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SUPERVISORTRAININGMANUAL

DealingWithWorkplacePerformanceProblems

S u p e r v i s o r T r a i n i n g M a n u a l |1
PartneringforProductivityandProfitability 8008737138 www.minesandassociates.com

TableofContents:
Objectives ....................................................................................................................... 3
GoodDailySupervisoryPractices:................................................................................. 3
FunctionsofanEmployeeAssistanceProgram............................................................... 4
ManagementConsultation ............................................................................................. 5
ConflictResolutionServices ............................................................................................ 5
StepstoFollow................................................................................................................ 6
Step1 Recognition...................................................................................................... 7
Step2 Documentation.............................................................................................. 10
Step3 Action ............................................................................................................ 12
Step4 Referral.......................................................................................................... 18
Step5 FollowUp..................................................................................................... 19
FormalWorkPerformanceReferrals(WPR) ................................................................. 20
Sample:FormalWorkPerformanceLetter................................................................. 21
AlcoholandOtherDrugsintheWorkplace................................................................... 22
WorkplaceViolence ...................................................................................................... 23
CriticalIncidentSupportServices(CISS) ........................................................................ 24
EEOC,ADA,SexualHarassment,andFMLA .................................................................. 25

S u p e r v i s o r T r a i n i n g M a n u a l |2

Objectives
Atthecompletionofthissession,youshouldbe ableto:
Understandhowyourorganization'sEAPcanbeamanagementtool.
Recognizetheindicatorsofajobperformanceproblem.
Identifymethodsfordocumentingpatternsortrendsinthedeclineofjobperformance.
Identifyhowanindividual'sjobperformancecanalsoimpacttheperformanceofthe
managerorsupervisor.
IdentifywhenitisappropriatetorefersomeonetotheEAP.
Identifytechniquesthatwillaidyouinconstructivelyapproachingtheemployee.
UseappropriateproceduresforreferringapersontotheEAP.

GoodDailySupervisoryPractices:
Continualassessmentofpersonalstrengthsandweaknesses.
Practiceeffectivecommunication skills.
Familiaritywithyourpolicies,proceduresanddisciplinarycontinuum.
UseoftheEAPasa managementtool.

S u p e r v i s o r T r a i n i n g M a n u a l |3

FunctionsofanEmployeeAssistanceProgram
An Employee Assistance Program, also known as an EAP is a worksitebased program
designed to assist work organizations in addressing productivity issues, and to assist the
"employeeclient" in identifying and resolving personal concerns that may affect job
performance.
The benefit is a threefold program incorporating services for the employee, supervisor and
organization.
TheEmployee: Receivesproblemassessmentand shorttermcounselingforthemselves
and their householdmembers.
The Supervisor: Has access to unlimited workplace consultation regarding work
performanceissues.
The Organization: May participate in workshops, training programs, consultation and
work/lifeservices.
TheEAPcanserveasanallytoanyonewhoisworkingwithatroubledemployee.Itisagood
managementpracticetogetanotheropinionwhenyouareupagainstcomplexproblems.The
EAP can act as your consultant and by using it, you will assist your employee in securing the
helpheorsheneedswithoutburningyourselfout.
Supervisoryconsultationisavailable24hoursaday.Thisserviceincludesassistingsupervisors,
managers, foremen, personnel representatives, division administrators and department
executiveswithemployeeconflicts,performanceproblemsorworkplaceissues.
The EAP identifies, and if necessary refers for treatment, employees who exhibit health and
personalproblems,whichimpacttheirlivesand theirjobs. Problems,whichbringanemployee
totheEAP,mayincludesomeofthe following:
FamilyIssues:

Parent/ChildConflicts
Adolescence
RelationshipProblems
ChildCare/ElderCareIssues

MaritalProblems
ParentingConcerns
EmptyNesting
Legal/FinancialIssues

StressManagement:
Anxiety
TroubleConcentrating
SleepProblems

JobPressures
FamilyStress
RelationshipStress
S u p e r v i s o r T r a i n i n g M a n u a l |4

EmotionalDifficulties:
Depression
Anxiety
Stress

Grief
AngerManagement
PostpartumDepression

Addictions:
Alcoholism
SubstanceAbuse

Gambling
Food

LifeTransitions:
LossofLovedOne
JobLoss
EmptyNesting

MidLifeIssues
Marriage
PostCollegeIssues

WorkplaceDifficulties:
Lateness
Accidents
ConflictswithCoWorkers

Absenteeism
TroubleConcentrating
JobPerformance

ManagementConsultation
From time to time, situations arise where a supervisor is not sure how to respond to a
particularbehavior andquestions whetherornottheEAPistheappropriateresource.TheEAP
isavailableona24/7basisforconsultationonissuessuchas:
1. Whethertoreferanemployee totheEAP.
2. Howbesttorespondtoandmanagedifficultbehaviorintheworkplace.
3. Whethertrainingorsomeother formofgroup intervention(suchasan organizational
interventionoraconflictresolution)maybehelpfulforaparticularsituation.

ConflictResolutionServices
When a conflict on a work team arises and a neutral third party is indicated, the EAP is
available.MINESisavailabletomeetwiththoseinvolvedandassistwithaworkableresolution.
Thereisnochargeforthisservice. Thesupervisordocumentstheconflictbetweenemployees
andwhatattemptshavebeenmadetowardsresolution.Thefollowingstepsarethenfollowed:
1. ThesupervisorcallsMINEStorequestaconflictresolutionmeeting.Themeetingmaytake
placeattheMINES officeoronsiteattheorganization,whicheverismostconvenient.
S u p e r v i s o r T r a i n i n g M a n u a l |5

2. TheMINESfacilitatorwillcontactthesupervisor beforethescheduledmeetingfordetails
anddesiredoutcome.
3. The facilitator will meet individually with each party involved, for about an hour, to hear
eachside.
4. Afterallpartieshavebeeninterviewed,thefacilitatorwillbringeveryoneinvolvedtogether
to meet and discuss options, needs, concerns etc. The facilitator will share his/her
observationsandoffersuggestionsthatwill haveapositiveimpactontheworkgroup.
5. If and when a workable solution is reached, each member is asked to sign an agreement
statingwhatheorshewillberesponsiblefordoing.Ideally,theemployeeswillsharethis
information with the supervisor and discuss ways in which they will hold one another
accountablefortheiragreements.
6. Becauseofthenatureofthisintervention,theinformationisnotconfidential.
7. TheMINESfacilitatorswillfollowupwiththesupervisortodiscussprogress.

StepstoFollow
Step1 Recognition

Whatarethesignsandsymptomsof
theemployeewithaproblem?

Step2 Documentation

Whichformsofdocumentation
highlightpatternsthatareclues?

Step3 Action

Whichmethodsofapproachingan
employeearemosteffective?

Step4 Referral

Howcanyoumaximizethechances
thatyouremployeewillseekhelp?

Step5 FollowUp

HowcanyouandtheEAPwork
togethertogetyouremployeeback
toanacceptablelevelofwork?

S u p e r v i s o r T r a i n i n g M a n u a l |6

Step1 Recognition
Recognizingthat aproblemexistsandthattheemployee'sworkperformanceisdeterioratingis
thefirststep.Don'tturnyourbackontheissues chancesaretheproblemwillonlygetworse.

Considerthefollowingquestionswhenmakingdecisionsregardingpoorworkperformance.
1. Doestheemployeelackjobknowledgeorskill?
2. Cantheemployeedothejob,butfailsbecauseofjobrelatedissues?
3. Cantheemployeedothejob,butfailsbecauseofnonjobrelatedissues?
In the first two areas, a supervisor can often intervene directly. The third may be an
opportunitytoconsultwiththeEAP.
Itismostappropriatetoapproachanemployeewhomaybeexperiencingproblemswhenyou
haveobserveda pattern of decliningjobperformance overa periodoftime.
Onthefollowingpageisalistofindicatorsthatmaybesignsofprogressive,problematicwork
behaviorthatmustbedocumented.Keepinmindthatthisisnotanexhaustivelist.

REMEMBER...
Pattern
DecliningJobPerformance

PeriodofTime

S u p e r v i s o r T r a i n i n g M a n u a l |7

IndicatorsofDecliningJobPerformance
WorkPerformance:
o
o
o
o
o
o

Lowered productivity.
Frequently changing work pacewith extreme highsand lows.
Limited attention spanor impaired abilityto concentrate.
Errorsin judgment.
Excessive waste.
Unreasonable fatigue.

Absenteeism:
o
o
o
o

Repeated absences, especially following weekendsor holidays.


Early departuresor unexplained disappearances.
Increasein tardiness.
Absences without good reasonor with increasingly improbable excuses.

Reliability:
o
o
o
o

Procrastination.
Neglectof details.
Missed deadlines.
Poor qualityof work.

Attitudes andHabits:
o
o
o
o
o

Unreasonable sensitivityto normal criticism from peersor supervisors.


Avoidanceof fellow workers.
Unreasonable intoleranceor suspicion.
Sudden shiftsin mood.
Long lunch hours, long coffee breaks, frequent tripsto thewater fountainor
restroom.

PhysicalAppearance:
o Obvious changesin personal grooming, dress,or demeanor.
o Observable physical changes.
Safety:
o Increasein personal injuries dueto accidents onand off job.
o Carelessnessin useof equipment.
o Lackof concernfor safetyof others.
S u p e r v i s o r T r a i n i n g M a n u a l |8

SignsandStagesofBurnout
Emotionalexhaustion.
Feelingsofbeingunappreciated.
Detachment.
Changeofworkstyle.
Reducedaccomplishment.
Paranoia.
Boredomandcynicism.
Disorientation.
Increasedimpatienceandirritability.
Psychosomaticcomplaints.
Nosenseofpowerorcontrol.
Suicidalthinking.
Depression.

The FourStagesLeadingtoBurnout:
1. Overdedicationoroverinvestmentinthejob.
2. Disillusionmentandfrustration.Thejobfailstoliveuptotheexpectations
3. Frustration.Cynicismwithcoworkersandsupervisors.
4. Despair.Senseofhopelessness,disappointmentinselfandjob,feelingtrapped.

S u p e r v i s o r T r a i n i n g M a n u a l |9

Step2 Documentation
Keepemployeesinformedaboutwhatisexpectedregardingtheirworkperformance.Keepan
accurateanduptodatefileoftheemployee'sworkperformanceaccordingtoyourcompany's
policywithoutit,yourapproachcouldturnouttobeacaseofyourwordagainstmine."In
addition,theemployeemaybeunawarethathisorherjobperformanceisaffected.Providing
"proof"helpstheemployeetocomprehendtheproblemasitreallyis.
TheEAPisatooltohelpyouperformyourmanagerialorsupervisorduties.Besureto:
EncourageemployeeswhosharetheirpersonalproblemswithyoutocontacttheEAP
forhelp.
Followappropriatedisciplinaryproceduresaccordingtoyourorganization'spolicy.
ReferemployeeswhoexhibitpoorjobperformancetotheEmployeeAssistance
Program.

HowtoDocument:
? Provideobjective,factualandconsistent documentationonallemployees.
? Statepositiveaswellasnegativefacts.
? Avoidquick"PopPsychology"assessmentsastotheemployee'smotivesorcauses
ofproblems.
? Besupportiveoftheemployeeasapersonandavaluedworker.
WhattoDocument:
Yourrecordsshouldincludethefollowingjobperformanceareas:
?
?
?
?
?

Attendanceproblems.
Unsatisfactoryordecliningperformance(qualityorproductivity).
Suddenshiftsinmoods.
Accidents,nearmissesorequipmentbreakage.
Violentorerraticbehaviorincluding fights,verbalabuse/assault.

S u p e r v i s o r T r a i n i n g M a n u a l |10

DocumentationShouldBe:

Written

Factual

Objective

Specific

PositiveandNegative

EmployeesReasons

BesuretodocumentthattheEAPwasoffered

S u p e r v i s o r T r a i n i n g M a n u a l |11

Step3 Action
HowtheEAPworks:

A troubled employee, manager, supervisor or family member can call the EAP for
help24hoursaday,7daysaweek.

Allassessmentandcounselingsessionsarecompletelyconfidential.
A supervisor can call organizational services at MINES for consultation to help
developaplanofactionforreferringatroubledemployee.

Theorganizationalservicesconsultantwillprovideguidanceforasupervisorwhose
employeeisexhibitingworkperformanceproblems.

Whentheemployeevoluntarilyseeksassistance,thesupervisorwill not beinformed


withouttheemployeeswrittenconsent.

ThecompanypaysforservicesprovidedbytheEAPincludingconsultation,
assessment,solutionfocusedtherapy,referralandfollowup.Ifanoutsidereferralis
made,costsforthoseservicesaretheemployee'sresponsibility.Someservicesmay
becoveredbyyourcompany'sbenefitplan.

Ifyourorganizationhasaformalworkperformancepolicy,youwillbecontacted by
theEAPregardingthefollowing: whetherornot theemployeemadean
appointment, whetherornotthey kepttheappointment,andanyfollowup
recommendations.
WhenyouasktheEAPforadviceit:

Isnotacopoutoradmissionofanyfailureonyourpartasasupervisor.
Doesn'tcommityoutoanything.TheadviceyoureceivefromtheEAPwillbejust
that advice,butitwillbeprofessionaladvice.

Isprivate.

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Whenyoutakeactionwithregardtoanemployee:
DontDiagnose: Theconfrontationshouldbebasedonjobperformanceonly.Dont
playpsychiatristortrytopinpointtheproblem.
DontMoralize: Tellinganemployeewhatheshouldorshouldntdocreateshostility.
Itismoreconstructivetotellhimwhatisexpectedandacceptablejobperformanceand
attendance.
DontAcceptExcusesforFailure: Ifyouaccept excuses,youdontreallycare,andhell
knowit.Ifheusesexcuses,gobacktothespecificjobperformancediscrepancyfactsas
youhavedocumentedthem.
DontMakeIdleDisciplinaryThreats: Followthroughwithyourwarnings.Donot
threatenloss ofjobiftheydonotfollowthroughwiththeEAP.Focusongettingthe
supportoftheEAPwithjobperformanceconcerns.
DontLetanEmployeePlayYouAgainstHigherManagementortheUnion: Youare
notinthemiddlehere;theemployeeis.Notopmanagementorunionofficialever
praisedpoorjobperformance.
DontDiscussDrinkingorSpecificPersonalProblemsUnlessTheyOccurontheJob
DontCoverUpforaFriend: Yourmisguidedkindnesscanresultinaseriousdelayin
realhelpreachingthem.
Dont be Misled by SympathyEvoking Tactics: The employee becomes an expert at
thisandwilluseyourempathytohisadvantage.
Do Make it Clear that the Companys Primary Concern is Good Job Performance:
Unlessjobperformanceimproves,thejobisinjeopardy.
DoGetaCommitmentFromHim/HerandMonitorIt: Setdownspecificworkcriteria,

which the employee agrees to work towards during a certain time period. Record all
transactionsandresultingperformancelevels.ThekeywordisSPECIFIC.

S u p e r v i s o r T r a i n i n g M a n u a l |13

StepstoConfrontingWorkplaceProblems
Emphasize: Expectations Consequences Timeline Confidentiality

Meetinprivate.
o Askthepersontositdown,ifpossible.
Showdocumentation.
o Statetheproblemandexpressconcern.
Be specificandobjective.
o Use"I"statements.
o Keepjobperformancerelated.
o Avoiddiagnosing.
Giveemployeeopportunitytorespond.
o Listen.
o Maintaineyecontact.
Acknowledgeperson'sreactions,feelingsandemotions.
o Don'ttakeitpersonally orbecomedefensive.
o Ifbehaviorisunacceptable,provideanalternative.
o Ifpersonbecomesphysicallyorverballyabusive:
Donotengageinsimilarbehaviororargue.
Callanothersupervisorormanagerintooffice.
Allowthepersonalimitedtimetocalmdown.
OfferprofessionalhelpfromEAPfornonjobrelatedproblems.
o Emphasizethatyoucannothelp with problemsoutsideworkperformance.
o GiveEAPbrochureandcard.
Stateexpectations,consequencesandtimeline.
o Bestraightforward,directandfirm.
o Avoidlecturing, judgingorarguing.
Summarizesolutionsforclearandcommonunderstanding.

Continuejobperformancedocumentation.

S u p e r v i s o r T r a i n i n g M a n u a l |14

ObstaclestoConfrontingWorkplaceProblems
Unwillingnesstoacceptthatthereisaproblem.
Angerbecauseemployeesbehaviorcausesproblemsforothers.
Feelingthatthingswillgetbetterifleftalone.
Concernfortheemployee'sjobsecurityorcareer.
Supervisorsneedtobeliked.
Feelingthateveryoneshouldhandlehisorherownproblems.
Concernthatotherswillperceiveyouasapoorsupervisor.
Supervisor'sembarrassmentoverpreviousinaction.
Lackoffaithinthecounselingprocess.
Concernsaboutconfidentiality.
Personalrelationshipsthatconflictwiththesupervisoractions.
Egoinvolvement supervisorsees employeessuccessesandfailuresashis
own.

S u p e r v i s o r T r a i n i n g M a n u a l |15

ManagingYourAnxiety
Itisverynormaltofeelanxiousbeforeconfrontingapersonregardingtheirworkperformance.
Before and during the meeting try the following to reduce your anxiety and maintain your
effectivenessasasupervisor.

Breathedeeply.
Speakslowly,clearlyandwithauthority.
Donttalktoomuch,beconciseandtothepoint.
Relaxyourfacialmuscles,unclenchyourjawandshrugyourshouldersdownward.
Trytomakeallyourgesturesandmovementsslowandsmooth.
Maintainfrequenteyecontact,butnotconstant.
Donotinterrupt.
Allowthesilence.

S u p e r v i s o r T r a i n i n g M a n u a l |16

CaseStudy
JohnS.
Overthepastfewmonths,JohnS.hashadseveralproblemswithhiswork.Wediscussedthese
problemsapproximatelytwomonthsagobuttheycontinued.OnApril12,wediscussedthem
again and he was told that he would be asked to leave the company if the situation didn't
change.
John has gone from a dependable Account Representative to one whose work is sporadic.
Complaintshavecomefromhiscoworkersandalsofromhisclient.
From my discussion with him, his poor work record seems to be related to his continuous
problems with his marriage and to his concern over what he described as a serious financial
problemforhisbrother.WhenIaskedhimmore,hesaidhedidn'twanttoelaborate.Hedid
say,however,thatthiswaswhyhehadborrowedmoneyfromsomeofhiscoworkersandhad
notpaidthembackyet.
Onthejob,hehasbeenirritable,moodyandsometimesdistant.Hehasbeenverysensitiveto
takingdirectionsandhehasblamedothersforsomeofhisownworknotbeingdone.Someof
thestaffworkingunderhimhavecomplained thathisassignmentsareunrealisticandhehas
forgottentocommunicatetohisclientsomedeadlineinformationwhichledtoourmeetingthis
week..
JobPerformanceRecord

Date

Time

ChangeinJobPerformance

12/6
4:00pm Johndidnotfinishassignment,dueon12/06.Blamedstaff.
12/30 11:30am ComplaintsfromcoworkersthatassignmentsfromJohnare
unrealistic.
1/12
3:00pm Johnoverreactedtosuggestionsfrommeaboutcurrentproject.
1/24 10:30am Forthelast5weeks,Johnseemstobeirritableandmoody.
2/7
1:30pm Complaintsfromcoworkers thatassignmentsarenotpossiblein
timeallowed.
2/20
5:00pm DiscussedjobproblemswithJohn.Hesaidhewouldtrytodo
better.
3/14
9:30am Johnmisseddeadlineforreport.
3/30
3:30pm ComplaintfromclientthatJohnisnotcommunicatingimportant
deadlineinformation
4/12
3:45pm MeetingwithJohntodiscussprobationandpossible
termination.

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Step4 Referral
Explain to the employee that the EAP is available to provide help on a confidential basis to
employees whose job performance has deteriorated. Refer the employee to the EAP
coordinatorandencouragetheemployeetofollowthroughwithallrecommendations.

Iftheemployeeagrees,havehimorherarrangeanappointmentwiththeEAPassoon
aspossible.

Iftheemployeedoesnotagree,remindhimorheroftheconsequencesofanunsolved
problem.
Afterareferral ismade,continuetomonitorthejobperformanceanddocumentanyfurther
decline.UsingtheEAPisnotjustificationtocontinuethepoorworkperformance.
RememberthatyoumayalwayscallandspeakwiththeEAPcoordinatortodiscusshowtowork
withanemployeewhomyouhavereferredtotheprogram,iftheemployeesignsarelease.
Youwillnotbecontactedwithinformationregardingtheemployee,unlesstheemployeesigns
areleasewiththeEAPcoordinator.
If your organization uses formal work performance referrals, you will be contacted with the
following:
Iftheemployeekepttheappointment.
Ifrecommendationsweremadetotheemployee.
Iftheemployeeisfollowing recommendations.

WhatcanSupervisors Expect fromtheEAP?


1. A patient and understanding professional to listen to your problems regarding your
employees.
2. Assistanceinworkingoutproblemssoyouremployeesareavailabletodotheirjobandyou
cando yours.
3. Guidanceindocumentingperformanceandbehaviorproblems.
4. Guidanceandsupportinconfrontingyouremployeeaboutjobperformanceand behavior
problems.
5. Competentandprofessionalassessment,referralandshorttermtherapy.
6. Followup with treatment resources and providers to determine whether your employees
arereceivingthebestcarepossible.
S u p e r v i s o r T r a i n i n g M a n u a l |18

Step5 FollowUp
Inthosecaseswhereemployeeshavereceivedsomekindofassistance,theEAPisavailableto
provide appropriate followup care so that the employee will return to a satisfactory job
performance level. The EAP is also available for consultation in assisting the manager or
supervisorineffectivelysupervisingtheseemployees.Iftheemployeehasbeenoffworkwhile
receiving treatment, the EAP can assist you with questions about appropriate work
expectationsforthereturningemployee.

ReintegrationGuidelines:
Treattheemployeeasyouwouldanyotheremployee.
Makeworkexpectationsandobjectivescleartoemployee.
Don'twalk oneggshells.
Remember:Changetakestime.
Continuetomonitorworkperformance.
Followthroughwithnormaldisciplinaryproceduresbasedonyourorganizations
policies.

Considerthefollowingstepsinmonitoringyouremployee'sprogressafter
makingareferraltotheEAP:
1. Decideuponadateandtimetomeetanddiscussprogressinimproving
performance.Decidinguponseveraldatesandtimesinthefuturewillprovidea
constructivesenseofurgencyforyouremployeetofollowthroughwithatreatment
plan,theEAP'srecommendations,orotheractionsrecommendedtoresolveor
manageapersonalproblem.
2. ExpecttheEAPtocallyouifyouremployeemissesfollowupappointmentsorstops
followingthroughwithitsrecommendations.Missingappointmentsandfailingto
followtreatmentrecommendationsusually precedes areturntojobperformance
problems.
3. Ifperformanceproblemsreturn,notifytheEAP.
4. Praiseyouremployeeforimprovingperformance,butbemindfulofanyreturnof

performanceproblems.

S u p e r v i s o r T r a i n i n g M a n u a l |19

FormalWorkPerformanceReferrals(WPR)
When an employees work performance has reached a point that you believe he can no
longer function adequately or they have failed a drug/alcohol test, a work performance
referralmaybeinorder.

Itisnecessarytocoordinatethereferralwithwhoeverisdesignatedinyourcompanyto
handleformalworkperformancereferrals;itmaybesomeone inHumanResources,
EmployeeRelationsoryourRiskManagementDepartment.

Besuretohaveallinformationdocumented.Ifyouareunsureofwhethertodotheformal
WPRorhowtodoit,contactMINESOrganizationalServicesDepartment.

TheWPRCaseManageratMINESmustbeinformedthatyouareplanningonaWPR.You
mayreachJustinJacquesat8008737138x4039orJodiJacobsat8008737138x4991.

Meetwiththeemployeeandexplainwhyaworkperformancereferralisbeingmade.Show
andreviewdocumentation.

Givetheemployeeatimeframetocallforanappointment.(Recommendation:24hours)

Explainconsequencesifemployeedoesnotfollowthrough.

FaxorsendalettertoMINESpriortotheemployeescallstatingthereasonsforwork
performancereferralandthetimelimit.(Seesampleletter).Wecannotrelease
informationtoyouwithoutthisdocument.

Acasemanagerwillbeassignedtothecase.Whentheemployeehasmadeanappointment,
youwillbenotified.

Aftertheemployee'sfirst appointment,youwillreceiveacalland/orletterstatingthe
outcome.Theparticularsofthecasewillnotbediscussedunlessthereisasignedrelease.

Youandthe casemanager willdecidehowoftenyouwishtobecontactedregardingthe


employee. Itisourrecommendationthatfollowupbeeverymonthforoneyeardepending
onthecase.Drugandalcoholcaseswillbefollowedforaminimumofoneyear.

Continuetomonitortheemployeeonthejob.Keepexpectationsclear.

Aworkperformancereferralshouldnotbeseenasalastresorteffortnorshoulditbeused
asaformofpunishment.

Aworkperformancereferralisatooltoassistthevaluableemployeetoreturntoa
satisfactorylevelofperformance.

S u p e r v i s o r T r a i n i n g M a n u a l |20

Sample:FormalWorkPerformanceLetter
EMPLOYEE:
DATE:

FROM:
RE:
WorkPerformanceReferraltoMines&Associates,P.C.

IammakingthisworkperformancereferraltotheEAPoftheemployeelistedaboveforthefollowingreasons:

ProblemBehavior

SpecificIllustrationsof
ProblemBehavior

DateofOccurrence

1.
2.
3.
(Examples:Patternoftardiness,absenteeism,decliningworkperformance,erraticbehavior,suddenshiftsinmood,
etc.).
Thepurposeofthisreferralistoaffordthisemployeetheopportunitytohavearesourcetohelpwithjob
performanceinordertobesuccessfulintheworkplace.TheemployeeandIhavediscussedthatthisopportunitydoesnotin
anywayinterferewiththecompanyscurrentprogressivedisciplinarypoliciesandthattheemployeeisexpected tomeet
therequirementsoftheirjobasoutlinedintheirjobdescription.Iwillworkwiththeemployeetoaddressanyworkrelated
issuesthatmaybeinterferingwiththeirabilitytobesuccessfulatwork.
Thefollowingisexpectedoftheemployee:
TheemployeewillcontactandsetupanappointmentwithMines&AssociatesP.C.withinthenext24hours.
TheemployeewillkeepthisandanysubsequentappointmentsthatarefeltnecessarybytheEAP.
TheemployeewillfollowthroughonallrecommendationsmadebytheEAP.
ThefollowingisexpectedoftheEAP:
TheEAPwillcontacttheappropriatelydesignatedpersonwithinthecompanyonthree(3)matters.
a. WhethertheemployeemadeandkepttheappointmentwiththeEAP
b. Whetheranyrecommendationsweremadetotheemployee
c. Whethertheemployeeisfollowingthroughwiththerecommendations.
Amutuallyagreeablefollowupcontactplanconcerning theemployeescontinuedfollowthroughwith
recommendationswillbesetuponacasebycasebasisbetweenthetherapistatMines&Associates,P.C.andthe
appropriatecontactatthecompany.
Noadditionalinformation,includingthespecificsofrecommendationsmade,willbereleasedtothecompanywithout
asignedreleaseofinformationbytheemployee.
Iftheabovementionedemployeechoosesnottoattendtheappointmentorfollowthroughwiththeassigned
recommendationsoftheEAP,thiswillbenotedintheemployeesrecordandtheemployeewillbesubjecttoany
additionaldisciplinaryactions,asoutlinedinthecompanypolicy.
ForMINESfollowuptoyourorganization,pleaseprintthe Name and Phone# oftheindividualmonitoringthis
referral:
Name:___________________________________________ Phone: ______________________
_____________________________
HRRepresentativeordesignee

____________________________
Date

_____________________________
Employee

____________________________
Date

PleasefaxacopyofthislettertoMines&Associates,P.C.(303)8329701.
S u p e r v i s o r T r a i n i n g M a n u a l |21

AlcoholandOtherDrugsintheWorkplace
TheDrugFreeWorkplaceActof1988requiresthosecoveredorganizationsprovideand
maintainadrugfreeworkplace.Eachorganizationwillhaveitsownpolicyoutlining
implementation.CheckwithyourHumanResourcesdepartment foracopyofthepolicy.
Thecostsofalcoholanddrug usetoAmericanbusiness:
TheNationalInstituteonDrugabusereportsthatapproximately68%ofallillegaldrug
usersareemployed.
Alcoholismcostsemployersanestimated$33billioninreduced productivity.Otherdrug
usecostsanadditional$7.2billioninreducedproductivity.
Absenteeismamongalcoholicsorproblemdrinkersis3.8to8.3timesgreaterthan
normal.
Drugusingemployeesusethreetimesasmanysickbenefitsasotherworkers.
Drugusingemployeesarefivetimesmorelikelytofileaworker'scompensationclaim.
Nonalcoholicmembersofanalcoholicsfamilyusetentimesasmuchsickleaveas
membersoffamiliesinwhichalcoholismisnotpresent.
Atypicalemployeeexperiencingproblemswithalcoholordruguse:

Waslatethreetimesormoreina30daytimeperiod.
Requestedtimeoff2.2timesmoreoften.
Had2.5timesasmanyabsencesof8daysormore.
Usedthreetimesthenormallevelofsickbenefits.
Wasfivetimesmorelikelytofileaworker'scompensationclaim andwas
involvedinaccidents3.6timesmoreoften.

Asasupervisor,yourresponsibilityis to:
Observeanddocumentunsatisfactoryjobperformance.
Talktotheemployeeabouttheperformance.
Understandtheorganization'sspecificalcohol/drugpolicy.
Beabletoexplainthepolicytoemployees.
Knowwhentotakeaction.
Asasupervisoryouare not responsiblefor:

Diagnosingsubstanceabuseproblems.
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WorkplaceViolence
Violencerangesfromthreatstophysicalactiontoarmedassault.Thisincludessuicides,
murdersanddomesticviolence.

Methodstoreducetheriskofworkplaceviolence:
Knowyourspecificpoliciesandprocedures.(SeeEEOCandSexualHarassment).Ifyour
organizationdoesnothavecurrentpoliciesandprocedures,contacttheEAPfor
assistanceindevelopment.
Bealerttosignsofincreasedagitationandverbalabuse.
Takethreatsseriouslyandimmediatelyinvestigatethecircumstancesurroundingthese
threats.
Helpcreateanenvironmentthatpromotescommunicationandallowsemployeesto
cometoyouwithsafetyconcerns.
Beawarethatcertainsituationsmaytriggerviolence mergers,layoffs,significantlosses
andmoneyproblems.
ConsultwiththeEAPonanyemployeeyoubelieve maybeexperiencingproblemsthat
areimpactingtheworkplace.

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CriticalIncidentSupportServices(CISS)
CISS isavailabletoallorganizationsfollowingatraumaticincidentthatimpactstheworksite.
Thisincludesdeathorseriousinjury onthejob,actsofviolence,death,seriousinjuryorillness
ofanemployeenotattheworksite,orthedeathorillnessofanemployeesfamilymember.
Studieshaveshownthatthesoonerpeoplehaveachancetodebrieforprocesstheincident,
thesoonertheybegintoheal.
CISS allowsthoseimpactedachancetotellthestoryofwhattheyexperiencedandhowthey
feel.
CISS helpsindividualsbegintonormalizetheirreactionstoanabnormalsituation.
CISS educatespeopleaboutwhattoexpectfrom thetraumatheyhaveexperienced.

HowtoHelpYourEmployees...
Followingatraumaticincident,remembereveryonehassometypeofemotional
response,includingyou.Alsorememberthattheresponseswillbedifferent.
Eachpersonwillrecoverathis/herownrate.Thiscanbealonganddifficult
process.
Tellyouremployeeshowyoufeelandthatyouaresorrytheyhavebeenhurt.Avoid
statementssuchas"Iknowhowyoufeel."
Bewillingtoallowsilenceaswellastimeforemployeestotalk.
Keepeveryoneinformedthroughthecompany'scommunicationsystem.
CalltheEAPassoonaspossibleforconsultationandtoarrangeforadebriefing
session(s).

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EEOC,ADA,SexualHarassment,andFMLA
Thereareseveralfederalmandatesandactsthat impactworkplacepractices.Belowarefour
areasthatyouasasupervisorneedtobefamiliarwithinyourdailywork.Consultyour Human
Resource Departmentformorespecificinformationregardingyourorganization'spolicies.

EEOC EqualEmployment OpportunityCommission


Prohibitsdiscriminationbasedonrace,creed,color,nationalorigin,gender,age,religionor
disability.

ADA AmericanwithDisabilitiesAct
Employersmustprovideaccommodationsforqualifiedemployeeswithphysicaldisabilitiesor
mentalimpairments.Thisassumestheemployeeiscapableofsuccessfullydoingtheessential
functionsofthejob,thatreasonableaccommodationsareavailableandthatthesedonot
createanunduehardshiptotheemployer.

SexualHarassment
Prohibitunwelcomesexualadvances,requestforsexualfavorsandotherverbalorphysical
conductofasexualnaturewhen:
itismadeatermorconditionofemployment
itisusedasthebasisforemploymentdecisions
itcreatesanoffensive,hostileworkingenvironment.

FMLA FamilyMedicalLeaveAct
Requiresemployerstograntunpaidleaveofabsencessoanemployeecanrecoverfroman
illnessortocareforfamilymembers.Thisappliestocompanieswith50ormoreemployees.

SupervisorsResponsibilities:
Ifyourorganizationiscoveredbythese mandates,becomefamiliarwith the
requirementsthatimpacttheworkplaceandknowthespecificpolicythatisinplace.
Anytimeasupervisorobservesoristoldaboutacaseofdiscrimination,harassmentor
need foraleave,he/sheshouldcontacttheir Human Resources Departmenttoconsult
onthe specificsofthecompany'spolicy.
Continuetopromoteaworkplacethatisfreeofdiscrimination.
ConsulttheEAPforassistanceindealingwithproblememployees.

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