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. My employee was recently treated for an alcohol use disorder and is back at work. Absenteeism was a serious issue in the past. The EAP was not involved because he self-referred to treatment. Can the EAP help with this now? We’re a little worried about future absences.
A. If attendance problems are no longer an issue, a reason for a formal referral no longer exists, but you can still strongly recommend the EAP based on the circumstances. Recommend self-referral (informal) so the EAP can offer support and follow up. There is a strong chance he will accept because employees new to recovery are both grateful and highly cooperative. With EAP participation, the professional will learn about the post-discharge treatment plan and more fully understand the scope of treatment and issues associated with it. Recovery and follow-through would be monitored. The EAP would encourage that a release be signed to provide limited information to you. The EAP would also be able to assess any obstacles or family matters that could undermine the recovery program. The upside will be less concern on your part if the employee calls in sick for a seasonal illness.
Q. There is tension between me and one of my best workers. I don’t think he’s about to quit, but I know a decision to leave can come out of the blue. How do I intervene early, and can the EAP guide me in improving this relationship?
A. Managers expect employees to come to them if they are having problems with work or communication, but you can’t count on it. Your decision to be proactive is a good one. Ask your employee to meet with you in uninterrupted time. Be honest and state that you feel the tension, and ask whether he feels the same. If so, ask what he thinks is creating this tension. Be sure to approach the conversation with an attitude of wanting the employee to succeed with the skills he brings to the company. It is likely your employee will share what’s impeding his job satisfaction and what work habits or communication issues play a role. Be prepared to hear complaints that catch you off guard. Still, avoid defensiveness, and show how open-minded you can actually be to feedback. Thank your employee, and consider changes. Be sure to consider the EAP as a source of help in your effort to make any personal changes you feel the need to make.
Q. I read that depression is one of the most costly problems and one of the most common issues affecting the workplace, but honestly, I don’t think I have ever had a depressed employee. At least I have never seen classic symptoms. What am I missing?
A. Employees who are depressed may not appear with readily identifiable symptoms or match the stereotype of a sad and slow-moving person. Depression can exist for years, go unnoticed by others, and surprise even close friends when a person finally seeks treatment. Still, depression can be life-threatening if severe enough. Employees with depression may be easily irritated, struggle with anger management, have gastrointestinal complaints, be easily distracted, have intermittent aches and pains, be accident prone, appear to have low motivation, or demonstrate a lack of enthusiasm. However, some symptoms of depression are not visible. Many employees may not view themselves as depressed because they explain away their mood and experiences as caused by other things like stress or personal problems. They may suffer for years without seeking help. Focus on quality of work and attendance problems. Refer to the EAP based these or other productivity issues. If you do so, it’s likely you will refer depressed employees to the EAP and never know it.
Q. Many employees have responsibilities taking care of elderly parents. I know it’s difficult. I want to be compassionate. But how do I draw a balance between being understanding and insisting on satisfactory job performance? There is no getting around the work needing to get done.
A. As baby boomers age, more employees will experience the stress of eldercare responsibilities with fewer siblings to help, unlike generations past. This stress is compounded by travel necessary to reach elderly parents who may not live nearby, also unlike in the past. Seeking to accommodate these realities and retain valuable workers is critical for most employers. 1) Be proactive in supporting employee caregivers; 2) ask if support is needed that the employer might consider; 3) ask employees for their ideas about modified scheduling (it may produce a win-win idea); 4) refer employees to the EAP when a need is obvious, but also as a reminder, even if no issues are evident; and5) discuss with human resource advisors what support guidelines or flexibility exists to accommodate employees. Facts: A caregiving employee averages 47 years old and provides 21 hours per week of caregiving outside of work. Seventy percent report that they miss time from work, and 50% say their careers have been adversely affected. Source:www.lifecare.com/2019/09/the-truth-about-eldercare-and-the-workplace/
Q. We are conducting companywide training in resolving conflicts, creating a positive workplace, and improving office communication. One of my employees is close to being terminated because of serious issues in these areas. Should I refer to the EAP now or later if changes aren’t forthcoming after training?
A. The key principle regarding formal referral to the EAP is to do so when your efforts fail to correct the employee’s performance issues. So, the training you have planned is a reasonable approach and a good place to start if no serious behavioral risk issues or safety concerns exist. In fact, the training topics suggest that there will be plenty of employee interaction and feedback among learners. This may contribute to significant awareness and insight, and if changes aren’t forthcoming, will make an EAP referral more effective with a more motivated employee.
Q. My employee was admitted to a psychiatric hospital for depression. The doctor phoned to discuss the employee’s return to work. I suppose I can do it, but would it be better for the EAP to play this role? I gave the EAP phone number to the employee, but I’m not sure there was follow-through.
A. Provide the phone number of the EAP to the doctor so the program can be contacted regarding back-to-work issues. Also provide the doctor’s phone number to the EAP. Explain the circumstances. The EAP will contact the doctor, who will in turn engage the worker and arrange a back-to-work conference. The employee will then likely become an EAP client with proper consent forms signed so appropriate information can be released to you. The above process will allow the EAP to discuss clinical matters with the doctor without your involvement. Later, the EAP will monitor the employee and follow any discharge instructions. Reasonable accommodations, if necessary, will be shared with you for your consideration. Supervisors are less burdened when they rely on the EAP to manage communication issues like the one discussed here. And of course, recovering employees are better managed, and the reputation of the EAP as a helpful service to all is enhanced.
Q. I have referred many employees to the EAP over the years. I often notice the personal problem gets resolved, but performance also improves. This is expected, but it is often beyond what even I anticipated. What explains this surprising level of performance improvement after employees visit the EAP?
A. When employees participate in the EAP, they are not only assisted in resolving a personal problem, but may also need to participate in ongoing activities or personal efforts to maintain and improve mental and physical wellness. Preventing relapse of a substance use disorder especially requires a lot of self-care for the patient/employee. This may include focusing on improving one’s diet, attention to health needs, better stress management, chronic disease education, better problem-solving, psychotherapy, goal setting, work-life balance, and attending to relationship problems at home, the continuation of which would jeopardize recovery. It is sometimes said that employees who visit the EAP for help with a personal problem get “better than well.” This is the phenomenon you are witnessing.
Q. My employee has had serious attendance problems. I referred the worker to the EAP, and a release was signed. Everything is going well I hear, but should I expect attendance problems to stop immediately or should I give it some time?
A. You should expect complete resolution of the attendance problem the next time your employee is due to beat work, no matter how long the attendance problem has existed. Attendance problems are symptoms that stem from the problems that create them, whether it be a faulty alarm clock or a serious substance abuse issue. Consider, if the worker can’t engage in the essential substance abuse issue. Consider, if the worker can’t engage in the essential functions of the job, one of which is coming to work on time, then the worker is not qualified to be in the job. So you should expect a return to the approved schedule. If the EAP informs you that the employee will miss work for specific periods of time necessary to address a concern or need associated with the resolution of the attendance problem, and this accommodation is one you can grant without undue burden on the employer, then this informed absence or lateness to work would be appropriate.
Q. What is the underlying reason some supervisors bully employees? Is it insecurity or psychological problems? And what are the most common types of bullying behaviors exhibited by supervisors?
A. Most supervisors do not bully employees because they are insecure or have psychological problems. Instead, research appears to show motivation to bully is predominantly driven by the need to control subordinates and fear that they won’t successfully do it without being intimidating. Research also shows that some supervisors feel better and get an energy boost from intimidating others, but the penalties arrive shortly in the form of poor productivity, morale problems, and turnover – everything a supervisor doesn’t want! The most common types of bullying include 1)yelling at employees or speaking to them in a way that causes them to feel intimidated; 2) making inappropriate personal criticisms; 3) giving unreasonable deadlines and work; 4) showing favoritism toward only certain workers; 5) constantly criticizing; 6) threatening employees with disciplinary action or termination (e.g., “I’m going to write you up!”); and 7)micromanaging (nitpicking and controlling the details after delegating work).
Q. I referred my employee to the EAP for being quarrelsome with coworkers. I don’t know what the underlying issues were with this employee, but the program worked! After nine months, the EAP still lets me know the employee is participating in the program. Is this necessary?
A. It is likely the EAP made a decision that feedback to you would be important to help the employee remain both focused and motivated to continue treatment or involvement in whatever help was determined necessary. The leverage of the formal referral you made, which employees always perceive to be linked to their job security (whether stated by you or not), is what created(or helped create) a sense of urgency to get help for the quarrelsome behavior. Dozens of health issues or conditions could contribute to such behavior: poor sleep, chronic pain, depression, alcoholic withdrawal, and a plethora of psychological issues or habits of communication. Be sure to periodically praise the employee’s performance and cooperation with others at work. Realize that the role of a manager in influencing the employee’s productivity and wellness doesn’t end after the referral. Instead, it is often the beginning.
