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. As a new supervisor, I have no concerns about being respected or directing others. My concern is not meeting the expectations of management and my higher-ups. My anxiety is causing me to make mistakes, forget things, and creating fear of the boom being lowered on me!
A. Certainly anxiety can affect performance, but there are several steps you can take to overcome it: 1) Develop a clear understanding of the goals, expectations, priorities, and essential functions of your job. Overlooking this is the most common reason for anxiety among new supervisors (and new employees in general).Meet with your supervisor so you are clear on these issues. 2) Be proactive in asking for feedback. Anxiety can make you hesitant to seek the views of others, but that information will bring you the relief of being in sync with your supervisor’s expectations. 3) Always know your team’s progress, challenges, and successes. Discover the most suitable way of regularly communicating with management about these metrics. 4) Don’t allow the days to pass without having a written, detailed plan for how you will meet the needs and expectations of your position. Without it, you will feel rudderless while fighting fire after fire, and you will continue to worry about where to focus your energy. 5)Finally, reach out to the EAP for help.
Q. My employee has a few performance issues, and I need to make a referral to the EAP, but he is stubborn and tends to intellectualize. Can the EAP really make progress with someone whose personality style is so defensive?
A. If your employee values his job, it’s likely that progress will be made in getting the changes you want and need for the organization. Remember, your formal referral is not a casual act. It is based on performance; therefore, you must communicate that change is expected and non-negotiable. A signed release is important to ensure appropriate, ongoing feedback to you. If you communicate this sufficiently, the employee’s motivation will be easier for the EAP to manage, despite his ego and his resistant attitude. The employee assistance professional won’t engage your employee in a counseling process that only serves as an intellectual exercise. More likely the approach will be solution-focused and include important elements that allow him to understand how this personality style is creating roadblocks that stand in the way o f change. EAPs are very experienced with the wide variety of personalities of employees who seek help for personal problems.
Q. It was necessary to give my employee a written reprimand for a job infraction. The infraction wasn’t career-ending, but it was severe. Now I only get the cold shoulder from this worker, and our conversations are only work focused. How do I deal with this tension, which seems to harm our work climate?
A. It is not unusual for an employee to feel anger for receiving a disciplinary action, especially if he or she believes it was unwarranted or excessive. How your employee responds to such actions is a performance issue. Meet with your employee to discuss his or her response to the disciplinary action. Define the response as a separate issue of concern. The objective is to help your employee deal constructively with the disciplinary action. Recommend the EAP again as away of helping the employee cope. Be sure to demonstrate your expectations for a continuing positive and productive relationship. Remember, discipline isn’t punishment. It’s about correcting performance. If necessary, meet with the EAP yourself to ensure that no issues associated with your communication or supervision style are interfering with your goal of bringing stability and positivity back to this relationship.
Q. How can managers best support employees who are on the autism spectrum? Is there anything specific I need to know as I engage with this unique group of people?
A. Your job as a supervisor is supporting employees in general, but with neurodiverse employees the goal is to create a workplace that is inclusive and where they feel comfortable. These ideas should give you a good start: 1) Be clear and direct in your communication. Explain your expectations and give feedback. 2)Anticipate that employees will take more time to process information or respond to questions. So, allow them to take that extra time. 3) Incorporate structure, predictability, and routines in the work environment. This will allow those on the autism spectrum to feel more comfortable and confident on the job. 4) Use visual aids when explaining routines and procedures. 5) Give feedback to help those on the spectrum improve and when they are doing a good job. 6) If possible, create a quiet workspace for spectrum employees, or perhaps grant a request for noise-canceling headphones, so they can work more efficiently. 7)Consider education and awareness programs, perhaps through the EAP, that can help coworkers foster understanding and acceptance of neurodiverse workers and differences in their communication styles and behaviors.
Q. I can’t afford to lose my employee. However, he has numerous work issues that I plead with him to correct. Although they are not huge, and they don’t interfere with the positive financial impact he brings, I worry whether his performance will someday suffer in serious ways.
A. Your employee is not making changes because he does not perceive the need to do so. There are many motivational approaches to explore, but you will need to tailor your approach to his situation. This is where your EAP can be of enormous help. Discuss with the employee assistance professional the circumstances of this employee’s problems. Then decide whether any or a combination of these factors might influence his visit with the EAP or otherwise create a sense of urgency to change. Explore the following options: 1) Coach your worker to improve his skills and abilities. 2) Clarify your expectations to improve his ability to set goals and objectives. 3) Identify ways to recognize and reward the worker for achievements and hard work. 4) Improve your feedback, whether you focus on its frequency, intensity, quality, and/or urgency. 5) Evaluate whether the work is challenging enough and offers a sense of purpose. 6) Assess your own communication style, approachability, and supervisory skills to see whether improvements can lead to the changes the employee needs to make.
Q. Is it okay to accompany my employee to an employee assistance program (EAP) meeting if the employee is nervous about attending, just to offer support and facilitate their engagement? I have an employee who is hesitant and made this request.
A. Phone the EAP to discuss your situation. Although it is atypical to accompany the employee to the EAP to show support, it is not prohibited. Anticipate only participating in a welcome and orientation meeting but not in the assessment that would include the sharing of personal information. Phoning ahead allows an EAP professional to discuss with you the nature of your employee’s request and consider how best to approach their concerns. Realize that your attendance at the first session does not mean personal information will be shared with you later and that a release would not be signed unless this is part of a formal referral based on a job performance–related matter. You should avoid probing or discussing personal issues with your employee after the EAP meeting. The primary reason for doing so is the dynamic of how such conversations can easily lead to an employee’s decision to disengage from a treatment or counseling referral.
Q. We had training in workplace substance abuse but not how to approach an employee nor what to say and how to say it. Can you offer tips for engaging with an employee whom we suspect is under the influence on the job?
A. Take a couple of minutes to observe your employee and document details such as slurred speech, unsteady gait, or difficulty concentrating. If your company requires a second supervisor’s observation, or involvement of a union or business representative, make these arrangements. Company policies vary widely regarding these issues. Find a private location to have a confidential conversation with the employee. Express your concerns about the behavior but be direct and non apologetic. Do not make assumptions or accusations. State what you have observed. For example, ask the employee, “Bill, you look a little ‘off.’ Are you okay?” And then allow the employee to respond. Or ask, “Have you been drinking today?” Be calm. Show empathy. Do not be judgmental. If the employee admits to drinking or shows signs of impairment, address the issue immediately and follow your company’s referral policy, including whom to notify. The above is for general information only. Consult with HR and your EAP representative for greater clarification.
Q. The EAP doesn’t provide legal advice, but how can consulting with an EAP professional reduce the risk of an employer being sued?
A. EAPs encourage supervisor consultations, and one benefit of these consultations is to reduce the risk of legal complaints prompted by missteps in the supervision process. For example, the EAP might help the supervisor present clearer expectations to an employee regarding their performance. This in turn would help prevent an unnecessary adverse job action for failure by the employee to perform to standards and a subsequent legal claim for being treated unfairly. EAP professionals know the importance of diversity, equity, and inclusion issues in the workplace. During a consultation, the EAP professional may discuss the supervisor’s awareness of how a decision or course of action might be received, particularly if it could lead to a complaint of discrimination. These are only two examples of how EAPs reduce legal exposure, which undoubtedly is one of EAPs’ most cost-beneficial impacts.
Q. How do I confront an employee who suddenly is performing unsatisfactorily without sounding ungrateful for their past performance?
A. An employee who has been an excellent performer but is now showing a pattern of reduced effort and quality or quantity of work must be confronted, but the right approach is crucial. Schedule a meeting with the employee to discuss their recent performance. Acknowledge their past performance and highlight the value they bring to the company. Both aspects are powerful in motivating change. Let your employee know you appreciate their work and its positive impact. Be specific about the problem you are discussing, with examples of where they have fallen short. Include how the current performance issues are affecting the team, if applicable. Ask for the employee’s perspective and what they think about the issues you have just shared. You may hear about personal issues at this point that are suitable for referral to the EAP. Overall, take the “we” approach to help get the problem resolved. For example, say, “Bill, let’s work to get you back on track.” Set expectations, a timeline for change, and a schedule for reviewing the employee’s progress. Let the employee know you are a strong believer in their ability to deliver.
Q. I have been hearing the word “belonging” quite often as it pertains to employee well-being. Is this new concept, and what should it mean to me as supervisor?
A. The word “belonging” has come to mean helping ensure that all employees feel welcomed, included, and connected in the workplace. It also means that employees feel valued and respected for who they are, along with having their contributions recognized and appreciated. Belonging is important because it can lead to increased job satisfaction, engagement, and motivation. This can dramatically improve performance and productivity. Supervisors can value belonging by embracing employee differences, encouraging open and honest communication between workers, and finding opportunities for employees to grow and develop. Don’t forget to celebrate achievements and contributions. Engage your employees one-on-one with effective conversations to identify feelings of lack of belonging. Do this by regularly asking them how they are doing and how the job is working out for them.
