- EAN staff is available when our office is closed to help you manage personal crisis or traumatic events in the workplace. Call our office at 828-252-5725 and press ‘0’ to reach our crisis management team member by phone.
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. Our supervisors recently struggled with how to notify employees about a worker’s suicide and, in one case, a murder at a remote location. This delayed managing the incidents and recognizing these employees’ lives. This caused upset among coworkers. How should managers respond to such incidents?
A. The death of an employee, especially by accident or homicide, will thrust the manager into a crisis role that employees instantly rely upon for direction, support, and empathy. Fortunately, from the standpoint of how to manage it, death in the workplace is not new. Step-by-step protocols and checklists exist for managers to follow, although smaller employers may not keep such material on hand. Examples can be found at the American Psychological Association, the Society for Human Resources and nonprofits that focus on helping people manage grief (see below).The EAP can also assist with helping managers find such resources, while supporting employees and later offering more awareness and education about helping employees and recognizing protracted grief and its effects on productivity. Note that the two most significant mistakes managers make regarding death in the workplace is treating such incidences too lightly or turning away from them too soon in an attempt to get back to work. Source:www.griefcounselor.org/2017/11/07/grief-in-the-workplace-an-outline-for-helping.
Q. Can I refer an employee to the EAP for acting“ immature”? By immature I mean demonstrating behaviors that are more like those of a teenager, acting out of personal desires rather than putting the needs of the team first, and displaying jealousy and envy of others. This employee must change.
A. Since “immaturity” is difficult to measure, it becomes important to be descriptive of the objectionable behavior so it can be presented in a corrective interview. You can then ask that it stop, be clear about it, and later measure whether change happens. This is not as easy as it sounds, but it is crucial to motivate change and refer the employee to the EAP if it becomes necessary. You may need to witness again the behavior you describe, and document it contemporaneously so it is clear. You have witnessed the employee being selfish and “not putting the needs of the group first.” How is this demonstrated by words or behavior, and what substantiates the attitude and misdirection you see? Rely on the EAP or your human resources advisor for help in how to construct useful documentation. You are more likely to see the changes you want, possibly without ever needing to make a referral.
Q. If I formally refer my employee to the employee assistance program because of performance problems, and a release of confidential information is signed, what information should I request that won’t cross the boundaries of what is routine and necessary?
A. The EAP will contact you when a release of information is signed, and it may do so more than once to provide information that is appropriate and enough for you to perform your job as a supervisor. You won’t be in the dark about the status of your employee, but you always can call the EAP if this communication does not seem timely enough for you. There may be good reasons the EAP has not contacted you yet, but it is better for you to not wonder what is going on at the EAP. When contacting the EAP, it is appropriate to ask whether an issue or matter is being addressed, but not about the nature of the problem or its diagnosis; whether the employee is cooperating and following through with the EAP recommendations; and whether the employee will require any accommodations from you with regard to scheduling, time off, or other changes in the work situation necessary to treat or address the employee’s problem. These three types of information have historically been recognized for decades as the essentials for communicating with supervisors who have made formal referrals.
Q. We have employees returning to on-site work, and many have not been together for quite a while. Is there something I should do as a supervisor to facilitate the renewed team environment, or will this naturally take care of itself?
A. “Reboarding” (re-onboarding) describes the process of reuniting employees and facilitating their renewed role in the workplace. The process recognizes that previously quality teams and effective coworker relationships will not necessarily pick up where they left off. Many surveys report dramatically increased anxiety of employees returning to work. Change causes stress; this alone is enough to make the transition back to work more difficult. Managing this anxiety falls on supervisors. Along with many employees perceiving remote work as more desirable, changes in family routines add to employees’ stress. A key objective for managers is helping to prevent attrition by facilitating an equally happy on-site job experience. This requires understanding, patience, reassurance, and good communication. Being present and holding meaningful conversations with employees and allowing them to share their viewpoints and opinions about what they are experiencing being back on the job are crucial. Pay attention to signs or symptoms of troubled workers, particularly those who appear unable to reengage. Suggest the EAP, or refer employees as needed.
Q. My employee says he is being treated for depression by a psychiatrist. He is still coming to work late, however. This is my key concern. The EAP is not involved yet, but how do I involve the EAP if my employee is already seeing a medical doctor and a therapist? Won’t the employee resist?
A. You can involve the EAP by making a referral based upon the performance, conduct, or attendance issues demonstrated by this employee. In this case, coming repeatedly late to work is the problem. It’s a good thing your employee is seeking help, and it may help resolve the depression problem, but attendance problems remain. So, the EAP is appropriate. If your employee meets with the EAP, a release will be signed, an assessment will be conducted to consider the type of treatment being received, and a decision will be made to either consult with the physician (with the employee’s permission) or make additional recommendations based on the EAP’s findings. Could there be a problem that the psychiatrist is not treating? Could there be a misdiagnosis? Could the EAP discover the real problem that contributes to attendance issues? The answer to these questions is yes.
Q. News reports have frequently mentioned “The Great Resignation” over the past year, referring to how many employees quit their jobs and why. What can supervisors or managers do to help curb the loss of good workers?
A. Research studies showed that when the crisis subsided enough for employees to return to work, millions had moved on. What followed was a worker shortage that allowed employees to compete for greater benefits, including attractive remote jobs. A desire to not return to the original job also played a role in adding to a labor shortage. Suddenly, “employers needed employees more than employees needed employers.” One study concludes that factors that can exacerbate the loss of workers are a “toxic” company culture, low salary, poor management, lack of healthy work-life boundaries, and not allowing remote work. Are you able to influence change with any of these issues? Some are not related to pay but soft skills and relationship management. It is here that the EAP has expertise. Read below what the Gallup research organization discovered about the supervisor’s role. Strive for a positive and engaging relationship with workers. Most will think twice before giving it up, even for additional pay in another job. Source:www.gallup.com/workplace/358346/gallup-workplace-insights-learned-2021.aspx.
Q. Periodically, my employee has crying bouts but says it’s a way to manage stress. Should supervisors be more aware of depression’s symptoms, not so they can diagnose someone, but so they do not dismiss serious behaviors just because they do not cause performance issues?
A. To be completely unaware of the signs and symptoms of depression or any health problem that could lead to behavioral signs and symptoms in the workplace would not be a good thing, so it is appropriate to help supervisors be generally aware of observable signs or symptoms common among troubled employees with health or mental health conditions. This could lead to more supervisor-prompted self-referrals influenced by concern for the employee. This is a key reason for educating supervisors about the signs and symptoms of substance abuse. No matter what the health concern underlying the performance issues, the overriding principle that should be kept in mind is that focusing on the performance issues of quality of work, conduct, and attendance is more likely to lead to referrals of employees to the EAP, where treatable health and mental health problems can be identified. The recovery from these problems is what will lead to improved performance, reduced turnover, and a healthier workforce. Check out the signs and symptoms of work depression at https://www.healthline.com/health/depression/work-depression.
Q. I interviewed an employee for one of our new positions, but he looks like he might be an alcoholic or have a history of alcoholism. I know the Americans with Disabilities Act (ADA)applies in this situation, but is the EAP the right resource concerning understanding its provisions and restrictions?
A. Your human resources advisor is your go-to professional for concerns about interviewing, the hiring process, and laws like the ADA and how they may apply in certain situations. The ADA treats actively drinking employees with substance use disorders and those who have been treated for addictive diseases differently. Decisions you make based upon your perception of their recovery or non-recovery status can also have legal implications. Sometimes, managers are educated and trained to understand employment laws, but if you are not applying them or recalling them regularly, it is easy to get confused. So, even if in doubt, reach out to human resources. Later, after someone has been hired, should you become concerned about behaviors, signs, and symptoms, or wonder how you should document performance, your EAP is available.
Q. There is debate about which employees are more stressed, those on-site or those who work remotely. What does the research say?
A. The Gallup organization examined employee stress during the pandemic. They discovered that remote workers generally experience more stress than on-site workers. Although there are clear benefits to working from home, like avoiding the need to commute, remote workers often manage their personal lives and domestic issues in tandem with expectations by employers to deliver high levels of work performance, both in quality and quantity. The research found that remote workers may be more engaged, meaning they appear to demonstrate more enthusiasm, eagerness to perform, and desire to do a good job. This increased engagement may help others support their position and see its positive benefits. Supervisors should be watchful for signs of stress in remote workers who may tend to minimize or mask them, thereby risking burnout.
Q. What is the #1 way to motivate an employee?
A. Thousands of resources have been authored on motivating employees, but the one thing that appears to dominate most lists is “personally thanking employees for good performance.” Sound simple? It is for some, but not all. A critical part of the strategy is communicating gratitude with sincerity. Humans easily detect non-sincerity, so one must get this part right. Start by examining your own personal reaction to something the employee has done well. Feel the gratitude. Appreciate its impact. Visualize the benefits. Then use this energy and awareness to communicate appreciation. Praise put in writing will “10X” your positive impact on the employee. Some managers offer praise naturally. It’s a critical soft skill for supervisors to know, but it will feel awkward without sincerity accompanying it. Can the EAP help you be a more genuine and authentic praise giver? Yes.
