Performance-Based Supervisory Referrals Get Workers Back on Track
March 1, 2007
A consumer’s complaint about Janet’s inappropriate behavior corroborated what
her co-workers had reported to their supervisor, Kim. During a private meeting,
Janet refused to take responsibility for her actions. As Kim attempted to
explain why Janet’s behavior was unacceptable, she felt intimidated by Janet’s
raised voice and body language.
Appreciating what the consumer and co-workers had experienced, Kim issued a verbal warning: If Janet’s behavior did not immediately change, Kim would need to take the next step. When another consumer registered a similar complaint, Kim again met with Janet, issued a written warning and developed a corrective action (progressive discipline) plan.
Fortunately, Kim’s employer provided another powerful tool for getting employees back on track--a supervisory referral to the employee assistance program (EAP). “The majority of employees with workplace problems have issues outside the workplace,” says Joe Roche, director, Inova Employee Assistance. “Investing in an EAP is a smart business decision.”
According to Roche, the majority of workers who come to the EAP self refer. They may initiate the process themselves or at the suggestion of a supervisor or co-worker who senses a need. In either case, the EAP does not provide any feedback to management.
However, in the case of a formal supervisory referral, which is part of a corrective action plan, management provides the EAP with a clear picture of how the problem impacts the workplace. Also, the EAP will request that the employee sign a release of information, allowing them to inform the employer that a problem has been identified and the worker is willing to commit to change. Confidentiality laws prohibit the EAP from revealing any information about the nature of the underlying problem.
Despite maintaining that she didn’t understand what was wrong, Janet called the EAP. “The vast majority of employees who are undergoing progressive discipline are willing to turn to the EAP if they value their job and career,” says Roche.
During eight weekly sessions, Shawna, a counselor who was sensitive to cultural diversity issues, focused on appropriate workplace behavior and effective verbal and non-verbal communication styles. Shawna also worked to break down Janet’s defenses and learn why she was quick to anger. Since Janet equated criticism with failure, Shawna helped her learn how to ‘step back’, listen better and react appropriately. The counselor also reviewed customer service skills and taught Janet exercises to incorporate into her daily workplace interactions.
During the same period that Shawna focused on the underlying issues, Kim met regularly with Janet to review the corrective action plan and provide feedback on her progress.
A year after completing the counseling, Janet consistently displays appropriate workplace behavior. And her positive EAP experience made her comfortable enough to self-refer her teenage daughter when she had some difficulties of her own. “The supervisory referral got Janet the help she needed to become a valuable employee,” Roche says. “And the counseling her daughter received kept Janet from being distracted by personal issues while at work.”
Clearly, supervisors can play an important role in motivating employees to utilize the EAP. Yet, sometimes supervisors don’t abide by established guidelines for one or more of the following reasons:
- Reluctance to betray the employee
- Desire to protect a heretofore good worker
- Misguided sense of responsibility for handling a worker’s problem
- Desire to keep problems ‘in house’
- Reluctance to confront a difficult situation
“Effective EAP management training emphasizes that the supervisor’s role is monitoring job performance,” says Roche. “Supervisors should not attempt to solve employees’ personal problems.”
Employees who refuse to accept help from the EAP can present a significant challenge. During progressive discipline, supervisors will want to emphasize an expectation for appropriate performance as well as describe the consequences for failure to improve. Supervisors will also want to remind workers that free and confidential EAP services remain available to them and their family at all times.
Inova Employee Assistance has served employers with nationwide job performance improvement systems since 1981. Our high quality customer focused employee assistance programs (EAPs) and work life services can be tailored to your organizational needs. For more information, contact Jeff Carr at 703-321-2555 or Jeffrey.Carr@inova.org, or visit www.inova.org and click on Workplace Services.
Articles are written by professional journalists, who strive to present reliable health information. They are not intended to be a substitute for medical care and advice.
