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A new Q&A section will be added each quarter. Please feel free to add them to your supervisor manual. If you do not have a manual, please call HelpPeople and we will send one to you.

Q.	What are the goals of an EAP when an employee seeks help?
A.	A. EAPs have four primary goals in working with employees. These goals include (1) identifying employees whose personal problems adversely affect job performance; (2) assessing the problems of employees, determining what resources are necessary to help them, and establishing a plan of action to access resources or services; (3) motivating employees to seek and accept appropriate help; and (4) helping employees get the services they need. To accomplish these goals, employee assistance professionals may use many strategies. Follow-up is important to ensure that employees don't face unnecessary roadblocks or lose motivation in implementing action plans. When supervisors and employees understand these goals, they are more likely to use EAPs, and less likely to decide who can and cannot be helped.
Added 14 September 2006
Q.	My employee has an attitude you could cut with a knife. When you pass by her desk, she looks the other way. One time she punched a wall when she was angry, but that happened two years ago. Can I refer her to the EAP for having a "cold personality?"
A.	A. A supervisor referral to the EAP is possible, but basing it on her personality style is not likely to motivate her to go to or to cooperate with the EAP. You want her to make changes, so you need to articulate what these changes are more concretely, in terms of her performance. Ask yourself, "What can I see or hear that can be labeled as unsatisfactory?" If she fails to look at customers when they are speaking to her, this may be a problem, and it is a measurable behavior. Do any customers complain, or can you find out about their complaints? Complaints by customers are also measurable. Your belief that she has a cold personality is subjective. Determining how to articulate facts independently of your feelings will help you document problems, get the employee to accept the feedback and an EAP referral, and ultimately make the changes you desire.
Added 14 September 2006
Q.	I heard that employees with substance abuse problems have an unusually high rate of workers compensation injuries. I have an employee with a very high injury rate. Should I refer my employee to the EAP for a screening?
A.	A. You should not refer your employee to the EAP to allay your suspicions about a substance abuse problem. You could be accused of harassing him or her or be subject to other employment related complaints. Making such a referral would also violate the principal of referring employees to the EAP based solely on job performance. If the employee's absences have contributed to poor performance, consider making the referral based upon these performances issues. Focus on performance in your meetings with the employee. Be supportive and avoid becoming judgmental beyond the normal concerns any supervisor might have about such an accident frequency and its impact on performance. Do not speculate why there have been so many injuries. Your goal is to have your employee use the EAP. It is there that he or she will discover if something personal is contributing to the high injury rate
Added 14 September 2006
Q.	What should supervisors expect when using the EAP for assistance in managing a troubled employee? If I use the EAP, does this reflect badly on my supervisory skills?
A.	A. You can expect that EA professionals will be patient, understanding, and professional. Feeling heard will give you relief, and the EAP will help you document performance and behavior problems. You will also be given tips on how to properly confront the employee, if needed. When the employee's performance turns around, you may need follow-up support to adjust to the new dynamics of your relationship. If your employee's performance problems return, you will need to decide how to respond. Although the EAP cannot tell you what to do, you may want support as you consider your options. Turning to the EAP for consultative help is a smart move. It does not indicate that you are short on supervisory skills. When you have computer problems, you call a computer expert. When you need a wall painted, you call a painter. When you have people problems, call the EAP.
Added 7 April 2006
Q.	Our work unit's director has subtly discouraged employees from using the EAP because he does not want employees to "air the laundry" of our work unit along with personal problems. This information is also confidential, correct?
A.	Confidentiality of EAP records pertains not only to the identities of those who use the program and the personal information they share with employee assistance professionals, but also other information, such as sensitive issues and problems of work units, rumors, morale concerns, and more. This information is held in confidence in accordance with EAP policies and is not shared with other parts of the work organization. It is not unusual for a manager to be concerned about what is reported outside the work unit by employees, but managers have nothing to fear from the EAP. Employee assistance professionals frequently learn about many issues of the work organization, concerns of employee work groups, trends in morale, and more. But this is what makes employee assistance professionals so valuable when they are invited to help plan programs and services that benefit employees, consult on policies that address employee issues, and make other contributions to the health of the organization.
Added 7 April 2006
Q.	I am a new supervisor. I long for the good old days when I could communicate openly with peers. Now I supervise them. Which is better, to earn respect by trying to be "one of the boys" or by detaching, being firm, and acting more aloof and businesslike?
A.	Those who supervise former peers must reevaluate prior relationships. As a supervisor, you must now use restraint over what you say and do because your new role will overshadow any familiarity of your previous role as a peer. You will lose the respect of your subordinates if you try to remain in your old role. This dynamic is well understood in the workplace. Employees want to have respect for the boss. They want to feel that they can count on you for tough decisions. Focusing on being a firm and fair supervisor is the best way to gain the respect of those you supervise. Many supervisors want to be liked and respected, but increasing familiarity with employees is not the way to go.
Added 7 April 2006

These questions and answers are obtained from The Supervisor Source, a publication for general information purposes only that is not intended to be specific guidance for any particular supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your HelpPeople EAP counselor at 470-7447 or 1-800-777-6110.

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