Supervisor Training Your Logo Here Identifying A Troubled Employee

Training Objectives: Improved understanding of the role of EAP in personnel management Improved understanding of the role of EAP in personnel management Improved ability to identify the troubled employee and common job-performance problems Improved ability to identify the troubled employee and common job-performance problems Increased skill in utilizing EAP to intervene in performance deterioration Increased skill in utilizing EAP to intervene in performance deterioration

What is the Troubled Employee? A Troubled employee is an individual who has previously/historically been a satisfactory performer, and is now experiencing job performance deterioration that is not based on capability or competency. A Troubled employee is an individual who has previously/historically been a satisfactory performer, and is now experiencing job performance deterioration that is not based on capability or competency.

Areas Where the EAP Can Help Stress Stress Marital/relationship issues Marital/relationship issues Family/parenting issues Family/parenting issues Substance abuse Substance abuse Anger and impulse control Anger and impulse control Anxiety Anxiety Legal Problems Legal Problems Work stress Work stress Grief/bereavement Grief/bereavement Coping with change Coping with change Domestic violence/abuse Domestic violence/abuse Depression Depression Low self-esteem Low self-esteem Financial problems Financial problems

Work Performance: Unexplained changes from prior performance. Unexplained changes from prior performance. Inconsistent production. Inconsistent production. Missed deadlines. Missed deadlines. Increasing mistakes or poor quality. Increasing mistakes or poor quality. Difficulty with complex assignments or tasks. Difficulty with complex assignments or tasks. Failure to improve despite coaching. Failure to improve despite coaching. Poor time management. Poor time management. Promises to improve without results. Promises to improve without results.

Attendance & Tardiness: Unscheduled vacations. Unscheduled vacations. Excessive sick days, especially Mon/Fri. Excessive sick days, especially Mon/Fri. Absent from work station. Absent from work station. Repeatedly late returning from lunch/breaks. Repeatedly late returning from lunch/breaks. Improbable or dramatic excuses. Improbable or dramatic excuses. Frequent “emergencies” for time off. Frequent “emergencies” for time off.

Physical Condition: Deterioration in appearance and grooming Deterioration in appearance and grooming Poor hygiene Poor hygiene Impaired balance or unsteady gait Impaired balance or unsteady gait Poor attention and concentration Poor attention and concentration Rapid weight loss or gain Rapid weight loss or gain Chronic low-grade illnesses Chronic low-grade illnesses Lack of energy Lack of energy

Mood: Mood swings or instability Mood swings or instability Inappropriate or exaggerated reactions Inappropriate or exaggerated reactions Cries easily or frequently Cries easily or frequently Consistently angry, fearful, or withdrawn Consistently angry, fearful, or withdrawn Frequently depressed and anxious Frequently depressed and anxious Appears confused or overwhelmed Appears confused or overwhelmed Easily agitated Easily agitated Defensiveness Defensiveness

Relationships: Overreacts to perceived criticism Overreacts to perceived criticism Blames and criticizes others Blames and criticizes others Withdraws from or avoids others Withdraws from or avoids others Hostile, aggressive, or resentful Hostile, aggressive, or resentful Subject to complaints by others Subject to complaints by others Others are worried or concerned Others are worried or concerned

Types of Referrals: Self Majority of employees seen by EAP Majority of employees seen by EAP Recognize the need for assistance and schedule time to discuss their situation with a trained counselor Recognize the need for assistance and schedule time to discuss their situation with a trained counselor Supervisor will be aware of this only if employee shares the information or signs a release form. Supervisor will be aware of this only if employee shares the information or signs a release form.

Types of Referrals: Informal Referral Made early in the process Made early in the process Manager expresses concern to employee Manager expresses concern to employee Manager will not try to counsel Manager will not try to counsel Suggests employee contact EAP Suggests employee contact EAP

Types of Referrals: Formal Referral Performance and/or behavior deteriorates Performance and/or behavior deteriorates Manager meets with HR to determine if formal referral is appropriate Manager meets with HR to determine if formal referral is appropriate HR will meet with manager and employee to make the referral HR will meet with manager and employee to make the referral Specific performance issues are the focus Specific performance issues are the focus Goal of EAP service is to help employee return to satisfactory performance Goal of EAP service is to help employee return to satisfactory performance

Types of Referrals: Formal Referral Compliance is mandatory Compliance is mandatory Supervisor and/or HR are provided reports Supervisor and/or HR are provided reports Disclosure is limited to compliance or non- compliance only Disclosure is limited to compliance or non- compliance only Referral is active until dismissed by EAP Referral is active until dismissed by EAP EAP requests performance evaluations EAP requests performance evaluations

The Sometimes Speech: “Sometimes job problems like these are the result of things going on outside the workplace. It may not be true in your case, but because it is sometimes true, the company has an Employee Assistance Program. It’s free and it’s confidential. It has helped a lot of people.” “Sometimes job problems like these are the result of things going on outside the workplace. It may not be true in your case, but because it is sometimes true, the company has an Employee Assistance Program. It’s free and it’s confidential. It has helped a lot of people.”

The Referral Meeting: Identify performance deficiencies Identify performance deficiencies Review the documentation Review the documentation Communicate your expectations Communicate your expectations Set a time-frame Set a time-frame Make the referral Make the referral Schedule a follow-up meeting Schedule a follow-up meeting

Supervisor’s Do’s and Don’ts DO…. Protect the employee’s confidentiality and dignity Protect the employee’s confidentiality and dignity Communicate concern Communicate concern Allow the employee to be responsible for results Allow the employee to be responsible for results Express confidence in their ability to improve Express confidence in their ability to improve Offer to call EAP, then provide privacy Offer to call EAP, then provide privacy Encourage ongoing dialog regarding performance Encourage ongoing dialog regarding performance

Supervisor’s Do’s & Don’ts Don’t….. Attempt to diagnose the problem Attempt to diagnose the problem Get drawn into discussing personal problems Get drawn into discussing personal problems Apologize for addressing performance deficiencies Apologize for addressing performance deficiencies Accept excuses or blame Accept excuses or blame Moralize or pass judgment Moralize or pass judgment Discuss possible treatment options Discuss possible treatment options Make threats to act Make threats to act

Barriers To Referral Anger Anger Guilt Guilt Fear Fear Denial Denial Ego Involvement Ego Involvement

ENABLING Attempting to “help” an individual when that act enables the person to avoid personal responsibility for arriving at real solutions: Attempting to “help” an individual when that act enables the person to avoid personal responsibility for arriving at real solutions:  Avoiding the performance issues  Hoping it will fix itself  Making/accepting obvious excuses  Covering for the individual  Rationalizing  Attempting to control

Accessing Services Toll-free phone lines Toll-free phone lines  (800)  24-hour access Website/ Website/  Local providers Local providers Regional offices Regional offices

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