If your policy does not prohibit consumption of alcohol during the workday, such as at a restaurant during lunch, an employee with a high tolerance might have a blood alcohol level over a prescribed limit and not appear intoxicated. The intoxication might go unnoticed because of the absence of behaviors that might trigger suspicion. Some organizations, such as schools and hospitals, may prohibit personnel from using alcohol during the workday, even while on a lunch break. With such an abstinence policy, the smell of alcohol alone might be used to justify a reasonable suspicion test. Presumably your policy commits the organization to act decisively in response to substance-abusing employees, but intoxication is not always evident. This is why supervisor referrals to an EAP solely for performance issues may identify and salvage more alcoholic employees than testing.

Although you received management consultation services and subsequently decided to take a disciplinary action, the EAP does not play a role in endorsing or disapproving of your decision. Violating this principle would erode the organization's trust for the EAP's objective, problem-solving role. This is an important point in EAP theory. Endorsing your decision would align the EAP with the disciplinary action. Opposing your decision would likewise undermine your ability to manage effectively. EAPs must maintain a neutral role so they can attract both non-supervisory and supervisory employees. You should own your decision entirely, and not reference the EAP. To do otherwise will alter the perception of the EAP's neutrality and abuse the EAP's credibility. This could damage the EAP and its value, making it less attractive and less effective.

Although it will be difficult to step in suddenly to intervene with your addressing employee's behavior, it is possible. Begin by considering exactly what behaviors you want changed. Write them down and assign a degree of importance to each. A bad attitude can mean many things, so clearly define what behaviors constitute a bad attitude. Just as important, define their cost to the organization. Do they cause morale problems? Lost productivity? Work errors? Hold a corrective interview and discuss the changes you want. Provide the rationale for change, but be candid with your employee if she asks why you are suddenly requiring her to change. Explain how you've postponed confronting her, but that your priorities have now made the changes in her conduct paramount. Do not ignore any future behavior problems, or you will reinforce her problematic behavior. Be sure to praise her for any progress you see.

Some belief or condition contributes to your emotional response. Getting emotional may be effective, but it's not practical because the intimidation keeps your employees from acting to build a more effective relationship with you. Examine your beliefs for clues that could explain your reaction. Ask yourself, "What must I believe in order to act this way?" Do you feel unsupported by management? Do you doubt your skills and abilities? A health care problem could explain the emotional basis of your reaction. The EAP can help you examine any of these possibilities and more. Try keeping a journal of your responses. On each occasion when you react irately, record what stimulated your response. Record improvements in controlling your reaction with each subsequent event. And, record what you will do on the next occasion to alter the behavior.

Organizations that establish EAPs recognize that not every personal problem that interferes with job performance will be amenable to the self-diagnosis and the self-motivation you expect of employees. Indeed, employees with certain medical conditions may slowly deteriorate in their ability to perform over many years, but have no clue as to what contributes to their work problems. In such instances, blaming others and denial are natural ways of dealing with reality. These employees could be your best performers if their personal problems were identified and effectively treated.  Many such personal problems are very treatable.  The simple step of making a supervisor referral based upon performance problems is all it may take.  Helping your organization preserve its resources, and reducing the headaches of turnover, are clear reasons for using your EAP as a management tool.

NOTES:

March is EAP Awareness Month.  Plan to attend the EAP seminar, "Making Money Matter--Don't Shortchange Yourself."  Reservations are required.  Contact Human Resources at 95890 or the EAP Office at (615) 741-8643 or 1-800-253-9981.

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 95890.

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