The Frontline Supervisor is a monthly magazine desgined to assist managers and supevisors with employee related issues.
Writing an Effective Corrective Letter
Early Referrals Critical for Improving Employee Performance
Is it Bad Behavior or Mental Illness?
Is Supervisor Aggressive or Direct?
Supervisor Would Like to Disengage From Employee Personal Problems
Q. When I write a corrective letter, I always include the EAP as a resource. Some employees act on these letters, visit the EAP, and correct performance quickly. Others ignore them. How do I help employees take these memos more seriously?
A. Employees who respond to your non-disciplinary corrective letters and those who don’t are motivated by different things. Although most employees rapidly see the need to respond to a supervisor’s request for changes or improved performance, other employees need more help to do so. A memorandum will be more effective if it succeeds in keeping its message uppermost in these employees’ minds. Do this by including a specific day, date, and time for a follow-up meeting. Make it sooner than later. A follow-up date and place capture the imagination better and create a sense of urgency more effectively. To get more leverage with your correspondence, be sure to remind employees about the rewards for success and the negative consequences for not following through. Mentioning the rewards and consequences permits your message to appeal to the motivational factors that employees may experience differently.
Q. How can supervisors refer employees to the EAP earlier to resolve personal problems that interfere with their performance? Many employees get referred too late. When that happens, there is less of a chance to nip problems in the bud, before they become unmanageable.
A. Viewing the EAP as a means of helping employees resolve performance issues and not simply personal problems is associated with earlier referrals. “But an EAP deals with personal problems!” many supervisors might say. Yes, it does, but that did not fuel EAP programs’ rapid emergence within the workplace in the 1970s. The supervisor referral mechanism to help employees with persistent performance problems is what spurred their popularity. Resolving personal problems follows. You will help more employees, reduce turnover, and discover that more employees enter treatment for problems you never suspected, by viewing EAPs as a helpful management tool. This historical rationale continues to make EAPs unique and effective, but it is often omitted or overlooked in contemporary workforce management literature. It is the crucial element of what makes EAPs unique and successful.
Q. My employee has wide mood swings ranging from acting happy and energetic to being quiet, isolated, and sad. The problem is that I never can tell “which employee” will show up. Is this bipolar disorder? I am not sure how to document it.
A. You should request a consultation with the employee assistance professional to zero in on behaviors and issues which can be measured, articulated, and documented. Documenting behavior can be difficult because the negative impact on the work situation may not be readily apparent, despite its significance. When supervisors witness behavioral issues that appear overtly psychiatric, the natural response is to search for and understand the mental health diagnosis. You’re curious about the diagnosis, but do not document your suspicions about it nor share your opinion regarding it. It is not relevant to your responsibilities and can only make management of the employee issues more complex. Instead, focus on inappropriate behavior, its effect on the work situation, and having the EA professional guide you in producing effective documentation.
Q. I have been asked to be less “aggressive” in my communication. Some think I am overly critical of employees and that I don’t communicate very well. I admit that I am not the touchy-feely type, but why can’t my style of directness be accepted? Should I change my personality?
A. As a supervisor, you must respond to employees in a way that helps them realize their potential for their benefit and that of the employer. There is nothing wrong with being direct; however, does your approach work for your employer? It appears that it may be off-putting. Certainly there are employees who accept a direct and forceful style, but what about others who gain more from a softer approach? Are you willing to make some adjustments? Your communication style is learned. It is likely that you are not aggressive all the time with every person you meet. This indicates that you are capable of “professional use of self.” This is the ability to determine and purposely adapt temporarily to the needs of another person so you can be more effective in the relationship with the person. The EAP can show you how to employ this useful skill without changing your personality.
Q. When employees with performance issues mention their personal problems, I feel obligated to participate in these discussions. It may sound cold, but I want to rid myself of this feeling and, like other supervisors, focus only on work issues.
A. Thinking that you are a cold person for not discussing personal problems with your employees is a clue to the importance of overcoming this challenge. Staying focused on what is relevant to work and avoiding personal issues can be difficult if you are accustomed to others relying upon you to support them and solve their problems. It can be even more challenging if you feel satisfied or rewarded for it. Is your awareness about getting too involved a recent development? Have you recognized this struggle in the past, perhaps with other relationships outside of work? The EAP is a good starting point to help you identify the pattern and work toward ridding yourself of this struggle. Your experience is not uncommon. If important relationships in your past, especially in the home, were associated with guilt for not being a “fixer” or if you had responsibility for solving others’ personal problems or preventing them, you could feel obligated now to get involved with employees’ problems. The EAP can help.
Can Workplace Violence be Prevented?
A Strong Supervisor or a Heel?
Resonable Suspicion Testing For Employee in Withdrawal
Resolving Employee Conflict
Bright Employees Who Test the Limits
Q. Last month, I was shocked to read of the murder of Yale University student Annie Le in New Haven, Conn. The police said it was workplace violence that “could have happened anywhere.” Aren’t cases like this rare? I do not see how they can be prevented when they come out of the blue.
A. According to the Bureau of Labor Statistics, in 2008 there were a reported 517 homicides out of 5,071 workplace fatalities, so clearly, the problem isn’t rare. No one can predict violence and no surefire intervention approach exists, but there are important keys to prevention. Regarding coworker-to-coworker violence, the risk is reduced when employees are educated about workplace violence, its precursors, and how it manifests. Establishing a workplace violence prevention policy is important, but taking action is what really counts. Effective supervisor-employee relationships that make disclosure of personal concerns, threats, and worries by employees more likely can assist in prevention. Never make the assumption that your workplace, its culture, or its “caliber” of workers precludes violence. Never dismiss or take lightly a verbal threat of violence by an employee. Educate employees about workplace harassment, behavioral expectations, victimization, maintaining professional boundaries, and encouraging respect. Train supervisors to use the EAP to manage employees with attitude, conduct, attendance, quality of work, or other performance problems.
Q. My employee is frequently late to work. I’ve not made a referral to the EAP because the problem is plain and obvious. The employee is a single parent trying to get three small children off to school in the morning. I feel like a heel writing the employee up, but should I?
A. It’s a tough assignment for a parent to get three youngsters off to school in the morning, but your employee’s lateness probably has more to do with a lack of consistent planning and organization. Your unwillingness to enforce the standard of being on time interferes with his or her motivation to solve the tardiness problem. To prove the point, ask yourself whether you see short-term results immediately after a confrontation regarding tardiness. If so, something worked successfully; but it didn’t last, correct? Are you fearful that taking a stand will lead to a disciplinary action, possibly dismissal? Have a discussion with your employee assistance professional to get past this roadblock. Obviously, a problem like this one has multiple layers. It is a good one to illustrate how supervisors, through consults, and employees, as referrals, both benefit.
Q. Our company recently established a drug-free workplace policy. It includes procedures for reasonable suspicion testing when we see signs and symptoms of an employee being under the influence. But what about an employee who is not under the influence, but rather is affected by withdrawal?
A. An employee may severely affected by withdrawal symptoms, although not be actively under the influence of a prohibited substance. Withdrawal symptoms for some drugs, including alcohol, may be so severe as to be life threatening. A heavily drinking alcoholic in withdrawal and experiencing DTs is a medical emergency. Other drug use withdrawal can be severe enough to make an employee a safety risk. Shaking, tremors, sleepiness, clammy skin, agitation, mood swings, profuse sweating, nausea, bowel trouble, and muscle cramps are only a few of the many withdrawal symptoms that can exhibit themselves on the job. Enabling coworkers often cover for these behavioral manifestations. Suspected withdrawal symptoms from drug use can help substantiate the need for a reasonable suspicion test.
Q. Employees in conflict can be very disruptive to the work group. I have no problem making a referral to the EAP, but supervisors should attempt to resolve conflicts first. The question is how early to step in, right? Also, does a “formula” exist for doing it right?
A. There is no sure formula for resolving employee conflicts, but there is ample evidence from the world of work to guide supervisors in how to manage workplace conflict. One key observation is that you don’t always have to intervene. In fact, intervening early can make conflicts more problematic for you and your work unit. If the conflict is not interfering with workflow and productivity, and it isn’t prone to violence or associated with a serious employment practices allegation, then let employees work it out for themselves. Two people in conflict are capable of resolving differences, but it isn’t easy, and it’s not typically fun. That means they would love to have you join them as a rescuer. Coming to the rescue, however, can breed more conflicts because employees can count on you to bail them out. Avoiding conflict then becomes less important for employees. Engaging in conflicts that become more frequent becomes the norm.
Q. My employee is very bright and performs well, but he bends the rules, tests boundaries, and tries to see how much he can get away with at work. I would like to refer him to the EAP, but I can’t come up with solid reasons. Perhaps I should find a way to let him go.
A. Talk to the EAP and sift through the issues and behavioral concerns that you have about your employee. Work with the EAP to formulate a plan for how and what you should document. It is better to take this approach and refer the employee to the EAP. Seeking a way to dismiss your employee could bring claims that the decision was based on pretext or discriminatory. Employees as bright as the one you describe know their rights and often fight with gusto those actions they perceive as unjustified. It is understandable how you can see this employee as a thorn in your side and a poor performer from the standpoint of his inability to conform to appropriate conduct and expectations. However, a strong attempt to harness his strengths and turn him into a team player with help from the EAP is a win-win approach that will benefit everyone.
Is My Employee Sick or is it Stress?
Helping An Employee Gain Self-Confidence
EAP Should Be a Benefit, Not a Discipline
What is the Difference Between a Troubled and Difficult Employee
Turning Around Employee Negativity
Q. My employee complained about stress and mentioned several physical complaints, such as sometimes having cold sweats, anxiety, and indigestion. The employee looked fine, but I recommended the EAP. Did I do the right thing? What if it was a heart problem and not stress?
A. Employees sometimes seek help from employee assistance professionals with issues best addressed by medical professionals. In these cases, the EAP relies on medical resources within the community to help employees. Your employee complained about stress, and you followed the policy about referring the employee to the EAP. Barring an obvious or potential emergency, a referral to another resource based on your determination about what might have been the true ailment would have been outside your role. Health conditions ranging from high blood pressure to rashes to headaches to sleeplessness often present along with other personal problems in EAP offices. They require proper medical assessment. Sometimes these problems combine with other physical, emotional, or environmental issues that benefit from EAP involvement. Regardless, the EAP will not assume that a physical complaint is simply a symptom of a mental health issue or stress.
Q. Can I refer an employee to the EAP to gain more confidence in skills and abilities? One of my employees has the skills, but confidence and negative self-talk is the problem. I could give the employee motivational improvement literature, but is that getting too involved?
A. Coaching employees and helping them boost self-confidence is appropriate for supervisors. Motivational literature can be effective in assisting anyone to aspire to greater things, so there is no harm in providing it. But what if it doesn’t work or have much of an impact? Then it may be time to go a bit further and recommend the EAP. Before making a referral, however, talk with the EAP. Your discussion will probably lead to other techniques within the scope of your role that could help your employee overcome the negative pattern. Don’t head down the path of having private counseling sessions to explore the nuances of your employee’s problems. If your employee doesn’t change, and negativity seems chronic and disruptive, consider the idea of a formal supervisor referral to the EAP.
Q. Can it be considered retaliation if I refer my employee to the EAP? What if the employee thinks it would be a “mark” on their reputation?
A. Employee assistance programs are not punitive or disciplinary programs. They are programs of attraction and goodwill to help employees resolve personal problems or concerns that may affect job performance. With such a definition underscored by EAP history as well as a definition supported by national and international EAP associations, a properly conducted supervisor referral could not be genuinely viewed as harmful. EAP policies typically include provisions that disallow an employee’s career or promotional opportunities to be harmed or jeopardized for using the EAP. Many big-company CEOs, in an effort to add their own emphasis regarding this point, have disclosed their own experiences with EAPs, with some making their resolutions of personal problems public—even recovery from alcoholism—with credit being given to the EAPs for helping them succeed.
Q. Are a “difficult” employee and a “troubled” employee the same thing? Why do many books discuss the supervisor’s role in managing difficult employees, but omit thorough discussions about the role of an EAP?
A. In the EAP view, a difficult employee becomes a troubled employee when a supervisor’s attempts to correct unacceptable behavior aren’t successful. In other words, just because an employee demonstrates difficult behavior does not necessarily mean he or she is troubled with a personal problem that requires professional intervention. Moreover, it doesn’t necessarily mean that the EAP is needed, at least not yet. Instead, most employees with difficult behaviors readily self-correct when the supervisor insists on it. While a difficult employee may have a personality style and behavioral patterns that grate on others, a troubled employee tries to control these behaviors unsuccessfully in an attempt to prevent adverse effects on job performance and security. Ultimately, however, troubled employees fail at willfully making the corrections they want because of underlying personal problems contributing to their dysfunctions.
Q. Employee negativity appears to be part of this current economic downturn. As a line manager, am I helpless to address it? I can’t counsel employees, and I can’t simply refer everyone to the EAP. So how do I make an impact?
A. Employee negativity can be worsened by the economy, but it is likely that the work environment fuels much of it. This doesn’t mean you caused it. Supervisors don’t hear it often enough, but employee negativity is sometimes not management’s fault. However, everyone has a responsibility to intervene. Decide where your influence rests by considering the following factors, all of which saturate the literature on the subject of morale and negativity. Any of these issues could be the culprit and contribute to workplace negativity:
Notice how many of these issues are associated with or may be resolved by effective communication. You may have the ability to influence change in any of these areas, and the EAP can help.
Supervisory Style Could Be Micromanaging
Should Group Harassment Be Treated Individually?
Supervisor Is A Bully
Heroin Addiction In The Workplace
How to Make An Effective EAP Referral
Q. How can I know if I am a micromanager? And how can I stop this supervisory practice?
A. Micromanaging means “overseeing” the details of work assignments given to your employees. This overseeing is usually done in a meddlesome manner. Although micromanaging affects employee morale, its disruption to the professional development of employees is perhaps its greatest harm. The goal of the micromanaging supervisor is to have work done correctly and productively, yet the opposite usually occurs because everything must pass through the micromanager. The other consequence of micromanaging is the undermining of employee initiative. Why take initiative when the penalty is aggravation? Most micromanaging supervisors have difficulty with time management and feel uncomfortable with the free time produced by effective delegation. They often don’t understand the difference between delegation and simple assignment of tasks. Experiment with letting go. Read about delegation and its powerful use in supervision. If you still can’t let go, talk to the EAP.
Q. A group of four employees was disciplined because they were found to have participated in harassing behavior toward another worker. Should I refer these employees to the EAP individually or as a group? I think they could benefit as group.
A. Refer these employees individually. Be sure to send a written explanation to the EAP about what happened. The rationale for individual meetings is to promote personal responsibility for one’s behavior. Each employee is disciplined individually for what he/she did, not for doing it as part of a group. Although the mind-set of a group can influence individual choices, this does not eliminate responsibility for making the wrong choice. Also, the EAP will be more effective in working with your employees individually. In a private and confidential setting, each person will respond differently and potentially have different issues to address with the EAP. Group behavior would undermine the purpose of the referral, and the EAP would have a more difficult time confronting the group’s defensiveness. The risk of the problematic behavior recurring would then exist.
Q. I am a supervisor with high expectations, but could I be called a bully? Is there an officially recognized definition of bullying in the workplace?
A. There is no official definition of bullying, although there is an ongoing legal and legislative movement toward establishing one. Most well-honed definitions include a variation of “repeated health-harming mistreatment toward one or more employees by one or more perpetrators that undermines the normal flow of productive work.” This definition of bullying links it to its harmful effect on business. The bottom line is that behavior toward your employees that is persistently troublesome will adversely affect their well-being and work situation. You can be a tough supervisor but still not be a bully. It’s helpful for supervisors to know a few of the common social and psychological issues that influence bullying, such as feelings of incompetence in handling one’s job as a supervisor. Feeling stuck and angry, believing that the organization has overlooked your promotion, is also common to bullying supervisors. Feeling that one’s position is threatened by a highly popular or competent colleague or supervisee can be a precursor to bullying too. Personality clashes are also common, and personal problems that add to feelings of insecurity and inadequacy can contribute as well.
Q. One of our reputable employees was hospitalized and later shared his story of addiction to heroin. I was floored. The employee never showed any symptoms or looked like a street person. There was an absenteeism problem, but I never dreamed it was drugs. Is this rare?
A. For decades, drug-injecting addicts have been one of the most stigmatized groups in society. Three out of every 100 adults in the U.S. have reported using heroin, according to government research. Many heroin addicts have positions of social responsibility and reputations to protect. These white-collar users are a secretive group of addicts, and it is difficult to conduct research with them because of their fear of being discovered. The obscurity of this group explains why people first think of skid row persons or “junkies” when discussing illicit drugs such as heroin. In fact, the majority of heroin users are not on the street. Entry into treatment often follows a crisis of some type associated with the drug’s use. Heroin users are prone to overdose or complications from the inability to know what is in the heroin they have acquired. Withdrawal can also prompt a bout of unexplained absenteeism.
Q. My fellow supervisors and I have never confronted an employee to make a referral for a reasonable suspicion test. Can the EAP meet with us to discuss this issue and offer tips? As they are the experts on employee behavior, consulting with them sounds like a good idea to me.
A. Talk with your EAP about its recommendations for training your group and for discussing how it might want to proceed. The employee assistance professional may want a meeting with you to better understand your issues and needs. He or she will then know how to best meet your needs with informal discussion, role plays, or perhaps an educational presentation on issues associated with making a referral of an employee for testing. Presenting examples of the types of issues you would like to see in a role play would be also be important for making your training experience even more effective.
My Employee May Be Depressed
Can Disloyalty Be Helped By EAP Referral?
How to Properly Document Employees' Behavior
Evaluating Employees' Performance
Supervisor Cooperation Essential In a Successful Referral
Q. My employee moves at a snail’s pace but is a good worker. I think I am seeing depression. I wish I could say that, but I know I can’t. I have known this employee for 20 years. The employee should have more get-up-and-go. So how do I encourage an EAP referral?
A. Are you witnessing behaviors and performance issues with your employee that can be described and measured? If so, this means you can have a discussion with your employee about correcting them. Don’t worry about what underlies these behaviors. Being able to describe them and judge them as problematic to the work situation is more meaningful to motivation and more important than a diagnostic label. Consider whether you had grown accustomed to your employee’s slow work pace over the years and if some new change or pattern has recently emerged to cause you to focus upon them. Have they become more severe or more frequent? Discuss with your employee your observations of slow performance, a lack of drive, and appearances of being tired. Suggest that the EAP can help in resolving these issues. Don’t rule out a supervisor referral in the future.
Q. My employee complains to customers about coworkers and criticizes our products in front of them. Obviously this behavior is unacceptable and disloyal. I think we should dismiss the employee, because we can’t expect the EAP to make someone loyal to the company.
A. Although these inappropriate behaviors are unacceptable and demonstrate lack of loyalty, something else may be contributing to them. A supervisor referral would be a good move here, although your desire to dismiss the employee is understandable. Has your employee been loyal until only recently? Does he or she possess skills and abilities that you would like to keep if only his or her behavior would change? Your conclusion that the EAP can’t make a difference is an example of armchair diagnosis, because it rules out the existence of an underlying treatable personal problem. However, there are many personal issues that could explain this behavior, such as anger, conflict at work, emotional issues of different sorts, or problems that feed the employee’s willingness to act out. If any period of satisfactory performance existed in the past, then you’ve seen this employee’s potential to return to at least that level of prior functioning. Use the EAP as a helpful productivity tool to see if you can get it back.
Q. What is the trickiest part of documentation, the part of the process that can be most challenging for supervisors? How does a supervisor create documentation that does not become a piece of paper that simply represents the supervisor’s word over that of the employee’s?
A. Documentation of employee performance is often difficult for a supervisor who does not understand how to separate his or her emotional reaction to the employee’s behavior and write effective notes that clearly support his or her position. Instead, the supervisor unwittingly slips into writing documentation that personally attacks the employee or makes judgments about the employee’s character. Frequently, a supervisor will insist that his or her documentation is accurate and objective, even though it demonstrates the classic misstep of focusing on the employee’s psychological makeup. A powerful technique, but one often omitted from supervisor documentation, is to provide concrete examples of what is being discussed—complaint letters from customers, time cards showing proof of an employee’s lateness, a consultant’s analysis of the employee’s poor productivity. Documenting the employee’s perspective and response to your position also is powerful. If you do so, offer to let the employee sign off on what you have actually written, attesting to its accuracy. Whether the employee signs the statement is not as important as demonstrating that you actually offered the opportunity to do so, which shows you are dedicated to openness and transparency.
Q. Can you provide some tips that will help me be more positive and effective in evaluating my employees’ performance this year? What are some trouble spots that supervisors must be careful to avoid?
A. The most overlooked benefit of a performance appraisal is its potential to bring employees and their supervisor closer together as partners in maximizing the employees’ productivity. So, remember to view performance appraisal as a way to help employees improve, not as something that is punitive in nature. Performance evaluation meetings are a two-way street. Employees should never be surprised by your areas of concern. Ambushing them with previously unknown complaints about their performance creates distrust. Always end meetings where you are discussing performance by providing exact instructions on how your employees can improve, and be sure they understand how to earn better ratings in areas that you’ve marked for improvement. Focus on successes as well as shortcomings. Be sure to praise and thank individuals for tasks that they have performed well at various times during the year. Be specific! For example, when you praise an employee, say, for example, “You did an excellent job arranging that sales conference. I feel as if I can always count on you to take care of details like boosting registration.”
Q. I had a good conversation with the EAP about my employee’s performance issues prior to making a referral. I then forgot to send the information in writing. The employee didn’t cooperate with the EAP. Is it my fault the employee didn’t cooperate? Can I refer again?
A. It’s not your fault that the employee did not cooperate, but because you did not provide the information in writing, the EAP had to repeat secondhand what you shared. When this happens, employees can avoid tough issues and needed changes and minimize the severity of the performance issues they face. Still, it is likely that you will see immediate improvements in your employee’s performance, no matter what. Be cautious, this is usually a short-term period of performance improvement prompted by a sense of urgency gained from the experience of being referred to the EAP. Yes, refer again if problems return, but follow your EAP’s instructions in providing relevant performance information.
Assisting Employees While They Deal With Downsizing
Bullying in the Workplace
Good Communications Leads to Stronger Work Force
Employess Refuses EAP Recommendations
Employee Has Special Challenges
Q. A significant downsizing has been announced and everyone senses the anxiety and fear. People are shocked. What’s the role of the supervisor in this situation—the best way to act? I don’t think there’s much I can say to make things better. Can the EAP advise me?
A. There is no prescribed “best way” to act that will guarantee easy management of a downsizing event. Although employees in most companies have similar experiences and feelings when downsizing looms, every work culture is different and requires supervisors to behave in ways that will complement it. Your goal is to help employees face the event but be effective while still employed. Yes, talk to the EAP about how to help employees manage feelings of shock, fear, and uncertainty. Also follow guidelines your organization has established and know how it wants you to support employees. Let employees know you are available to talk. You won’t counsel them. That’s a job for the EAP. But you can still let them vent. Don’t cover up your own shock and concern. If it’s genuine, employees will feel free to experience concern but still be able to function too. Don’t plan on saying something profound that will magically make all the hard feelings and fear go away. And don’t rule out having the EAP moderate a support group to help process the feelings shared among those employees who wish to participate. Discuss this option with the EAP before announcing it.
Q. Do bullied employees need counseling to help them cope more assertively, or is this strictly a zero-tolerance issue requiring a swift response whenever it’s discovered, like sexual harassment is? Is bullying a widespread problem?
A. Bullied employees may or may not benefit from assertiveness training, but such a need is separate from the problem an organization faces with a bullying employee. Bullying should be viewed as a health and safety issue—as real as bad brakes on a delivery truck or a loose handrail on a company staircase. Bullying has known health consequences, including anxiety, depression, and even posttraumatic stress disorder. People, especially young people, have committed suicide because of bullying. The EAP has an intervention role to play in helping employees affected by bullying or in helping employees to stop their harmful relationship patterns when they are identified by management. You can anticipate hearing and reading more about bullying. It is a concern not just in the U.S. but in modern workplaces worldwide.
Q. How can supervisors communicate more effectively to help improve job performance issues?
A. One key way to help employees improve job performance is by tailoring your communication to match their motivational triggers. Employees are motivated by either intrinsic values like goal achievement, doing a job well, or garnering recognition, or by extrinsic values based on conditions reflected by such statements as “If I don’t do my job well, I may not get a raise” or “If I don’t perform well, others will complain.” A combination of these factors often motivates employees, but a predominant style can usually be identified. Take time to learn what motivates your employees and you’ll improve your communication in ways that will increase their productivity. When communicating with employees, be sure to describe what changes you expect so that employees know what you want. Some employees need visual communication—a written note from you or a diagram, for example. Others need more discussion and verbal processing to grasp the results you want from them. And the simplest rule of all: Ask your employees what works best for them in communication. They’ll tell you.
Q. Following a supervisor referral, I received a phone call informing me that my employee refused the EAP’s recommendations. I don’t know what they are, but still, I think the refusal is foolish. Should I tell the employee what I think? Performance is fine, for the moment, at least.
A. You should continue to focus on your employee’s job performance. Provide support and feedback on the changes he or she makes. Identify improvements that are still needed. Refusing the EAP’s recommendation may not be a good idea, but you are not able to make this determination absolutely. The employee may be genuinely concerned about the personal problem but simply not agree with the EAP’s recommendation for resolving it. True, professional skill in EAP assessments leads to effective referrals for employees, but ultimately the employee must decide that the recommendation fits. Sometimes employees refuse recommendations because they are absolutely certain that less painful routes to the resolution of their problems exist. This is particularly true with alcoholic employees. Abstinence and admission to treatment feel simply too extreme. Your role as supervisor is now critical, because a serious personal problem may only be treated with precisely what the EAP has recommended. The supervisor’s focus on performance and insistence that changes are permanently forthcoming may be the only way the employee is eventually led to accept what the EAP is offering.
Q. I have an employee who I suspect has a low IQ. It is almost impossible to discuss unsatisfactory performance and anticipate corrections. It makes no sense to impose a disciplinary action, and “warnings” don’t work. Can the EAP help? I don’t see how.
A. If your employee is not performing satisfactorily and your efforts to correct performance have not worked to bring about improvement, make a referral to the EAP. Trying to determine the personal problems or to explain them by way of a low IQ can lead you to question whether an EAP referral would be of any value. Even if your employee has special challenges with mental retardation, other factors may contribute to the struggles he or she faces. The EAP will attempt to identify those issues, and if a decision for dismissal is ever considered, you can then document that every opportunity was afforded to your employee.
Murder-Suicide Rate Alarms Workers
Supervisor Dislikes Correcting Employees
Workers Hostile to Supervisor
Dealing With an Employee’s Bad Attitude
Employee Cannot Be Censured For Bad Parenting
Q. I am shocked at the number of murder-suicides in the news. Has the government, namely the National Institute for Occupational Safety and Health (NIOSH), said this is related to the economy? Besides knowing the warning signs, what can employees do to help reduce these incidents?
A. As early as 1995, the federal government’s Centers for Disease Control and Prevention, NIOSH, has published information on preventing violence in the workplace, but no official position based upon research documents a correlation between murder-suicide and the present economic climate. Many experts argue that there is a correlation, but mass killings also happen in the best of economic times. There are hundreds of workplace homicides every year. When notes are left by perpetrators, the common denominators are the feelings of being ridiculed, belittled, persecuted, or simply frustrated by their inability to adapt. Research does show that in the midst of a downturn domestic violence increases. NIOSH has many recommendations to help prevent violence at work. Most relate to environmental controls – lighting, awareness, signage, etc. Only one specifically relates to employee behavior - being trained in conflict resolution and nonviolent responses to conflict.
Q. I dislike correcting an employee’s performance and dealing with matters of discipline. I know this is a normal part of a supervisor’s job description, so how do I learn to be less emotionally affected by this part of my job? Can the EAP help me?
A. Let’s face it, these types of interviews are not pleasant, and no managers enjoy them. If you feel that your performance is substandard because of the inability to manage these interviews successfully, consultative help from the EAP is a smart move. The EAP will provide tips and tactics to help make them go smoother. Practice and learn a basic “model” or structure to a disciplinary (corrective) interview. The employee assistance professional can play the role of employee. One approach is to state the work standard, describe the unacceptable performance, list the facts, state the acceptable behavior and expectations, listen to the employee, answer the employee’s pertinent questions, and be sure the employee knows and understands what’s needed now. Then wrap it up with an optimistic attitude. Caution: Don’t drag out these meetings in an effort to make them end on a happy note simply to smooth over hard feelings. This can undermine the employee’s urgency to change.
Q. I am not an “act-tough” supervisor. I tend to be on the soft side because I want people to be open with me. I am easy to talk to. I don’t mind being vulnerable and showing my feelings, but some employees act hostile toward me. What causes this reaction?
A. Unfortunately, some personalities will take advantage of you when you make yourself vulnerable. Weakness is an opportunity that is seen as a way to gain control. It is not respected in the way you would hope. Instead, these employees will see you as weak. Typically, you are witnessing your employees’ projection of their own damaged self-esteem. Being weak in the past for them was seen as a failing that led to their personal hurt. When this vulnerability is seen in others, it is retaliated against because of what it represents - a weak person who isn’t worthy of the same level of respect they have seen others receive. This doesn’t mean you should change, but with awareness of how you interact with employees and how they respond, you can tailor your approach in one-on-one meetings so your goals are met in helping employees improve performance.
Q. My employee comes to work every day in a bad frame of mind, seemingly with “a chip on his shoulder,” ready to argue or say “hmm-hmm” a lot in a cynical way. How can the EAP counselor help an employee change a “bad attitude?”
A. Your employee’s attitude is a problem for you; however, it is a symptom of what’s troubling him or her. An employee’s attitude, good or bad, is based upon beliefs (past or present) concerning self, others, or the workplace. The goal of employee assistance is to help the employee overcome the attitude problem, and this might include uncovering its source. But there might be no present set of circumstances that give rise to the attitude problem. Have you known someone with a difficult attitude where it seems like a lifelong personality feature? If so, you may have witnessed how a bad attitude that starts with a rationale behind it becomes deep-seated even if the initial reasons no longer exist. This personality type can damage productivity, sales, and morale, and affect turnover. The EAP can help, but your role in quantifying the problem, insisting on change, and reinforcing an improved attitude will be crucial to a successful effort.
Q. My employee has two teenagers in trouble with the law. They burglarized a home, and the media attention brought our company’s name into the story because we are a prestigious employer. Naturally, our reputation has suffered. Can I make a supervisor referral for his parenting problems?
A. Your employee may or may not be an effective parent, but parenting is not part of the job description. A supervisor referral to the EAP based on these issues would be improper. This does not mean the EAP can’t be helpful. The incident is public news and you can encourage your employee to take the assistance of the EAP, in whatever form that might take. However, don’t base your recommendation upon parenting issues. The EAP will know where to begin and in which direction to head if the employee accepts an appointment. Your employee may be upset and embarrassed about the news coverage so is likely to follow through with your recommendation.
Dealing With an Office Full Gossip
How to Document Employee Behavior
How to Motivate Your Employee
What Indicators Point To An EAP Referral
New Supervisor Wants to Make a Good Impression
Q. I see a fair amount of disrespect between coworkers on the job—things like backbiting, name-calling, gossip, and being inappropriate with jokes. I attribute it to stress and the economy; after all, employees need to vent a little, right?
A. Don’t be fooled, it isn’t the stress, and it isn’t “just the nature of the business.” If backbiting, name-calling, gossip, and general nastiness are the norm where you work, then you’ve got yourself a respect problem—one that you need to get a handle on yesterday, if not sooner. Few things buy trouble like excusing bad behavior. Left unchecked, disrespectful interactions feed on themselves, growing into a culture of personal conflict and simmering resentment that will eventually undermine your mission and productivity. No one wants to work in such an environment, and your best employees certainly won’t. They’ll leave, and you’ll be stuck with the mess. Respect is an institutional mind-set that must be promoted and practiced from the top down. As a manager, you’re on the front line in this struggle, and although it can be daunting, you have the influence and control to stop it.
Q. How can I be better at documentation? I’ve been criticized for not sticking to the facts when I write, but if one of my employees demonstrates a continual pattern of conflict with others, I would say the “facts” are that the employee has a conflict-ridden personality.
A. Good documentation is clear, useful, and measurable. To make your documentation more effective, imagine you are in the bleachers of a stadium, observing the behavior of people down below. Simply record the what, when, how, and where. You may have a strong desire to include a psychological conclusion in your documentation, especially if you have observed the behavior for very long. However, you are not an expert on your employee’s personality no matter how long you have observed the employee’s behavior. You can see and hear conflict on the job, but you can’t see your employee’s personality. Many supervisors don’t understand that they do not need to arrive at a conclusion for documentation to be effective. Documentation that focuses on the underlying causes of behavior (also called armchair diagnosis) will attract the focus and attention of the reader and will undermine your objective—correction of the problematic behavior.
Q. I have many employees and I must ensure that they stay motivated. I know employees have to motivate themselves and that I can’t do it for them. So what is my role in the process? How do I play an influential part in motivating employees?
A. It’s been said that motivating a large group of employees can be like herding a group of cats. Each one is an individual, and therefore you must look at employee motivation in much the same way. Motivating the employees you supervise starts with getting to know them as individuals. This doesn’t mean you probe them for personal information. Instead, it means spending time with them individually, getting to know them at work, and discovering their likes and dislikes in the general course of a workplace relationship. Through this process, your employees will perceive that you care about them, and this is crucial to creating an atmosphere where motivation flourishes. Eventually you will get a strong feel for the ways each of your employees can be motivated, and you can plan opportunities and rewards that fit these unique aspects of their motivational profile and personality makeup.
Q. I still find myself resistant to making referrals to the EAP, even after receiving training from the EAP. I am still guessing which employees need it and which ones do not. Is this unusual?
A. There are a few challenging situations new supervisors don’t expect when learning to the use the EAP in supervision. For example, the referral of an employee to the EAP whose performance alternates for weeks or months between “satisfactory” and “unacceptable” might be delayed for years. Likewise, an employee a supervisor believes will feel ashamed or stigmatized by a referral to the EAP may grow more dysfunctional while a referral is delayed. Eventually a crisis may ensue compelling the referral. Finally, supervisors may delay referral of employees they know well, whom they think they can influence. A referral can be delayed as lectures or persuasive coaching sessions by these supervisors create short-term improvements in performance that don’t last. When you notice these patterns, it’s time to consult the EAP.
Q. I want to make a good impression on my employees now that I am their new supervisor. What will employees focus on most as they “size me up” over the next several months?
A. Your employees will pay attention to what you say and do, but what they see will make a stronger impression. Many supervisors make the tactical error of focusing on impressing employees with their knowledge in the quest to gain respect. However, rule number one is to be a visible worker who puts in a full day and comes to work on time. If you demand excellence from employees, be sure to hold yourself to the same standards. Nothing will sow resentment faster than being absent from pitching in to accomplish the work, especially if your office or shop is in the same location. If you are not a visible supervisor, communicate frequently with employees so they can understand the goals and objectives you are pursuing. Gaining respect works on the law of attraction, and this “pull” strategy will work more successfully than a “push” strategy that demands or attempts to impress employees into recognizing you.
Dealing With Downsizing
Becoming Secure Within Your Position
Delagation or Busy Work?
How to Effectively Refer an Employee to EAP
How To Counsel Employee About Unacceptable Behavior
Q. How can I support employees who remain after downsizing? Many relationships were lost, and grief and anger exist. Will this situation eventually right itself? Perhaps I should make myself scarce because I represent management, the target of their anger.
A. Do not make yourself scarce. You have the ability to influence employee attitudes and improve morale by what you say, do, and don’t do. If employees are angry and upset, you will ratchet up their feelings of resentment by avoiding them. Likewise, coping with your stress by hiding out will also backfire. Healing will take time, but remember that you and your employees want the same thing—a happier workplace. With that in mind, get closer to your employees by accepting in the short run their view of themselves as survivors. As a manager, you take center stage after downsizing, and employees are waiting and watching to see if you demonstrate compassion and understanding. This is crucial to their recovery. Employees can then move to the next stage of adaptation and acceptance of change. Never declare that employees should “get over it.” Discuss with the EAP how to encourage activities that rebuild the feeling of commitment workers have toward the organization.
Q. I feel insecure about my position. I don’t seem to be able to get my point across to upper management, gain their acceptance for my ideas, or satisfy them. Can the EAP help me?
A. Many supervisors struggle with uncertainty about their abilities and relationships with management. EAPs can help because they observe best practices in communication and become sensitive to the nuances of work culture. They provide tips, techniques, guidance, and “know-how” to help supervisors improve their effectiveness. So give the EAP a try. You may discuss many topics like how to analyze issues from upper management’s perspective or how to use empathy to deepen your understanding of the boss’s outlook. You may discover which part of your operation management cares about the most, what pressures they face, and how they define success. You may learn to avoid mistakes like bringing only ideas and excitement to a meeting, to avoid making assertions without proof, and also to not take the rejection of your ideas personally but rather as a challenge to discover missing pieces that will help you win acceptance of your ideas.
Q. My employee does not follow through on assignments that I delegate. When I ask why, the employee says it is “busywork.” I want to refer this individual to the EAP, but I’m open-minded. Perhaps I have delegation all wrong. How do I know for sure?
A. It’s not hard to determine whether you are delegating work to your employee or simply piling on tasks that you need done. Many supervisors do not know the difference. Employees often do, as signified by their reaction to what and how things land in their laps. Ask yourself if the assignment you are delegating frees you up to do what matters most. Do you spend time training and motivating employees regarding the assignments given to them? If you’re just anticipating a due date, that’s not delegation. Delegation will test your communication skills. Encouragement; delivery of praise for a job well done; and provision of tools, resources, and authority are often necessary in the delegation process. What about goals, timetables, and expectations? Have you explained the importance of the assignment and how you will measure success? With delegation, both you and your employee grow from the experience.
Q. I gave a copy of my documentation (a list of issues) to my employee and made a referral to the EAP. The employee became upset when I said the list had already been faxed confidentially to the EAP. Is this just manipulation?
A. Consider your EAP policy and the steps your organization wants you to follow when making a supervisor referral. Obviously the employee was taken aback, but sending your documentation to support the rationale for the referral is consistent and customary with the EAP process. Even so, you want employees to feel motivated to participate in the EAP, so sending the information after your meeting, even though you don’t need permission, is probably a better way to go. Remember, an EAP without information from the supervisor relies solely upon what the employee-client reports. Let the EAP know about this reaction because it will help the EAP to set the employee at ease at the first appointment.
Q. Can you describe in simple terms how to meet and confront an employee with performance problems so the interview is effective?
A. Meet with your employee in private about the issue or concern. Describe what happened from your perspective. Never become agitated or aggressive with your employee. Ask the employee for his or her account or explanation of the behavior, action, or performance shortcoming. Inform the employee about the negative effects of the performance issue on productivity and on the workplace. Ask the employee if there is anything else that explains the continuation of performance problems. Provide feedback or make a statement regarding what is commendable about the employee’s performance. (This piece is often overlooked by supervisors, but can motivate employees to improve performance.) Inform the employee that his or her current performance is not acceptable. Describe what you want done differently, what must change, and when those changes must occur. Let the employee know the ultimate outcome if performance does not change or improve. Remind the employee about the EAP or incorporate a supervisor referral as appropriate.
Practicing Tough Love
Overcoming Alcoholism
What Is Presenters?
How To Define Violence In The Workplace
Is It Sexual Harassment Or Retaliation?
Q. What does the phrase “tough love” mean with regard to the role supervisors play in managing troubled employees?
A. Demonstrating “tough love” toward a troubled employee describes detachment or “stepping away” from feelings or emotions that cause you to enable conduct and performance problems. You are then free to act in a way that allows the employee to experience accountability or consequences for problematic performance or conduct on the job. Tough love reflects a change in attitude by the enabler. Detachment isn’t easy. Close relationships between people, whether they are employees, friends, or family members, include a natural and healthy drive to protect and support them. This dynamic, however, can contribute to the person’s problems if solving them requires tough decisions the enabled person would rather avoid. Enabling is “permission” to avoid change. Tough love makes the need for change in relationships nonnegotiable.
Q. I confronted my employee, whose breath smelled of alcohol. Immediately the employee admitted to drinking, thanked me, and agreed to get help. This is a good sign, right? Doesn’t it indicate that treatment is more likely to be successful?
A. Assuming alcoholism exists, the cooperation you’ve seen is a good thing, but the rigors of recovery from addiction are challenging to the patient and family members (or enablers). Successful treatment depends on the patient’s attitude toward education while in treatment, willingness to change and practice behaviors to support recovery, the degree to which enablers can be enlisted to support the patient, and cooperation with an effective program of recovery. Practicing alcoholics, many of whom mistakenly believe that willpower is the key factor in staying sober, may experience relief or even excitement over a renewed sense of determination prompted by an adverse event such as a positive drug screen at work. The person’s belief that he or she can “do it this time for sure” may appear as sudden insight and enlightenment. This enthusiasm is no match for the illness without a rigorous treatment program. Cooperation by your employee later when treatment begins will be the key.
Q. What is presenteeism and why has it become such a popular term in the workplace?
A. Presenteeism describes the phenomenon of coming to work while physically or emotionally ill only to experience a reduction in effectiveness and productivity. Coming to work with a common cold and being unable to perform at par is a simple example. Another example is working while experiencing burnout or after a traumatic event. The concern over presenteeism increases during economic recessions because fear of job loss may push employees to come to work when they otherwise would stay home. There are many indirect consequences of presenteeism. They include lost productivity, passing the illness to others, increased absenteeism, morale problems, and coworker conflicts. Not feeling well enough to work but still coming to work costs employers billions of dollars each year. Talk to your EAP about presenteeism issues and how they may affect your work group.
Q. An employee complained of being punched in the arm by a coworker. The “puncher” said it was “in jest”, and that no violent intent was meant. My own kids do this sort of thing. There is a bruise, but some people bruise easily. Is this an EAP matter? Or should I dismiss this?
A. Violence at work is not defined by what the perpetrator had in mind. The violent act occurred, the coworker was struck, and harm ensued. Just as important, you have been notified and a complaint has been brought. If you dismiss this incident, it could be established that you responded to it with negligence and apathy. If a similar incident, or something worse, were to occur in the future, how you responded to this incident could be held against you. This incident may appear to you as innocent horseplay or roughhousing, but it didn’t happen in your home. This occurred in the workplace between adults, and these facts make all the difference. Investigate properly, refer the perpetrator to the EAP, document how you responded, consult with a management advisor, and treat the complaint with seriousness and resolve.
Q. We had an employee who was dismissed for ongoing performance issues. The employee then accused the supervisor of sexual harassment. The harassment charges had not been mentioned previously. Is this proof of retaliation? Could the EAP have talked the employee out of the accusation?
A. The timing of the charges is not unusual for employees who have suffered sexual harassment during their employment. Retaliation is usually not the motive. Here’s why: Even with a policy against sexual harassment that encourages employees to come forward and be protected, an environment that does not feel safe may impede the voicing of complaints. Once terminated, the employee no longer feels constrained, and it is easier to lodge the complaint. Until then, an employee may feel some subtle punishment could ensue if a complaint was made, or that management wouldn’t take a complaint seriously.
Victims of sexual harassment may not want to “rock the boat.” They may fear being seen as provocative or partly to blame. The thought of providing an accurate account of the sexual harassment history can also feel daunting. EAP support is always a good idea for employees facing a crisis, but the EAP is not a “fire wall” after the fact. An organization’s best intervention is prevention through education and zero tolerance for harassment.
Can Stress Cause Paralysis?
Leadership Attributes
Employee Performance Appraisals
Motivating an Employee Who Has Received Poor Performance Evaluations
How To Help Difficult Employees
Q. I had an employee with a lot of personal problems at home and at work. After a domestic dispute, the employee reportedly collapsed and couldn’t walk. Doctors couldn’t figure it out, but one said it was caused by stress. Now I’ve heard everything. Is such a thing possible?
A. Although it is unusual, the answer is yes. The human body can endure a lot of stress, both physically and psychologically, but the more practiced at doing so, the greater the risk for overload. The result can be the physical manifestation of the stress imposed by the nervous system. In this case, you are describing a “conversion disorder”, which is a mental illness characterized by loss of physical functioning without any physiological reason. The symptoms usually appear suddenly and under extreme psychological stress. If your employee is still under stress and at work exhibits behaviors or performance concerns that are not acceptable, consider a supervisor referral to the EAP. Some people over-adapt to the existence of stress in their lives or personal environment, and their denial of its affects may contribute to their increased risk of severe or unusual stress reactions.
Q. I think strong leaders can’t be concerned about how well they are liked by employees. However, some leaders are well-liked, and they accomplish great things. What makes these leaders different? How can I be more like them?
A. You are describing the difference between a good leader and a good boss. Great leadership does not always accompany traits that endear the leader to those they supervise. Many leaders accomplish great things and earn respect, but may not be viewed as good bosses. Jack Welch, former CEO of General Electric is a legendary leader. He had a reputation for firing the bottom 10% of his managers each year. He was named “Manager of the Century” by Fortune magazine, but what about “best boss”? Being a good boss can be tough work because you must have skills that go beyond leadership to include great listening skills, excellent communication, and common courtesy. A good boss understands and empathizes with people from all backgrounds, all races, both genders, and all ages. The good boss is never “too good” to associate with employees and demonstrate the “common touch.” Develop these soft skills and you can become the leader you want to be.
Q. Can you provide a range of different issues and factors to consider when I am observing an employee’s performance?
A. Observing performance can be more complex than most supervisors realize. Proper observing of performance is more than watching out how tasks are performed. It also includes many other observation points, each of which tells a piece of the performance story. Consider some or all of these “lookout points” to produce a more complete picture of how your employee is doing: skills, abilities, motivation, quality of work produced, conduct, appearance, vitality (energy level or liveliness), attitude, eagerness to learn, availability, ethical decisions, initiative, safety consciousness, mindfulness of polices and procedures, cooperation with others, and team interaction. If you don’t relish annual performance evaluations, it will be made much easier with good observational skills that make documentation easier to produce.
Q. When I meet with employees to go over their performance evaluation, what can I say to help those who receive unsatisfactory ratings to feel less hopeless and fearful about their job security without undermining their sense of urgency to improvement performance?
A. A straight forward approach with your employees is usually your best. Rather than saying something for the purpose of having your employees feel better, reframe how the issues raised in the evaluation amount to a “road map” that points to exactly what needs to happen in order to arrive at the goal. With this approach, motivation to “get going” will increase, and employees will be less affected by fear and hopelessness that can rob motivation. Ask employees if they understand the concerns identified in the review. Take the approach that you and your employee are on the “same team” working toward the same goal. This eliminates the “me vs. you” mentality so frequently found in supervision relationships. You’ll inspire your employees and greatly aid your employer.
Q. I have several difficult employees. Each has their own way of causing problems associated with communication, productivity, morale, and interpersonal conflict. Is there a difference between a difficult employee and a troubled employee in “EAP speak”?
A. The word “difficult employee” has been used predominantly by journal writers, pop business columnists, and management book authors, but is not as frequently seen in professional EAP literature, which prefers the term “troubled employee.” Troubled employee more accurately describes the nature of the problem facing the manager—an employee performing unsatisfactorily in some way, who may have an underlying personal problem that affects quality of work, attendance, or behavior on the job. The implication with most “difficult employee” advice books (over 4000 at last count on Amazon.com) is that the difficult employee is “your problem” to solve with the advice, wit, and strategies offered by the author. Within EAP literature, the goal is to assist managers in understanding how to focus on performance and make a supervisor referral to the EAP as the most effective and least risky way to the employer of intervening with troubled employee. That focus is on helping the employee become motivated to identify and resolve personal problems that underlie the difficult behavior that you see.