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This is an ongoing content series on the current EAN website. We have set it up again here so you can continue to use it (if you like.)
Q. I don’t want to diagnose personal problems despite knowing they are likely to exist. Sometimes I know the exact nature of the personal problem. How do I stay away from discussing the “diagnosis” and remain focused on correcting the behavior?
A. Supervisors sometimes wonder how to avoid discussions with employees that may border on examining underlying personal causes of problematic performance. Here’s one approach of many: No matter the performance issue, approach thecorrective interview with two central ideas: describing the problematic performance and pointing out its adverse impact. Don’t ask why the behavior is occurring. Instead, let the worker react to your concern. You might hear, “Well, aren’t you going to ask me why?” The “why” is often a segue to an explanation by the employee designed to postpone consequences or accountability. (Of course, a real workplace issue might be mentioned and an opportunity to correct it therefore exists.) However, if a personal problem is mentioned, make a referral to the employee assistance program (EAP) rather than process it. Remember, if your employee does not go to the EAP, you may still witness immediate improved performance from fear-based compliance to avoid further scrutiny or consequences. It typically will not last.
Q. Periodically, employers will phone to ask about a past employee’s job performance. I refer all callers to human resources, but what’s the harm of offering a glowing recommendation if true? I feel a bit obligated because this worker really turned around after using the EAP.
A. Talk to your HR pros. Providing a job reference for a former employee carries risks, even when the reference is positive. Organizations should be aware that any reference, regardless of its nature, can potentially lead to legal or professional complications. One possible problem could be a claim of discrimination if not all former employees receive an equally positive reference. Even when employees are given a good reference, your conversation with a prospective employer may be misinterpreted or you may not be equally enthusiastic with all aspects of a past employee’s performance. This could be misinterpreted as problematic by the caller. Talk to human resources for guidance or follow the existing policy. Sometimes, supervisors give positive references, but they are not privy to everything in the employee’s employment history. Some of it could be problematic. Phone calls of the type you describe aren’t usually recorded or documented. This could result in misinterpretations, with negative comments falsely attributed to you.
Q. What is the “Great Detachment”? I saw this referenced in a news article recently and how only 18%of employees love their jobs and the rest are unmotivated, looking to quit, or simply feeling stuck and “going through the motions.” What can supervisors do, and how can the EAP help?
A. The “Great Detachment” is a workplace trend where employees are emotionally disconnecting from their jobs (Gallup 2024). Only about 18% of employees are engaged, which means feeling committed to the job and employer; being enthusiastic and often doing more than expected; finding the job meaningful and fulfilling; and feeling loyal to the employer’s mission, consistently acting and speaking positively about the company. Consult with your EAP about the unique aspects of your work unit and what more you can do individually and collectively to connect with staff. Realize that young workers, frontline staff, and remote staff are more at risk for disengagement. Check in with your employees one on one and have mini five-minute meetings to discuss needs, goals, and how work can be more enjoyable. The relationship with their supervisor reportedly is one of the most often cited reasons employees find more meaning in their jobs, thereby increasing their loyalty to the employer, according to Marcus Buckingham, author of Love and Work: How to Find What You Love. Source:https://www.gallup.com/workplace/653711/great-detachment-why-employees-feel-stuck.aspx
Q. What are the main ways that supervisors can use the EAP for themselves personally as a confidential source of support?
A. Supervisors can use the EAP in several ways—some highly effective yet often overlooked. Consider these ways of leveraging the EAP for yourself: 1)seek confidential counseling for one’s own personal needs; 2) consult on improving communication with upper management; 3) learn stress management tips; 4) seek guidance on approaching employees prior to conducting corrective interviews and participating in constructive confrontation; 5) consult on handling specific situations involving difficult employees and reducing risk in managing problematic employee behaviors; 6) consult on and gain expert advice on handling difficult employee situations, performance issues, and workplace conflicts; and 7) get help with pre-referral planning, post-referral communication, and post-discharge follow-up of formally referred employees.
Q. Although employees do self-refer to the EAP, many believe that a formal referral to the company EAP is a punishment. What explains this persistent dynamic? I think it is partly stigma, but is there anything supervisors can do to minimize it?
A. EAPs are voluntary programs with staff who know how to quickly put a client at ease and establish a helping relationship that facilitates personal disclosure. Most employees, even those who are formally referred and resistant at first, quickly realize that the program is a safe and inviting experience. Stigma attached to or fear of the program usually dissipates at this point. Troubled employees who have experienced conflict with supervisors for lengthy periods of time may naturally feel that a referral is a punitive step. Regularly promoting the program in staff meetings, making assurances about confidentiality, and making literature available within the work unit are crucial strategies for increasing familiarity, reducing stigma, and normalizing the services of the program. Work units where the EAP is never mentioned, and its literature is out of sight may experience more stigma and fear that the program is not confidential.
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. I read that employees aged 30-39 experience the highest levels of stress. Why is this the case? What is the best thing I can do as a supervisor to help beyond referring to the EAP?
A. Employees aged 30-39 have historically faced the most stress dealing with financial pressures, such as mortgages, student loan debt, and family expenses. This is not new, but inflationary pressures have added to this stress with the cost of living far beyond what their parents experienced 35-40 years ago (e.g., a dozen eggs were 85-90 cents in 1985, but today average $6.30). Regarding burnout, 82% of the workforce is currently at risk for this occupational hazard, according to Forbes. The best thing that you can do is provide a safe space where you can meet with your employee to discuss stress if you believe you are spotting symptoms. A simple conversation may have a significant uplifting impact, but consider workload, flexible work hours, encouraging time off, delegating, and examining whether skills or a shortage of skills adds to the stress crisis. Source: forbes.com (Find with Google search using “82%workforce at risk) .
Q. My employee is supposed to be at work at 8 a.m. but is consistently 20 minutes late, despite my harping on him. Should I give a 10-minute window or stick to the 8 a.m. time as non-negotiable? This seems to be an age-old discussion, and I have never heard the best answer.
A. The answer depends on company culture, impact on the team, and disruption caused by not being punctual. There are dozens of reasons employees may not make it to work on time, and sometimes they combine with compounding effect. Some employees may be late because they are simply unmotivated and unengaged. Others may be clinically depressed with childcare issues while also impeded by traffic congestion. This is the classic situation where a formal EAP referral can help identify what causes lateness so the underlying problem can be addressed. A more direct answer to your question is to stick to the 8 a.m. time, making it non-negotiable, because it helps support consistency and fairness. For example, a grace period will be noticed by coworkers, potentially leading to complaints or requests for similar allowances
Q. I want to be objective when evaluating employees, even with those troubled employees I manage. I admit that a likeable personality sometimes inhibits my ability to be more critical in performance evaluations. How do I avoid this bias?
A. To be more objective, especially when you have a favorable opinion of your employee’s personality, requires objective measures so you ensurefairness. Assuming you have a well-worked performance evaluation process, consider the following to help put your personal feelings aside. Most supervisors who experience your bias are not keeping accurate accounts of achievements and concerns regarding performance. When evaluation time arrives, it becomes more difficult to recall performance over the past year accurately. Being non-specific in your criticism won’t help. It’s essential to quantify performance, for example, saying, “In August this past year, there were three instances when team members complained that you missed deadlines.” Admittedly, this takes effort if you are a busy supervisor. Also, it sounds simple, but being aware of this bias can be its own check to help ensure the evaluation demonstrates accuracy. Be sure not to overlook constructive criticism of work performance during the year because of your bias. It can make evaluations more difficult if only praise is heard by workers all year.
Q. My employee has made valuable past contributions, but his performance is not good now. I referred him to the EAP several months ago, but he didn’t go. I believe he thinks star performance from the past protects him from being dismissed. How do I proceed since I made a referral and see no changes?
A. It isn’t unusual to make a referral to the EAP and then have the employee decline the offer. What often follows is a honeymoon period of satisfactory performance and then a continuation of the performance issues. Continue with your intervention steps by documenting performance and meeting with your employee to discuss them. If your company has a performance improvement plan (PIP) process, use it. If not, construct one using one of the many examples available online as a model. This also aids in demonstrating management’s resolve to end these performance concerns. Discuss the value of past successes, but make it clear you can’t look past the current performance issues and that without changes, disciplinary actions will likely follow. Make another attempt at a formal referral to the EAP. Request EAP communication on attendance and participation. Monitor the PIP frequently, give feedback, and if the performance issues do not improve, consult with human resources for your next steps.
Q. My employee went to the hospital over the weekend. He phoned to say he had admitted himself for addiction treatment. I was impressed with his candor and straightforward, determined attitude. Should I contact the EAP or assume the hospital will manage care and do a great job?
A. Experience shows that employees who exit addiction treatment programs can improve their chances of successful recovery when they receive support from the organization’s EAP. What’s more, hospitals appreciate the EAP’s involvement because the additional communication and follow-up support improve post-treatment participation in recovery programs, and this naturally decreases chances of relapse. The EAP can’t contact your employee directly, so you should encourage the employee to make the call to receive additional support. Note that this is not a substitute for hospital post-discharge care planning. The EAP will have the employee sign releases so it can communicate appropriate information with the treatment program and you. The EAP will also encourage and support family involvement in education and support. Not all hospital treatment programs maintain rigorous follow-up critical to recovery, so the EAP assessment interviews can fill this gap. These interviews sometimes identify early warning signs of potential relapse—subtle behaviors or statements that may not be as easily recognized by the hospital program.
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.
