Frontline Supervisor

Q. Every employee in our work unit knows about the employee assistance program. EAP staff visited our office to provide an orientation and overview of the program about five years ago. Is there any value in having a second visit or a refresher about the program?

A. Having staff from the EAP provide another overview and refresher on their services is invaluable. While many employees may be familiar with the EAP, a visit can reignite awareness and encourage greater utilization of its resources, especially during challenging times at home or work. In today's fast-paced environment where numerous distractions vie for our attention, a proactive approach to promoting the EAP is essential. This is a basic marketing principle. By inviting EAP staff to your office, you help reinforce the importance of mental health services, but you also allow employees to see the staff, ask questions, and discuss myths and misconceptions that naturally arise in any organization. These misconceptions often center on issues of confidentiality. Providing clarification can help employees feel more comfortable reaching out for support to address problems they are facing right now.

Q. If I refer an employee to the Employee Assistance Program and performance issues persist, I struggle to take disciplinary action. This is particularly challenging when the employee claims to be actively working with the EAP and their outside counselor. What causes this mental roadblock?

A. The EAP cannot be used as an excuse for ongoing job performance issues. As a concerned supervisor, you may feel tempted to delay reasonable disciplinary action when an employee claims they are working on personal problems. To navigate this situation effectively, consider obtaining a consent form from the employee that allows you to seek guidance from the EAP counselor regarding reasonable accommodations. However, it is crucial to remember that persistent performance issues must not be overlooked. While some employees may struggle despite utilizing the EAP, many find success with its support. Importantly, EAPs are designed to function alongside proper disciplinary and administrative procedures, not to hinder them. Be aware that an employee who is resistant to help might try to manipulate your feelings of guilt or hesitation about taking necessary disciplinary actions. If they convince you that the EAP serves as a "safe harbor," it could undermine your confidence in the program's ability to support both you and the organization effectively.

Q. My formally referred employee signed a "consent for the release of confidential information" so that the EAP could inform me of program participation. Can I disclose my employee’s EAP participation to my supervisor?

A. It's appropriate to inform your supervisor about the employee's participation in the EAP when making a formal referral. The consent form governs the EAP's external communication with you, but some forms address redisclosure of information. Since information from the EAP typically only includes status of attendance, participation, and information regarding any needed accommodations for the employee, other information might be of limited use to the next-level supervisor. It is best to consult with the EAP on information sharing and issues of redisclosure. Ethical considerations govern information disclosed to others, and it is crucial to handle sensitive information with care to ensure that any disclosures are made only to those who are legally permitted to receive it.

Q. When my employee was offered the choice to visit the EAP or accept a disciplinary action, he chose to quit the company. We were shocked, but this decision resolved the ongoing issues related to his attendance and behavior that had persisted for years. Was this a successful use of the EAP?

A. Not all employees take advantage of the help offered to treat a problem or condition and get well. In this respect, the loss is unfortunate. However, when considering the business case for an EAP, the program worked well—just not in the usual way. The EAP made it possible to leverage disciplinary action as a motivator to seek help. Although help was rejected, the saga concluded, thereby ending years of wasted effort, time, resources, risk, and exposures that may never be known. EAPs are not simply company-sponsored helping programs; they also are cost-avoidance mechanisms. This refers to the savings realized by preventing potential costs that would have been incurred without a specific intervention or preventive measure. In this limited sense, the EAP is a management tool that benefits employees and organizations alike. No other workplace programs replicate this dynamic. This is what makes EAPs uniquely valuable: they not only address immediate employee needs but also strategically protect organizations from future liabilities while enhancing workplace productivity.

Q. What skill does top management across industries value most in supervisors?

A. Nothing will impress managers more than your ability to effectively communicate. Leadership skills, emotional intelligence, problem-solving, and interpersonal skills all are important, but being a good communicator is a foundational skill of good supervision. You may never be praised for being a good communicator, but problems with communication will be quickly noticed. The management's concern about supervisors with problematic communication is its effect on employees. Examples include failure to communicate changes that stress employees; dumping work on employees at the last minute, which shows poor planning; ambiguous instructions; lack of information that employees need to do the best job possible; lack of feedback; and employees being unsure of what they are supposed to be doing. All these issues stress employees, and the effect on morale does not escape the notice of those in upper management. Be a communication champ by understanding and avoiding these 21 common communication problems. See them at www.niagarainstitute.com/blog/signs-of-poor-communication.

_{FrontLineSupervisor is for general informational purposes only and is not intended to be specific guidance for any particular supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your EA professional.  ©2025 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.}

Q. Why is it necessary for the employee assistance pro-gram (EAP) to obtain a release and confirm the employee’s participation after a supervisor referral? I am focused on performance changes, regardless of the employee’s personal experience with the EAP.

A. A release of information advising you of the employee’s attendance and cooperation with EAP recommendations is not necessarily needed unless participation was part of an agreement accepted by the employee, based on performance issues, to participate in lieu of a management action. However, in any case, such limited communication is highly beneficial to the employee. A release increases the likelihood that the employee will follow through with the EAP’s recommendations. This is not only because the issue may involve resistance and denial, but also due to human nature: a situation tends to lose urgency once a crisis has passed. The release helps maintain this sense of urgency. Even if you are not personally interested in limited information, this step will enhance the chances of achieving the desired performance changes.

Q. I find dealing with inconsistent work and performance to be time-consuming and difficult. Often, employees seem surprised when I raise issues with them. What can supervisors do to speed up the process of correcting performance?

A. Employee clients often state in EAP assessments that the supervisor hasn’t made sufficiently known what is expected of them. Many don’t have a job description, and years pass without annual reviews for some. So, employees are surprised when their performance is corrected. Ensure that you communicate with the worker about the job roles, responsibilities, and standards. Check in and give feedback often at first, and regularly after- ward. Examine with your employees each of their job functions and the standards set. Using this process, you are almost guaranteed to have no surprised employees when performance is corrected. Let employees know what “outstanding” looks like, and likewise with gradations like “above average,” “average,” “satisfactory,” and below. Use performance improvement plans to maximize clarity, and then rely on your HR or management advisor for guidance regarding how to implement them. Tip: Encourage a workplace culture where accountability isvalued and expected. If you do this, employees will naturally take ownership of their performance, reducing the need for constant oversight.

Q. I get angry with workers who do not correct their own performance and seem passively resistant to change. I know I should remain calm, but I fear if I don’t demonstrate anger and frustration, they won’t take me seriously. What’s the answer?

A. In all interactions with employees, demonstrate a calm, structured, and empathetic approach. Ironically, you will be more successful regardless of the situation. Remind yourself to remain calm, knowing that you will think more clearly doing so. If you feel anger during a discussion with an employee, pause before you react. Three to four seconds will seem like an eternity, but you will collect your thoughts and respond more constructively if you do so. The challenge is to focus on the behavior and not the person. This guiding principle helps you disengage from any personality features that may trigger your agitated response. Frame feedback in terms of behaviors and actions rather than personal attributes; that will reduce employee defensiveness. For example, “Alex, I’ve noticed that the last three reports were submitted two days past the deadline. This delays our project timelines, and we then can’t proceed with the next steps.” Seek more support for your-self from the EAP and arrange a referral for the worker if needed. Be prepared to consider other administrative steps to help the employee improve performance.

Q. We referred a construction employee who stole paint to the EAP and decided not to fire him. He claimed it was for his house, but I’m doubtful. Can the EAP determine his true motive and inform us?

A. The EAP will likely uncover the true reason behind your employee’s theft of the paint if it differs from the explanation initially provided. The EAP won’t disclose this information, as a standard practice, recognizing the importance of confidentiality. They will only release the minimal information necessary for you to manage the worker’s performance. This does not preclude the employee from sharing the real reason with you directly, however, if it differs from the original story. EAP assessment interviewing is a skill and an art, and experienced EAP professionals use effective questions to identify underlying issues that contribute to the manifest problem experienced by the worker. You decided to help your employee with whatever prompted him to steal the paint, so the goal is to address any associated personal issues in order to reduce the risk of his repeating the behavior.

Q.  I'm a new supervisor. What initial mistakes might I make, based on common errors of other new supervisors? I know to avoid micromanaging, being overly demanding, and isolating myself, but can you highlight other potential pitfalls that are less commonly considered?

A. Aside from the missteps mentioned, new supervisors often make a few other common mistakes, including failing to provide employees with clear expectations for their work, avoiding difficult conversations, trying to be everyone’s friend, and not enforcing policies consistently among employees. Not giving clear instructions leads to incomplete work and disappointing results that frustrate the employee and the manager alike. Avoiding difficult conversations associated with employee behaviors leads to unresolved problems that nearly always grow bigger. Attempting to be everyone’s friend often blurs the lines between professional and personal relationships, and this can undermine your authority and complicate decision-making. In short, not enforcing rules and policies equally leads to complaints of favoritism and confusion among workers.

_{FrontLine Supervisor is for general informational purposes only and is not intended to be specific guidance for any particular supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your EA professional. ©2024 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.}

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