SUPERVISOR/MANAGER ROLE - William Paterson University

Report
Employee Assistance Program
Supervisory Training
A Presentation by
Service of Atlantic Health System
GOAL OF TRAINING
• To understand the Employee Assistance
Program as a resource to employees and
family members
• To learn to recognize signs of troubled
employees
• To understand how to initiate “supervisory
referrals”
• Two levels
– as an employee
– as a supervisor
SUPERVISOR TRAINING
Outline
• Employee Assistance Program
– What is it?
– Historical perspective
– How Does it work?
– Types of referrals
• Recognizing Troubled Employees
• Initiating Supervisory Referrals
• Wrap Up – Questions/Discussion
EMPLOYEE ASSISTANCE PROGRAM
(EAP)
What Is It?
A company benefit that gives employees
and their family members access to nocost assessment and referral services.
EAP - HISTORICAL PERSPECTIVE
• Originated in 1950s
– labor and management
– focus – alcohol only
• Evolved
– Broad Brush Programs
• Goal
– get help for troubled employees and their
family members.
EAP AS A BENEFIT
• Contract
– covers all eligible faculty/employees
and their household members
– 1 to 3 sessions
– no charge to employees or household
family
– confidential
– flexible appointments
WHEN TO USE THE EAP
• stress
• relationship issues
• communication
difficulty
• depression
• marital conflicts
• alcohol and drug
problems
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work place conflict
emotional difficulties
gambling problems
loss/grief
financial concerns
parenting issues
anxiety
Any time an issue exists!
CONFIDENTIALITY
• Cornerstone to success of EAP
• State and Federal Laws
– govern EAP
– CFR 42 Part 2
• Information released
– only with signed release
– “informed consent”
EAP REFERRALS
• Self Referrals
employee/family member initiates EAP
services
• Independently or at suggestion of family
member, friends, co-worker
• Supervisory Referral
– employee referred to EAP services
by supervisor/manager
• Formal or Informal
SUPERVISOR/MANAGER ROLE
Rights: To expect good job performance
Responsibilities:
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Safe work environment
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Make sure job gets done
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Ensure quality in the product/service
To do this, manager must:
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Know what it takes to get job done
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Know employees’ abilities
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Know if change in either
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Communicate job expectations
MANAGING TROUBLED
EMPLOYEES
• Recognize
• Observe
• Document
• Feedback
• Resolution
RECOGNITION
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Pattern of Unacceptable Behavior
Frequent Work Related Injuries
Attendance Issues
Errors or poor Judgment
Inconsistent/Low Productivity
Attitude
OBSERVATION
• Observe job performance in greater detail
• Focus on observable, measurable, verifiable
facts
• Do not diagnose
• Use behavioral observation of poor job
performance list
Expectation: Jack will report to work at 8:30AM
Observation: 3 out of 5 workdays Jack has reported to work after
8:30AM – 1 day, after 10:00AM
Expectation: Jack will meet all scheduled deadlines
Observation: In the last 30 days, Jack has missed 5 deadlines
DOCUMENTATION
• Provides accurate picture of job performance
• Supports corrective action process
• Use job performance log
State:
1. Date
2. Type of incident
3. Significant behaviors observed
4. Significance/consequences to
workplace – positive & negative
ACTION
Before meeting with employee:
– Consult with HR / EAP regarding procedural
and disciplinary measures
– Complete documentation
– Review significant job performance log
– Arrange meeting with employee
FEEDBACK
During the feedback session:
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Quiet, private room with a door
Speak to employee directly
Assure confidentiality
Focus on behaviors you have observed and
documented
Do not agree to keep secrets
Define problems created for workplace
Discuss the EAP
Develop performance expectations and criteria for
measuring success
Schedule time for follow-up meeting
RESOLUTION
Manager’s Role:
• Provide clear definition of expectations
• Direct employee to appropriate resources
(EAP)
• State clearly the consequences if employee
does not meet expectations
• Continue regular supervision
Employee’s Role:
• Recognize problem as stated
• Make use of resources to solve the problems
GENERAL DO’s AND DON’Ts
• Do’s
– Follow company policies and procedures
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Be clear about performance issues
Explain what the EAP is and how it works
Emphasize confidentiality
Be clear about expectations,consequences, time
frames
• Don’ts
– Delay confrontation and referral
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Label or diagnose problem
Cover up the problem
Succumb to sympathy-evoking tactics
Play counselor
Offer personal solutions
WRAP UP
• Summary
• Questions
• Discussion
CONCERN EAP Services
Partners in finding solutions to work,
family, and personal matters
Just a confidential call away
800-242-7371

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