August 2000

The EA professional will decline such a role because it is outside the scope of EAP functions. Unless a neutral role for the EAP was understood and mutually agreed upon, such a practice would risk interfering with the administrative processes in your supervisory relationship. It is reasonable for you to expect your employee to meet with you in private to discuss performance issues, especially if you have no plans to dispense disciplinary action. (Sometimes labor union agreements govern such meetings.) If your employee does not want to meet with you alone, you should ask why. If you are unable to satisfy her concerns, you may not be able to meet with her, but document the refusal. Put in writing anything you would have said during the meeting. You might want to consult with your human resources or personnel specialist on this problem as well.

Employees in our organization are supposed to receive performance evaluations every year. I am aware of some difficult employees who haven't had a review in years. What is the impact of not getting an evaluation regularly?

In some organizations, it is not uncommon for employees to report that they have had infrequent performance evaluations. Years may pass between such reviews. Regular performance evaluations help validate and increase an employee's productivity. Failure to conduct regular reviews can contribute to problems among troubled employees because of diminished accountability for performance and behavior. In many instances, behavioral problems worsen as time passes without a realistic performance review that would otherwise argue for change or some consequence. Some supervisors may avoid writing difficult performance evaluations for employees with problematic performance. Each year that passes without the evaluation makes it more difficult to write one without surprising and angering the employee whose poor performance has long been tolerated.

Recently one of my employees accused me of favoritism. Frankly, I think I am extremely fair with work assignments, time and attendance issues, and the attitudes I demonstrate toward employees. What more can I do to dispel such a perception?

Being accused of favoritism is frequently an indication that the supervisor needs to understand more about the uniqueness of each employee in order to develop a quality work relationship with each individual. This means getting to know employees personally; getting to know their goals; and understanding what will motivate each individual. This effort can be a significant challenge if you supervise many employees. If you treat all employees as "equal," and attempt to apply all rules fairly, you still may not be able to prevent accusations of favoritism. You will naturally gravitate toward persons whose personality, interests, or work-style match your own. It is normal to like some employees more than others; however, interactions between you and your employees will be observed and compared. Those employees with whom you lack a quality work relationship may tend to perceive you as showing favoritism, especially when it comes time to deal with their performance issues.

Our company recently acquired an EAP. What will be the challenges for supervisors who have never worked with an EAP to help them manage troubled employees?

After acquiring an EAP, it is crucial to educate supervisors to use the EAP as a tool to assist them in resolving productivity and attendance problems among employees. This change can be difficult for supervisors who have naturally, and understandably, played a dual role of supervisor and problem-solver for their employees. The challenge is to help supervisors shift their thinking to a new way of managing employees. "Thinking EAP" means referring employees early for performance or attendance issues rather than discussing, exploring, or seeking intervention assistance for personal problems. The latter approach increases behavioral risk and delays the changes desired by the supervisor. The more difficult a personal problem is to solve, the more the troubled employee may rely upon the supervisor's willingness to discuss a problem and understand it.

NOTES:

PLAN TO ATTEND EAP'S FINANCIAL PLANNING SEMINARS IN SEPTEMBER. FOR RESERVATIONS AND SCHEDULE CALL (615) 741-8643

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 Employee Assistance Professional. 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