintain your
effectivenessasasupervisor.
Breathedeeply.
Speakslowly,clearlyandwithauthority.
Donttalktoomuch,beconciseandtothepoint.
Relaxyourfacialmuscles,unclenchyourjawandshrugyourshouldersdownward.
Trytomakeallyourgesturesandmovementsslowandsmooth.
Maintainfrequenteyecontact,butnotconstant.
Donotinterrupt.
Allowthesilence.
S u p e r v i s o r T r a i n i n g M a n u a l |16
CaseStudy
JohnS.
Overthepastfewmonths,JohnS.hashadseveralproblemswithhiswork.Wediscussedthese
problemsapproximatelytwomonthsagobuttheycontinued.OnApril12,wediscussedthem
again and he was told that he would be asked to leave the company if the situation didn't
change.
John has gone from a dependable Account Representative to one whose work is sporadic.
Complaintshavecomefromhiscoworkersandalsofromhisclient.
From my discussion with him, his poor work record seems to be related to his continuous
problems with his marriage and to his concern over what he described as a serious financial
problemforhisbrother.WhenIaskedhimmore,hesaidhedidn'twanttoelaborate.Hedid
say,however,thatthiswaswhyhehadborrowedmoneyfromsomeofhiscoworkersandhad
notpaidthembackyet.
Onthejob,hehasbeenirritable,moodyandsometimesdistant.Hehasbeenverysensitiveto
takingdirectionsandhehasblamedothersforsomeofhisownworknotbeingdone.Someof
thestaffworkingunderhimhavecomplained thathisassignmentsareunrealisticandhehas
forgottentocommunicatetohisclientsomedeadlineinformationwhichledtoourmeetingthis
week..
JobPerformanceRecord
Date
Time
ChangeinJobPerformance
12/6
4:00pm Johndidnotfinishassignment,dueon12/06.Blamedstaff.
12/30 11:30am ComplaintsfromcoworkersthatassignmentsfromJohnare
unrealistic.
1/12
3:00pm Johnoverreactedtosuggestionsfrommeaboutcurrentproject.
1/24 10:30am Forthelast5weeks,Johnseemstobeirritableandmoody.
2/7
1:30pm Complaintsfromcoworkers thatassignmentsarenotpossiblein
timeallowed.
2/20
5:00pm DiscussedjobproblemswithJohn.Hesaidhewouldtrytodo
better.
3/14
9:30am Johnmisseddeadlineforreport.
3/30
3:30pm ComplaintfromclientthatJohnisnotcommunicatingimportant
deadlineinformation
4/12
3:45pm MeetingwithJohntodiscussprobationandpossible
termination.
S u p e r v i s o r T r a i n i n g M a n u a l |17
Step4 Referral
Explain to the employee that the EAP is available to provide help on a confidential basis to
employees whose job performance has deteriorated. Refer the employee to the EAP
coordinatorandencouragetheemployeetofollowthroughwithallrecommendations.
Iftheemployeeagrees,havehimorherarrangeanappointmentwiththeEAPassoon
aspossible.
Iftheemployeedoesnotagree,remindhimorheroftheconsequencesofanunsolved
problem.
Afterareferral ismade,continuetomonitorthejobperformanceanddocumentanyfurther
decline.UsingtheEAPisnotjustificationtocontinuethepoorworkperformance.
RememberthatyoumayalwayscallandspeakwiththeEAPcoordinatortodiscusshowtowork
withanemployeewhomyouhavereferredtotheprogram,iftheemployeesignsarelease.
Youwillnotbecontactedwithinformationregardingtheemployee,unlesstheemployeesigns
areleasewiththeEAPcoordinator.
If your organization uses formal work performance referrals, you will be contacted with the
following:
Iftheemployeekepttheappointment.
Ifrecommendationsweremadetotheemployee.
Iftheemployeeisfollowing recommendations.
Step5 FollowUp
Inthosecaseswhereemployeeshavereceivedsomekindofassistance,theEAPisavailableto
provide appropriate followup care so that the employee will return to a satisfactory job
performance level. The EAP is also available for consultation in assisting the manager or
supervisorineffectivelysupervisingtheseemployees.Iftheemployeehasbeenoffworkwhile
receiving treatment, the EAP can assist you with questions about appropriate work
expectationsforthereturningemployee.
ReintegrationGuidelines:
Treattheemployeeasyouwouldanyotheremployee.
Makeworkexpectationsandobjectivescleartoemployee.
Don'twalk oneggshells.
Remember:Changetakestime.
Continuetomonitorworkperformance.
Followthroughwithnormaldisciplinaryproceduresbasedonyourorganizations
policies.
Considerthefollowingstepsinmonitoringyouremployee'sprogressafter
makingareferraltotheEAP:
1. Decideuponadateandtimetomeetanddiscussprogressinimproving
performance.Decidinguponseveraldatesandtimesinthefuturewillprovidea
constructivesenseofurgencyforyouremployeetofollowthroughwithatreatment
plan,theEAP'srecommendations,orotheractionsrecommendedtoresolveor
manageapersonalproblem.
2. ExpecttheEAPtocallyouifyouremployeemissesfollowupappointmentsorstops
followingthroughwithitsrecommendations.Missingappointmentsandfailingto
followtreatmentrecommendationsusually precedes areturntojobperformance
problems.
3. Ifperformanceproblemsreturn,notifytheEAP.
4. Praiseyouremployeeforimprovingperformance,butbemindfulofanyreturnof
performanceproblems.
S u p e r v i s o r T r a i n i n g M a n u a l |19
FormalWorkPerformanceReferrals(WPR)
When an employees work performance has reached a point that you believe he can no
longer function adequately or they have failed a drug/alcohol test, a work performance
referralmaybeinorder.
Itisnecessarytocoordinatethereferralwithwhoeverisdesignatedinyourcompanyto
handleformalworkperformancereferrals;itmaybesomeone inHumanResources,
EmployeeRelationsoryourRiskManagementDepartment.
Besuretohaveallinformationdocumented.Ifyouareunsureofwhethertodotheformal
WPRorhowtodoit,contactMINESOrganizationalServicesDepartment.
TheWPRCaseManageratMINESmustbeinformedthatyouareplanningonaWPR.You
mayreachJustinJacquesat8008737138x4039orJodiJacobsat8008737138x4991.
Meetwiththeemployeeandexplainwhyaworkperformancereferralisbeingmade.Show
andreviewdocumentation.
Givetheemployeeatimeframetocallforanappointment.(Recommendation:24hours)
Explainconsequencesifemployeedoesnotfollowthrough.
FaxorsendalettertoMINESpriortotheemployeescallstatingthereasonsforwork
performancereferralandthetimelimit.(Seesampleletter).Wecannotrelease
informationtoyouwithoutthisdocument.
Acasemanagerwillbeassignedtothecase.Whentheemployeehasmadeanappointment,
youwillbenotified.
Aftertheemployee'sfirst appointment,youwillreceiveacalland/orletterstatingthe
outcome.Theparticularsofthecasewillnotbediscussedunlessthereisasignedrelease.
Continuetomonitortheemployeeonthejob.Keepexpectationsclear.
Aworkperformancereferralshouldnotbeseenasalastresorteffortnorshoulditbeused
asaformofpunishment.
Aworkperformancereferralisatooltoassistthevaluableemployeetoreturntoa
satisfactorylevelofperformance.
S u p e r v i s o r T r a i n i n g M a n u a l |20
Sample:FormalWorkPerformanceLetter
EMPLOYEE:
DATE:
FROM:
RE:
WorkPerformanceReferraltoMines&Associates,P.C.
IammakingthisworkperformancereferraltotheEAPoftheemployeelistedaboveforthefollowingreasons:
ProblemBehavior
SpecificIllustrationsof
ProblemBehavior
DateofOccurrence
1.
2.
3.
(Examples:Patternoftardiness,absenteeism,decliningworkperformance,erraticbehavior,suddenshiftsinmood,
etc.).
Thepurposeofthisreferralistoaffordthisemployeetheopportunitytohavearesourcetohelpwithjob
performanceinordertobesuccessfulintheworkplace.TheemployeeandIhavediscussedthatthisopportunitydoesnotin
anywayinterferewiththecompanyscurrentprogressivedisciplinarypoliciesandthattheemployeeisexpected tomeet
therequirementsoftheirjobasoutlinedintheirjobdescription.Iwillworkwiththeemployeetoaddressanyworkrelated
issuesthatmaybeinterferingwiththeirabilitytobesuccessfulatwork.
Thefollowingisexpectedoftheemployee:
TheemployeewillcontactandsetupanappointmentwithMines&AssociatesP.C.withinthenext24hours.
TheemployeewillkeepthisandanysubsequentappointmentsthatarefeltnecessarybytheEAP.
TheemployeewillfollowthroughonallrecommendationsmadebytheEAP.
ThefollowingisexpectedoftheEAP:
TheEAPwillcontacttheappropriatelydesignatedpersonwithinthecompanyonthree(3)matters.
a. WhethertheemployeemadeandkepttheappointmentwiththeEAP
b. Whetheranyrecommendationsweremadetotheemployee
c. Whethertheemployeeisfollowingthroughwiththerecommendations.
Amutuallyagreeablefollowupcontactplanconcerning theemployeescontinuedfollowthroughwith
recommendationswillbesetuponacasebycasebasisbetweenthetherapistatMines&Associates,P.C.andthe
appropriatecontactatthecompany.
Noadditionalinformation,includingthespecificsofrecommendationsmade,willbereleasedtothecompanywithout
asignedreleaseofinformationbytheemployee.
Iftheabovementionedemployeechoosesnottoattendtheappointmentorfollowthroughwiththeassigned
recommendationsoftheEAP,thiswillbenotedintheemployeesrecordandtheemployeewillbesubjecttoany
additionaldisciplinaryactions,asoutlinedinthecompanypolicy.
ForMINESfollowuptoyourorganization,pleaseprintthe Name and Phone# oftheindividualmonitoringthis
referral:
Name:___________________________________________ Phone: ______________________
_____________________________
HRRepresentativeordesignee
____________________________
Date
_____________________________
Employee
____________________________
Date
PleasefaxacopyofthislettertoMines&Associates,P.C.(303)8329701.
S u p e r v i s o r T r a i n i n g M a n u a l |21
AlcoholandOtherDrugsintheWorkplace
TheDrugFreeWorkplaceActof1988requiresthosecoveredorganizationsprovideand
maintainadrugfreeworkplace.Eachorganizationwillhaveitsownpolicyoutlining
implementation.CheckwithyourHumanResourcesdepartment foracopyofthepolicy.
Thecostsofalcoholanddrug usetoAmericanbusiness:
TheNationalInstituteonDrugabusereportsthatapproximately68%ofallillegaldrug
usersareemployed.
Alcoholismcostsemployersanestimated$33billioninreduced productivity.Otherdrug
usecostsanadditional$7.2billioninreducedproductivity.
Absenteeismamongalcoholicsorproblemdrinkersis3.8to8.3timesgreaterthan
normal.
Drugusingemployeesusethreetimesasmanysickbenefitsasotherworkers.
Drugusingemployeesarefivetimesmorelikelytofileaworker'scompensationclaim.
Nonalcoholicmembersofanalcoholicsfamilyusetentimesasmuchsickleaveas
membersoffamiliesinwhichalcoholismisnotpresent.
Atypicalemployeeexperiencingproblemswithalcoholordruguse:
Waslatethreetimesormoreina30daytimeperiod.
Requestedtimeoff2.2timesmoreoften.
Had2.5timesasmanyabsencesof8daysormore.
Usedthreetimesthenormallevelofsickbenefits.
Wasfivetimesmorelikelytofileaworker'scompensationclaim andwas
involvedinaccidents3.6timesmoreoften.
Asasupervisor,yourresponsibilityis to:
Observeanddocumentunsatisfactoryjobperformance.
Talktotheemployeeabouttheperformance.
Understandtheorganization'sspecificalcohol/drugpolicy.
Beabletoexplainthepolicytoemployees.
Knowwhentotakeaction.
Asasupervisoryouare not responsiblefor:
Diagnosingsubstanceabuseproblems.
22| P a g e
WorkplaceViolence
Violencerangesfromthreatstophysicalactiontoarmedassault.Thisincludessuicides,
murdersanddomesticviolence.
Methodstoreducetheriskofworkplaceviolence:
Knowyourspecificpoliciesandprocedures.(SeeEEOCandSexualHarassment).Ifyour
organizationdoesnothavecurrentpoliciesandprocedures,contacttheEAPfor
assistanceindevelopment.
Bealerttosignsofincreasedagitationandverbalabuse.
Takethreatsseriouslyandimmediatelyinvestigatethecircumstancesurroundingthese
threats.
Helpcreateanenvironmentthatpromotescommunicationandallowsemployeesto
cometoyouwithsafetyconcerns.
Beawarethatcertainsituationsmaytriggerviolence mergers,layoffs,significantlosses
andmoneyproblems.
ConsultwiththeEAPonanyemployeeyoubelieve maybeexperiencingproblemsthat
areimpactingtheworkplace.
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CriticalIncidentSupportServices(CISS)
CISS isavailabletoallorganizationsfollowingatraumaticincidentthatimpactstheworksite.
Thisincludesdeathorseriousinjury onthejob,actsofviolence,death,seriousinjuryorillness
ofanemployeenotattheworksite,orthedeathorillnessofanemployeesfamilymember.
Studieshaveshownthatthesoonerpeoplehaveachancetodebrieforprocesstheincident,
thesoonertheybegintoheal.
CISS allowsthoseimpactedachancetotellthestoryofwhattheyexperiencedandhowthey
feel.
CISS helpsindividualsbegintonormalizetheirreactionstoanabnormalsituation.
CISS educatespeopleaboutwhattoexpectfrom thetraumatheyhaveexperienced.
HowtoHelpYourEmployees...
Followingatraumaticincident,remembereveryonehassometypeofemotional
response,includingyou.Alsorememberthattheresponseswillbedifferent.
Eachpersonwillrecoverathis/herownrate.Thiscanbealonganddifficult
process.
Tellyouremployeeshowyoufeelandthatyouaresorrytheyhavebeenhurt.Avoid
statementssuchas"Iknowhowyoufeel."
Bewillingtoallowsilenceaswellastimeforemployeestotalk.
Keepeveryoneinformedthroughthecompany'scommunicationsystem.
CalltheEAPassoonaspossibleforconsultationandtoarrangeforadebriefing
session(s).
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EEOC,ADA,SexualHarassment,andFMLA
Thereareseveralfederalmandatesandactsthat impactworkplacepractices.Belowarefour
areasthatyouasasupervisorneedtobefamiliarwithinyourdailywork.Consultyour Human
Resource Departmentformorespecificinformationregardingyourorganization'spolicies.
ADA AmericanwithDisabilitiesAct
Employersmustprovideaccommodationsforqualifiedemployeeswithphysicaldisabilitiesor
mentalimpairments.Thisassumestheemployeeiscapableofsuccessfullydoingtheessential
functionsofthejob,thatreasonableaccommodationsareavailableandthatthesedonot
createanunduehardshiptotheemployer.
SexualHarassment
Prohibitunwelcomesexualadvances,requestforsexualfavorsandotherverbalorphysical
conductofasexualnaturewhen:
itismadeatermorconditionofemployment
itisusedasthebasisforemploymentdecisions
itcreatesanoffensive,hostileworkingenvironment.
FMLA FamilyMedicalLeaveAct
Requiresemployerstograntunpaidleaveofabsencessoanemployeecanrecoverfroman
illnessortocareforfamilymembers.Thisappliestocompanieswith50ormoreemployees.
SupervisorsResponsibilities:
Ifyourorganizationiscoveredbythese mandates,becomefamiliarwith the
requirementsthatimpacttheworkplaceandknowthespecificpolicythatisinplace.
Anytimeasupervisorobservesoristoldaboutacaseofdiscrimination,harassmentor
need foraleave,he/sheshouldcontacttheir Human Resources Departmenttoconsult
onthe specificsofthecompany'spolicy.
Continuetopromoteaworkplacethatisfreeofdiscrimination.
ConsulttheEAPforassistanceindealingwithproblememployees.
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