April 2000

Can supervisors consult with EA professionals on general supervision questions in addition to the traditional consulting they provide on managing troubled employees and referring them to the EAP?

Over time, EA professionals develop a broad base of knowledge of effective supervision practices, including resolving problems of poor motivation, low morale, staff conflicts, and other performance management and supervision problems. EA professionals may be one of the most knowledgeable groups of experts on improving employee productivity, although this strength is less mentioned in traditional business literature than their helping role. The International Association of Employee Assistance Professional's official definition of an EAP acknowledges this capability. Depending on training and experience, the EA professionals in your organization can be an excellent source for helping you find solutions to tough supervision problems. Remember that EA professionals do not direct or approve supervisor decisions or administrative actions, so it is important to own your decisions and their outcomes.

Supervisor referrals to the EAP are always based upon unsatisfactory performance or behavior; but I sometimes also help employees see the benefit of getting help for personal problems.  Is it okay to soften the supervisor referral in this way?

Making a supervisor referral is not a punitive act that needs to be "softened." Couching your referral with a discussion about personal problems could undermine motivation to visit the EAP rather than the other way around. Encourage employees to seek help for personal problems only when they mention them first. Commend employees for recognizing their personal problems, but do not become a "motivational counselor" when making a supervisor referral. Initiating discussions about personal problems puts you in a diagnostic role and connects the supervisor referral to a personal problem. The shift in focus away from performance provides a reason to decline the EAP referral if the employee thinks the problem doesn't exist or can be solved someplace else, or disagrees with your conclusions entirely. Ironically, even if performance problems are substantial, an employee who spends time discussing the nature of personal problems with the supervisor can lose motivation to visit the EAP.

I feel frustrated with the EAP.  My employee is apparently following through with its recommendations, but performance isn't improving. When I mention the possibility of disciplinary action, the EA professional is silent.  Should I interpret this silence as non-support?

You should assume the EA professional is officially neutral on the question of administrative or disciplinary actions you consider in response to ongoing problems.  EAP theory establishes non-interference with such actions.  You may feel awkward considering an adverse action knowing, that your employee is following through with EAP recommendations, but your focus must remain on performance. Talk with your employee about performance remaining unsatisfactory. Ask the EAP, and ask the employee what you or the organization could do to help her be successful.  You have been a diligent supervisor by taking this step. It is the employee's responsibility to let you know if she needs some accommodation in order to help her improve performance, but you can also ask. Also remember, EAPs can't guarantee an employee's performance will turn around after a referral, even if the personal problem is resolved.

My employee kept missing days, not showing up for work, and causing many problems for the office and her coworkers.  She finally got to the EAP and is doing great, but I'm still angry at what happened to our office.  How do I over these feelings?

Often, supervisors feel that a troubled employee put the workplace through along period of disruption before he or she finally sought help.  Consider the following in order to acquire a more positive attitude and lessen the likelihood that you could act provocatively and jeopardize your employee's progress:  1) Assume employees want to do a good job and feel good about their work. 2) Believe that some personal problems do not easily permit self-diagnosis or self-motivated decisions to seek help.  Instead, some personal problems and diseases are naturally fought with denial until get consequences nearly overwhelm the victim or others. 3) With this understanding, focus on the present and reinforce the changes made by your employee.  This will increase productivity and help you develop a more supportive attitude.
 

I don't mind admitting when I'm wrong, but in a corrective interview I avoid it.  I'm afraid such admissions will cause me to look like a weak manager and that I'll lose control and credibility.   Is this a realistic fear?

Most seasoned supervisors have learned that their ability to maintain control, engender loyalty, and establish credibility among those they supervise is not jeopardized by admitting to mistakes.  Just the opposite is usually true.  Admittedly, the ability to demonstrate vulnerability with employees is not
easily practiced because most of us have learned in personal relationships not to associate this skill with getting more control and influence, but rather less.  Personal life experience usually reflects this aspect of one's supervision style.  In reality, the majority of employees respond favorably to supervisors who demonstrate authentic and balanced styles of supervision, where their own foibles are not denied and lack of fear of admitting to mistakes is practiced.  Many managers would argue that managing stress well is directly associated with not trying to look perfect in the supervision role.

NOTES:

NOTES:

If you have questions you would like answered in FrontLine Supervisor, contact the EAP Office at (615) 741-1925.

Information contained in The FrontLine Supervisor is for general information purposes only and 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 EAP counselor.  © Copyright 2000 by The FrontLine Supervisor.

***ETSU NOTE: Referrals/concerns by supervisors should be made to the Office of Human Resources at ETSU, extension 5890.

Permission to post newsletter has been granted by Tennessee State Employee Assistance Program.

Mailing Address:  Office of Human Resources
ETSU Box 70564
Johnson City, TN  37614-1707
Telephone:  423-439-4457
Fax:  423-439-8354
TDD:  423-439-4710

Office Hours:  8 a.m. to 4:30 p.m. E.S.T. Monday - Friday
Office Location:  Rooms 307 and 311, Dossett Hall

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Updated on 11/11/05