Keeping People Productive. at home... at work... at life.

Transcription

1 Keeping Peple Prductive at hme... at wrk... at life.

2 Sessin Mdel 1 t sessins per issue per year. Eligibility [ ]Full-Time Emplyees [ ]Part Time Emplyees [ ] Husehld Members [ ]Dependent Children [ ] Retirees Tll Free Number EAP Crdinatr Name: Phne Number: Frmal Referral Prcedure: Emplyee Assistance Prgram...2 Hw We Can Help.3 Referral Types...3 Frmal Referral Prcess The Five Step Interventin Prcess...5 Other Services..14 Helping emplyers by helping emplyees Helping emplyees by helping emplyers. 501/ r 1/ Fax 501/

3 THE EMPLOYEE ASSISTANCE PROGRAM A wrksite-based prgram designed t assist in the identificatin and reslutin f prductivity prblems. Managers/supervisrs, emplyees and their families have 24/7 access t assessment, crisis interventin, cunseling, fllw-up and referral if necessary. High quality cnfidential cunseling fr emplyees struggling with persnal and wrk related cncerns is prvided. Hwever, we g beynd the clinical aspects f the wrkplace perfrmance prblems. Als prviding cnsultatin, educatin and caching, which enables emplyees and supervisrs t practively address wrkplace issues and assure that the cmpany perates effectively. A prperly implemented EAP will reduce verall csts, decreasing turnver, absenteeism, health care premiums and drug-free wrkplace liability csts, while increasing emplyee prductivity. Services t the emplyee thrugh cnfidential cunseling services Cnfidential Assessments Establish an apprpriate curse f actin Prvide shrt-term cunseling Refer t the mst apprpriate service available in the cmmunity, when services are needed beynd the EAP sessins. Tll free, 24 hur, 7 day a week access t services Online services Services t supervisrs / managers Unlimited management cnsultatins Assist in identifying trubled emplyees Determine apprpriate interventin Assist the emplyee and supervisr in imprving wrk perfrmance Services t the rganizatin Training Prgrams designed t prmte the use f EAP services as well as educate the wrk frce n health and wellness issues, prfessinal develpment and rganizatinal plicy develpment. Critical and Disaster Management Services t address and supprt the needs f individuals and/r departments in the event f a critical r traumatic incident in the wrkplace. Organizatinal Develpment t address issues and effect change within particular wrk grups and departments, r acrss the whle rganizatin. Cnflict Reslutin / Mediatin t address and reslve wrkplace cnflict whether it exists between c-wrkers, within a wrkgrup r an entire department. Cnfidentiality: The Crnerstne f the EAP Cntact with the EAP is strictly cnfidential. Discussin, either as a client r in a management cnsultatin will nt be disclsed t anyne except as required by law. The exceptins ccur nly when there is a life-threatening situatin t self r thers, r the mandated reprting f child r elder abuse. 2

4 HOW CAN WE HELP The EAP cunseling prgram is designed t help emplyees and their families with persnal r wrk related prblems in such areas as: Stress Child and Elder Care Emtinal Issues Resurces Depressin and Anxiety Legal Matters Marriage and Relatinship Grief r Lss Issues Issues Budgeting and Financial Alchl and Drug Use Matters Wrkplace Cnflicts Anything that is causing Career Cncerns / Jb Stress unneeded stress in yur life Family Prblems Any f these prblems can be serius enugh t affect all areas f an emplyee s life, including their wrk perfrmance. These prblems may present themselves in varius ways. Yur rle as a supervisr is t fcus n jb perfrmance issues, while the EAP can help the emplyee with persnal issues. Rle f the Supervisr Rle f the EAP Infrm emplyees f wrk bjectives Remain alert t changes in nrmal wrk pattern, behavir r prductivity Refer emplyees t EAP Assess underlying prblems that are cntributing t wrk perfrmance difficulties Develp an actin plan Assist emplyee in addressing wrkplace issues REFERRAL TYPES.. Self-Referral Eighty-five t ninety percent f thse using EAP services are selfreferred. These peple have chsen t use the EAP independently. They may r may nt have a jb perfrmance prblem, but they have sught ut the EAP befre a supervisr r manager becmes invlved. Cncerned Referral This type f referral ccurs when there is n pattern f deterirating wrk perfrmance, but a supervisr r c-wrker is aware that an emplyee is experiencing sme kind f difficulty in their persnal life. This gives yu the pprtunity t remind them abut the EAP and t suggest that they call t set up an appintment. Frmal r Supervisry Referral This type f referral takes place when there is an identified wrk perfrmance issue, and disciplinary actin is likely. In a case where there are perfrmance prblems that yu must discuss with the emplyee, part f that discussin may invlve a referral t the EAP. 3

5 THE EAP FORMAL REFERRAL PROCESS.. Frmal referrals can be a pwerful tl t address prductivity cncerns. Althugh the majrity f emplyees use the EAP n self-referral, vluntary basis, the frmal referral is a mre active way fr the supervisr t apprach wrkplace cncerns. When a wrkplace issue r pattern f pr jb perfrmance arises and previus attempts t crrect the behavir have failed, a frmal referral may be the next step. This type f referral allws the supervisr t determine the fcus f cncerns addressed in cunseling. The supervisr als can prvide input thrughut the cunseling prcess and receive feedback regarding attendance and cperatin. A typical prcess includes: Each rganizatin determines it s wn prcess fr frmal referrals. It is imprtant t check with Human Resurces and yur EAP crdinatr t btain the apprpriate referral frm befre beginning the frmal referral prcess. Fill ut infrmatin n the frmal referral frm. The emplyee signature n the frmal referral frm used by the EAP usually allws release f the fllwing infrmatin: Attendance at initial appintment Whether r nt the EAP cunselr made recmmendatins Whether r nt the emplyee is fllwing the recmmendatins This allws the supervisr cnfirmatin that the situatin is being addressed, but prevents the supervisr frm being invlved in persnal issues, s the supervisr can remain fcused n jb perfrmance. Then mail r fax the referral t Suthwest EAP r yur EAP crdinatr, accrding t rganizatinal plicy, prir t the first appintment. Remember a management cnsultatin is available at any pint in this prcess. Call Suthwest EAP at 501/ r 1/ Fax 501/ Fr a management cnsultatin T supprt yu thrugh the interventin prcess T arrange a frmal referral Fr Every dllar they invest in an EAP, emplyers generally save anywhere frm $5 t $16. U.S. Dept. f Labr,

6 THE FIVE-STEP INTERVENTION.. Use these steps when dealing with an emplyee wh has a perfrmance issue. Remember t stay fcused n the bjective perfrmance issues. At anytime during the prcess the EAP can prvide helpful and supprtative cnsultatin and guidance. STEP 1: Recgnitin f the Prblem Recgnize warning signs Identify cntinued and repeated behavir Be bjective STEP 2: Dcumentatin Recrd bservatins as they ccur Be clear and cncise Describe in specific terms STEP 3: Prepare an Actin Plan Develp a plan Decide n an apprach Cnsult with thers as needed Plan the emplyee interview STEP 4: Interventin and Emplyee Referral We Estimate stress csts American industry $300 billin a year in terms f diminished prductivity, emplyee turnver and insurance. DR. PAUL ROSCH President, American Institute f Stress Meet with the emplyee Address the jb perfrmance issue Make the EAP referral STEP 5: Mnitring Cntinue t bserve and mnitr jb perfrmance Fllw thrugh with emplyee re-evaluatin meeting Acknwledge imprvement Cntinue with disciplinary curse if jb perfrmance remains unsatisfactry 5

7 STEP 1: RECOGNITION OF THE PROBLEM The first step in addressing a jb perfrmance prblem is t recgnize and identify the prblem. Sme prblems yu will be immediately aware f and thers will emerge as a pattern ver a perid f time. Either way it is imprtant t address these cncerns as yu becme aware f them. Remember t: Identify cncerns Watch fr repeated patterns f behavir D nt diagnse the cause Prvide an early and cnstructive respnse Refer t the rganizatin s plicies and prcedures Be cncerned with safety rules and regulatins Pay special attentin t any at risk situatins Remain bjective ATTENDANCE Frequent unexpected absences Absent withut leave available Excessive use f sick leave Prlnged, unpredictable absences Cmplaints f vague, unexplained ailments Excessive tardiness Elabrate and/r imprbable excuses Leaves early frm wrk Lng lunch hurs JOB RELATED Missed Deadlines Increased mistakes Details ften neglected Inattentin r pr judgment Spasmdic wrk utput by a usually steady emplyee Lack f cncentratin A high rate f accidents n and ff the jb Makes unreliable statements Aplgizing fr prblems withut crrecting prblematic behavir Refusal t fllw reasnable request f supervisr Unwilling t change/rigid Overly dependent n thers Needs cnstant supervisin Blames thers fr pr jb perfrmance Frequent absence frm wrk r pst/site withut reasn Excessive persnal phne calls, pages, etc. INTERPERSONAL SKILLS Deliberately avids clleagues/supervisr Pr cmmunicatin skills Cmplaints frm fellw cwrkers r thse utside area Inability t accept feedback r cnstructive criticism Argumentative Overly critical f thers Demnstrates disrespect tward supervisr and cwrkers Grandise, aggressive and /r belligerent behavir Persnal prblems cnsistently interfere with wrk Frequently brrwing mney frm cwrkers Md swings Remarks, jkes r humr f an ethnic, racial r sexual nature Use f prfanity 6

8 STEP 2: DOCUMENTATION.. The ld saying is if it isn t dcumented, it didn t happen. Yur dcumentatin will be the basis fr interventin. Be very specific abut yur instances where perfrmance and behavir fail t meet acceptable standards. Yu will be mre effective if yu have specific examples t refer t when speaking with the emplyee. Remember, yu are dcumenting wrk perfrmance, nt an emplyee s persnal life. And, yu are ding s with cncrete facts and incidents. Dcumentatin shuld be dne at the time the alleged events ccurred. In mst cases yur running lg shuld include the fllwing infrmatin: Dcumentatin shuld cntain: Recrd a set f facts Wh, when, where, what. These shuld be specific, cncrete, bjective bservatins, e.g., what smene said nt what yur pinin was f their cmment Specific interventins yu make. Actin plans Expectatins and time frame fr imprvement Why dcument? T recgnize patterns f behavir ver time Cmmunicates the imprtance f gd perfrmance T avid misunderstanding f behavir r expectatins Helps t initiate a crrective prcess Identify what needs t change Helps the emplyee understand what is expected f them Dcumentatin will be helpful at the next step meeting the emplyee Yur Human Resurce department will need dcumentatin shuld the emplyee appeal the discipline Remember Be clear and cncise Describe events in specific terms D nt diagnse D nt make assumptins r accusatins Observe the emplyee in a variety f jb situatins Stre dcumentatins in a cnfidential and secure place In 1990 it was estimated that the ecnmic burden f depressin was $44 billin; 55% f that was attributed t wrkplace csts, including absenteeism and reductins in prductivity. - Greenburg et al.,

9 JOB PERFORMANCE CHECKLIST ATTENDANCE Recrd date f each incident in bxes Frequent unexpected absences Absent withut annual r sick leave available Excessive use f sick leave Absent n Mndays, Fridays, arund the hlidays and after payday Prlnged, unpredictable absences Cmplaints f vague, unexplained ailments Excessive tardiness Elabrate and/r imprbable excuses fr absence r tardiness Leaves early frm wrk withut ntice r permissin Lng lunch hurs JOB RELATED Missed Deadlines Increased mistakes Details ften neglected Inattentin r pr judgment Spasmdic wrk utput by a usually steady emplyee Lack f cncentratin A high rate f accidents n and ff the jb Makes unreliable statements Aplgizing fr prblems withut crrecting prblematic behavir Refusal t fllw reasnable request f supervisr Unwilling t change/rigid Overly dependent n thers Needs cnstant supervisin Blames thers fr pr jb perfrmance Frequent absence frm wrk r pst/site withut reasn Excessive persnal phne calls, pages, etc. INTERPERSONAL SKILLS Deliberately avids clleagues/supervisr Pr cmmunicatin skills Cmplaints frm fellw cwrkers r thse utside area Inability t accept feedback r cnstructive criticism Argumentative Overly critical f thers Demnstrates disrespect tward supervisr and cwrkers Grandise, aggressive and /r belligerent behavir Persnal prblems cnsistently interfere with wrk Frequently brrwing mney frm c-wrkers Inapprpriate persnal appearance/hygiene Md swings Remarks, jkes r humr f an ethnic, racial r sexual nature Use f prfanity Nte: Keep this page as an riginal. Phtcpy fr each emplyee as needed 8

10 STEP 3: PREPARE AN ACTION PLAN Cnfrnting an emplyee whse jb perfrmance has deterirated is rarely easy. It is especially hard when previus effrts t handle the situatin have nt wrked, where tensins have built r where cmmunicatin has becme strained r blcked. The key t a cnstructive interview is being prepared. Planning the Interview Write dwn the wrk-related behaviral cncern(s) r refer t the dcumentatin yu have already written Are yur cncerns and dcumentatin bservable, cncrete, and specific? Can yu supprt yur psitin? Can yu cite specific events r examples? Cnsult with thers as needed Dn t frget t Talk t yur supervisr. As the emplyee may cntact him/her t appeal yur dcumentatin. Keep the fcus n the perfrmance issues Talk t Human Resurces/Persnnel s that yu have a clear understanding f yur rganizatin s plicies and prtcls. Call the EAP fr a supervisry cnsultatin The EAP cunselr will help yu determine the best apprach t take with the emplyee Yur call alerts the EAP that an emplyee may be referred t the prgram due t wrk perfrmance prblems Schedule time t meet with the emplyee Dn t make the emplyee wait t lng Allw enugh time t cnduct the interview Ensure that there is privacy An estimated 1,000,000 wrkers are absent n an average each wrkday because f stress related cmplaints. Unscheduled absenteeism csts emplyers as much as $688 per emplyee per year. - The American Institute f Stress,

11 Be prepared fr the emplyee t respnd in varius ways. Fr example, the emplyee may: Emplyee Reactin Suggested Respnse Blame Others. Stick with the facts; let the recrd speak fr itself. Anger. Maintain a firm yet cnsiderate stance. D nt lse yur temper. Crying Acknwledge the difficulty f the situatin, but emphasize the rganizatin s supprt by ffering the EAP. Silence..Acknwledge that the discussin is awkward fr bth f yu. Agitatin.. Allw a brief time-ut then resume discussin. Keep t the pint and keep it brief. Emtinal Appeal...Stay fcused n yur right and bligatin t expect apprpriate behavir and jb perfrmance. ( As yur supervisr, it is my jb t seek a crrective curse. ) Defensiveness r Denial Stick with the facts, and avid arguing. D nt assume respnsibility fr changing the emplyee s pint f view. Reveals Persnal Prblem..Express cncern but fcus n wrk. Offer EAP. Prepare t listen fr new infrmatin abut Wrk related behavir Organizatinal issues that can impact an emplyee s wrk Up t ne-half f all visits t primary care physicians are due t cnditins that are caused r exacerbated by mental r emtinal prblems. - Cllabrative Family Healthcare Calitin,

12 STEP 4: INTERVENTION AND EMPLOYEE REFERRAL.. Assess the situatin frm the emplyee s pint f view. Whether n yur wn r thrugh a cnsultatin with the EAP, yu can try t anticipate hw the emplyee is likely t respnd t what yu have t say. Cnducting the Interview Interview shuld include: The specific jb perfrmance prblem(s) Shw the emplyee the dcumentatin What the emplyee needs t d t crrect the prblem(s) That he/she is expected t imprve jb perfrmance Remember t Lk fr and acknwledge the emplyee s strengths Deal with unrespnsiveness and hstility apprpriately Listen t their pint f view Listen t their explanatins and excuses Keep fcused n wrk related issues D nt get drawn int an emplyee s persnal prblems Be aware f defensive mechanisms: sympathy, excuses, aplgies, prmises, diversins, inncence, anger, tears, etc. Bring the fcus back t jb perfrmance Set a time perid in which yu expect the emplyee t imprve jb perfrmance Offering the EAP Recmmending the use f the EAP can be difficult fr sme f us. The referral t the EAP shuld flw frm the dcumentatin f the causes fr the pr jb perfrmance r behavir. Explain cnfidentiality and what the EAP will and will nt reprt back t yu. Clsing the Interview Make sure that the emplyee clearly understands what the jb perfrmance prblem is and what yu expect him/her t d t crrect it Clearly explain the cnsequences fr failure t imprve jb perfrmance Develp a supprtive statement t clse the interview Prvide a written summary dcumenting the plan f actin Keep all remarks between yu and the emplyee cnfidential Set up a specific time t meet again 11

13 STEP 5: MONITORING AND FOLLOW THROUGH.. After yur crrective interview with the emplyee, it is imprtant t fllw thrugh n what yu discussed. Cntinue t mnitr and dcument jb perfrmance Pay particular attentin t the issues discussed in the meeting Fllw thrugh n yur schedule fr meeting with the emplyee Reinfrce psitive changes If jb perfrmance remains unsatisfactry r deterirates further, take whatever actin is apprpriate Fllw-up with the EAP and emplyee regarding prgress. Bth the EAP cunselr and the emplyee will benefit frm yur feedback There are many causes f pr jb perfrmance. The EAP is set up t assist yu with identificatin and reslutin f these issues. Let the EAP prfessinals help yu turn arund trubled emplyees and/r wrk grups. Remember there are tw ways a supervisr can direct an emplyee t the EAP. Cncerned Referral This simply means reminding them abut the availability f the EAP as a resurce if they have persnal prblems. Yu might give them a brchure r card r ther item with the EAP s cntact numbers. Yu might even cnsider assisting them with making the appintment, with their permissin. Frmal Referral This referral is based n wrk perfrmance issues. Yu shuld nt make any diagnsis f persnal prblems. Deal strictly with the prblem(s) yu can identify n the jb. Yu shuld cnsider a frmal referral by the time yu get t the written warning stage. This is yur dcumentatin that yu have prvided every reasnable accmmdatin. A referral is recgnized as frmal ONLY: If it is in writing in the frmat REQUIRED by yur HUMAN RESOURCE DEPARTMENT Is signed by the referring party and the referred emplyee, and Is frwarded by mail r fax directly t the EAP, arriving prir t the first appintment The frmal referral ffers several advantages, it gives the emplyee: The circumstances (wrk perfrmance issues) that need t change, the cnsequences if thse circumstances d nt change, the specific resurces (EAP), and a timetable It gives the EAP the right t ntify the referring party (1) whether the emplyee kept the first appintment, and (2) whether the emplyee is fllwing a plan fr reslutin It serves as yur dcumentatin that a referral was made t a specific resurce 12

14 Suthwest EAP is a private cmpany with n financial r rganizatinal ties t any treatment rganizatins, insurance cmpanies r medical grups. We have been prviding EAP services t a wide variety f public and private rganizatins natinwide since Over that time, ur services have evlved alng with the changing wrkplace. We remain cmmitted t prviding the highest quality services t ensure prductivity and a healthy wrkplace. General Mtrs Crpratin EAP saves the cmpany $37 millin per year. Nrtn Infrmatin Resurces, TO CONTACT YOUR EMPLOYEE ASSISTANCE PROGRAM, CALL SOUTHWEST EAP. 501/ r 1/ Fax 501/ Call between 8:00am and 5:00 pm fr rutine supervisry referrals, cnsultatins, r t set up appintments fr cunseling. In case f emergency r crisis call anytime 24 hurs a day 7 days a week. A cunselr is always available. NOTES: 13

15 Suthwest EAP Risk Management Slutins and Business Services Emplyee Assistance Prgrams Organizatinal Develpment Wrk-Life Crprate Health Prgrams Crisis Management/ Debriefing Vilence & Harassment Preventin A wrksite-based prgram designed t assist in the identificatin and reslutin f prductivity prblems. Managers/supervisrs, emplyees and their families have 24/7 access t assessment, crisis interventin, cunseling, fllw-up and referral if necessary. High quality cunseling fr emplyees struggling with persnal and wrk related cncerns is prvided. Hwever, Suthwest EAP ges beynd the clinical aspects f wrkplace perfrmance prblems. We als prvide cnsultatin, educatin and caching, which enable emplyees and supervisrs t practively address wrkplace issues and assure that the cmpany perates at its highest level f efficiency. A prperly implemented EAP will reduce verall csts, decreasing turnver, absenteeism, health care premiums and drug-free wrkplace liability cst, while increasing emplyee prductivity. Prgrams and slutins designed t maximize the impact that rganizatinal practices and management have n emplyees and assist bth managers and emplyees in cntinuing t build n the skills that will be needed t enhance the rganizatin prductivity and prfitability. These services include leadership develpment, executive and management caching, needs assessment, cnflict reslutin/mediatin, strategic planning and successin planning, 360-Degree Feedback, change management prgrams, etc. A 24- hur cmprehensive natinwide emplyee supprt netwrk that prvides emplyees with qualified referrals, resurces, and educatin in the areas f adptin, child care, skilled nursing hmes, assisted living, in-hme care givers, relcatin assistance, and ther caregiver resurces. Emplyees can access services in persn, by phne, r nline at their cnvenience. These services are designed t help emplyees balance their jb, family and persnal respnsibilities with minimal impact t attendance and wrk perfrmance. Prgrams and services aimed at reducing health care cst, prmting healthy behavir, identifying atrisk individuals and lwering health risk factrs. This prgram includes such prgrams as Health screenings and educatin, health lifestyle prgrams (ex. smking cessatin, weight lss, etc) and safety prgrams. Cmpanies that take a practive apprach t health care can see a dramatic reductin in their health care cst. A critical incident is any situatin that causes strng emtinal reactins that can ptentially interfere with an individual's ability t functin right after the incident r at a later time. Interventins may include an n-site Critical Incident Stress Debriefing (CISD), individual clinical assistance, r a cmbinatin. Prvides analysis and identificatin f areas f cncern and ptential liability f sexual harassment, wrkplace vilence, drug-free wrkplace and fitness-fr-duty evaluatins. Crprate Training & Develpment Elder Care Planning Substance Abuse Prgram Management/ DOT Cmpliance On-line Services A wide range f prfessinal training tpics are ffered in different custmized frmats, varying curse lengths, single sessin, mdular and sequential training. Cmmn tpics include stress management, cmmunicatins building, cnflict reslutin, alchl and drug educatin, sexual harassment training, supervisry skills, identifying trubled emplyees, etc. Cmprehensible in-hme assessments and care planning fr elderly relatives. This includes a health assessment, mental status examinatin, activities f daily living evaluatin and cnsultatin with the family t determine the apprpriate level f care needed t ensure safety and peace f mind. Develp and crdinate with the rganizatin s drug screening prgrams t limit expsure t liability. Prviding assessment, treatment and fllw-up care t thse wh are identified thrugh screening. Training fr supervisrs n wrkplace alchl and chemical dependency issues and educatinal infrmatin fr emplyees. This can include Substance Abuse Prfessinal (SAP) services as described by DOT regulatins (49CFR 40). Interactive website available 24/7 t supervisrs and emplyees t access infrmatin, articles and ask questins. This interactive tl enables emplyees and supervisrs t search fr infrmatin n a wide range f tpics including but nt limited t, mental health issues, wellness, childcare, eldercare, drug and alchl infrmatin, stress, grief, financial, legal and wrkplace cncerns.

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