organizational and management guide to eap …...organizational and management guide to eap services...

Organizational and Management Guide to EAP Services

Investing in the Future of Your Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Facts About The Solutions Group EAP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

What is an Employee Assistance Program? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Benefits of an Employee Assistance Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Commitment to Confidentiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Referrals

How to Make EAP Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Self-Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Management Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Informal Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Formal Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Emergency Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Consultation/Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Critical Incident Stress Debriefing/Trauma Recovery (CISD/TR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Substance Abuse Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Managerial Tools

Four-Step Approach: Helping the Troubled Employee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Constructive Conversations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Resources

Manager’s Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Formal Manager Referral Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Formal Manager Referral Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Authorization to Release Confidential Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Table of Contents

3 | The Solutions Group

Congratulations! Your organization has chosen to invest in the welfare of its workforce by providing an Employee Assistance Program (EAP) . Emotionally healthy employees create a work environment that’s conducive to productivity and growth, which benefits you as an organizational leader, your team, and your organization as a whole .

The Solutions Group (TSG), a division of Presbyterian Healthcare Services, provides confidential, professional counseling and support for employees and members of their households who may be experiencing problems related to substance abuse, emotional, marital, family, occupational or other personal issues . Our skilled EAP counselors work with your employees to assess the nature of the problem, develop an action plan for addressing the problem, and arrange for short-term follow-up counseling when necessary . In many cases, short-term counseling provided by the EAP meets the client’s needs . If longer term care is needed, our EAP counselor will refer the employee to other professional services . The client’s insurance plan is taken into consideration when suggesting a referral . EAP counselors can also act as mediators in situations where managers may need input from a neutral third party to address conflict in the workplace .

At TSG, our goal is to help you retain valued employees and maintain positive morale in your workplace . Employees are your organization’s most valuable asset . What’s good for them is good for the company!

Investing in the Future of Your Employees

Making Great Companies Better Places to Work

Organizational and Management Guide to EAP Services | 4

VoluntaryThe EAP is an employer-sponsored benefit for eligible employees and members of their household, including traditional dependents and any individual who lives in the same residence as the eligible employee . Visiting with an EAP counselor is voluntary .

IndependentThe Solutions Group is an independent business that provides EAP services to a variety of employers .

ConfidentialAll contact you and/or an employee has with the EAP is confidential .

See p. 8 for more information on Confidentiality Policy and Exceptions.

ProfessionalOur EAP counselors are seasoned clinicians with extensive counseling experience .

AccessibleTSG has local counseling offices in Santa Fe and Albuquerque, as well as more than 150 affiliated counselors throughout New Mexico and bordering states .

A No-Cost Benefit to EmployeesEAP clients are never charged for services . The benefit is paid for by the employer .

AvailableOffice Hours: Monday through Friday, with crisis consultation available 24 hours a day, 7 days a week . Video counseling is also available .

Support for Organizational Management and Direct SupervisorsThe EAP supports organizational leaders in their efforts to train, supervise and address employee problems . Training is also available for supervisors who would like to enhance their supervisory knowledge and competency .

Facts About The Solutions Group EAP


The EAP is a professional service purchased by your employer . This free benefit is available to organizational leaders, employees and members of each employee’s household .

Features

Customer Service• Licensed/certified counselors

• Confidential, face-to-face contact

• Immediate crisis response, 24-hour/7-day . Toll-free access (866) 254-3555

• Assessments and evaluations

• Brief, solution-focused counseling

• Referrals to professional and community resources as needed

• Return-to-work planning and monitoring

• Extensive network of affiliated counselors and organizational consultants

• Substance abuse assessment services

• Mediation services

On-site Training/Organizational Services• Supervisor training

• Management skills training

• New employee orientations

• Psycho-educational/wellness seminars

• Critical incident stress debriefings

• Webinars on a wide variety of workplace topics

Utilization and Return on Investment• Quarterly, semi-annual and year-end activity reports

• Feedback from client satisfaction surveys

What is an Employee Assistance Program?


Emotional Support for Employees• Employees who might not be willing to take advantage of traditional mental health and substance

abuse services may be more inclined to use the EAP .

• Employees may be more likely to access the EAP at an earlier stage of the problem, minimizing the riskfor a more serious situation later .

• There is no cost to the employee for EAP services .

• EAP Services are available to all employees and their household members .

• Accessing the EAP is simple, confidential and user friendly .

• Employees receive practical solutions to a variety of workplace, family and personal concerns .

• Counselors on call 24 hours a day, 365 days a year .

• Convenient, in person or video visits with a licensed counselor .

Financial Benefits to Employers• Reduces employee use of medical and mental health services, which helps keep premiums down .

• Increases workplace safety, which may help keep insurance costs down .

• Reduces absenteeism and employee turnover .

• Reduces accidents and liability .

• Provides a mechanism for employees to readily access help .

• Provides organizational leaders with assistance in documenting efforts to help troubled employees .

Enhanced Workplace Culture• Employees are less likely to bring problems to work if they are receiving EAP counseling, therefore

reducing the risk of safety and productivity issues .

• Assists employees in solving problems that may be affecting their job performance .

• Provides additional resources to support the organizational leaders .

• Increases morale and workplace harmony .

Benefits of an Employee Assistance Program


The Solutions Group EAP is committed to maintaining the confidentiality of client records related to medical and personnel information . These records are available only to the employee and individuals the employee has authorized . Because one of the EAP’s primary goals is to encourage employees to refer themselves for treatment, creating an atmosphere in which they feel free to initiate such self-referral is of utmost importance . Preserving the confidential nature of these records is essential to the overall success of the program .

In addition, state and federal laws protect client confidentiality, which includes not only counseling discussions, but also the fact that a client has utilized EAP counseling . The Solutions Group EAP also protects client confidentiality by maintaining client records in a safe and secure manner .

Exceptions to ConfidentialityIn certain circumstances, state and federal law and/or professional ethics require an EAP counselor or affiliate to break confidentiality . Examples include:

• The counselor believes an eligible member is in danger of harm to self or someone else

• A child or vulnerable adult is being abused or neglected

• A judge orders an EAP counselor to provide clinical records or testimony

• Formal management referrals

• Substance abuse assessment referrals

Utilization Reports Each quarter, the EAP provides utilization reports that reflect how many employees are accessing EAP services . These reports make it possible for organizational leaders to monitor trends about areas of concern . Utilization reports include detailed aggregate information but do not include information about specific individuals who have received services .

Commitment to Confidentiality

Referrals

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Self-Referrals An employee or a member of the employee’s household may call the EAP to schedule a counseling appointment . The EAP receptionist will schedule an initial appointment or arrange telephone intake with the EAP Referral Specialist for referral to an Affiliate Counselor . The employer is typically not involved in self-referrals .

Management ReferralsMay include referral from direct line supervisors, management and/or Human Resources.The EAP encourages managers to refer employees to the EAP when they see a decline in morale and/or work performance .

Informal ReferralsFor situations when management does not need to communicate with the EAP counselor, but has concerns about the employee’s need for professional support.

• Management recommends EAP counseling to the employee and provides the employee with contactinformation for the EAP program . Management does not connect the EAP directly .

• The employee’s engagement with the EAP is completely at their discretion and remains confidential .

Formal ReferralsFor situations when management requires confirmation of employee compliance with attendance, progress and completion.

• Management calls the EAP and speaks with the EAP Referral Specialist to make a FormalManager Referral .

• The Referral Specialist obtains information about the work-related concerns to be addressed with theemployee during counseling and schedules the employee’s EAP appointment directly with the manager .

• Manager notifies the employee of the EAP appointment date, time and location, and instructs theemployee to call the EAP to confirm the appointment .

• At the initial appointment, the employee is asked to sign a release authorizing the EAP to reportattendance compliance to the referring manager . The employee has the right to refuse authorization .

• After each appointment, the assigned EAP Counselor will call the manager to confirm attendance .

Emergency ReferralsFor “high risk” employees assessed to be a danger to themselves or others.

• Management is encouraged to call the EAP any time a question arises about how to respond to anemployee in crisis .

How to Make EAP Referrals


Management Referrals (continued)

MediationMay be useful when conflict between two employees interferes with productivity and morale in the work environment.

• Management calls the EAP to request mediation and provides basic information about how the conflictimpacts the work environment .

• Standard mediation guidelines apply:

– Both participants must be willing to participate in mediation .

– Mediation between a supervisor and subordinate is not typically appropriate . In this situation,additional screening will be conducted prior to scheduling a mediation . In many cases, other EAPservices may offer a more appropriate way to address the conflict . Options will be discussed with thereferring manager .

• Agreements reached in mediation will be documented and shared with participants for review andapproval . Participants will be asked to sign a release authorizing their documented agreements to beforwarded to the referring manager .

• All other records of the mediation discussions will be kept confidential .

Consultation/CoachingAvailable to managers as a first intervention step to help employees improve work performance, attitude and resolve conflicts. Telephone or in-person consultation and coaching are available.

Issues that are appropriate for coaching/consultation include but are not limited to:

• A troubled employee who exhibits behavior related to violence, substance abuse/addiction, family issues .

• An employee who is generally reliable and productive but has exhibited a recent change in behaviorand/or performance .

• A group of employees expressing low morale, discouragement or lack of engagement .

• Two employees who are not getting along and whose conflicts are affecting the work of others .

• A manager who may need coaching to improve communication, rapport and effectivenesswith subordinates .

• A manager who may need guidance on administering employee improvement planning and/orcorrective action planning .



Management Referrals (continued)

Critical Incident Stress Debriefing/Trauma Recovery (CISD/TR)The Solutions Group regularly responds to requests from our client companies to provide CISD/ TR for employees at their work site . Our counselors and affiliates have formal CISD training or have expertise in helping clients with grief, loss and trauma recovery . Typically, a manager or human resources representative calls the EAP within 24 hours following an incident .

CISD requests are appropriate in situations such as the death of a coworker, a serious accident or a violent act in the workplace .

The CISD/TR service is provided on-site at your organization . Ideally, the service should be conducted within 24-72 hours following the critical incident . TSG offers the following CISD/TR services:

Group DebriefingDesigned to restore balance and offer support to HR, organizational leaders, employees and employee’s family members . Follows a structured format led by a CISD/TR facilitator . Gives employees an opportunity to express their thoughts, feelings, involvement and reactions to the critical incident . Educational handouts are also provided . A group debriefing takes approximately 60-90 minutes depending on the size of the group . Ideal group size: 8-12 employees .

Individual SupportCISD/TR counselor available onsite on a pre-determined date to provide private 20- to 30- minute consultations with employees, who may discuss their reactions and needs following the incident . Educational handouts are also provided .

Substance Abuse ServicesEmployees struggling with alcohol or substance abuse/dependence impact morale, safety and productivity in the workplace . Employees working in high-pressure, safety-sensitive jobs such as law enforcement, corrections and emergency service fields can be at higher risk for alcohol and substance abuse due to the nature of their daily responsibilities . Employees who possess commercial driver’s licenses and operate vehicles or heavy equipment pose significant liability and safety issues when struggling with alcohol or substance abuse .

Human Resources staff may request Substance Abuse Assessments for employees in your organization . Assessments are conducted by a TSG Certified Substance Abuse Professional (SAP) who has received his or her certifications through a training and qualification process approved by the Federal Department of Transportation (DOT) .

Other substance abuse services offered by TSG include:

• DOT-mandated training for managers and employees

• Drug-Free Workplace policy planning and consultation

• Assessment, referral and brief counseling for self-referred employees and their families within the scopeof the employer’s EAP benefit .


Managerial Tools

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Based on the premise that personal and other problems can have a negative impact on job performance, the Four-Step Approach has proven to be very successful in helping employees with job performance problems return to a normal level of job function . Effective managerial documentation and discussion with the employee regarding performance decline, combined with assistance for personal problems through the EAP, can help an employee re-establish job performance and general well-being .

Managers are key to the success of this approach because they are in a unique position to observe on-the-job changes in employee behavior . Employees with problems often ignore or rationalize the efforts of family or friends, but it is difficult to ignore or rationalize the concerns of a manager or the possibility of losing one’s job .

Through early detection and effective motivation, employees, managers and the organization all benefit .

Step 1. Observe employee job performance.

Watch for changes in job behavior and performance .

Watch for patterns of deterioration rather than isolated incidents (we all have bad days) . (See p. 19 for Manager’s Checklist of Performance Problems )

Recognize that a decline in job performance may be an indication of personal problems . Keep in mind that an employee’s personal problems are a matter of managerial concern only to the extent that they affect job performance . Job performance deficiencies caused by personal issues need to be differentiated from other reasons for poor performance, including unclear job expectations, skill deficiencies, inadequate supervision and other workplace obstacles . Establish clear job performance expectations for the employee . If you suspect a decline in job performance, proceed to Step 2 .

Step 2. Document specific incidents of deficient job performance over a period of time. Documentation should be in writing and should include specific dates, times, places, events and action taken . Good documentation will establish any patterns that exist and will protect you and your organization from possible grievance actions . If you recognize a pattern of job performance decline based on your documentation, consult with the EAP . For managers faced with a troubled employee, the EAP can provide expert consultation and support, add a sense of objectivity to the situation, and coach the manager on how to proceed . Managers should not handle these difficult situations on their own . With the help of the EAP, proceed to Step 3 .

The Four-Step Approach: Helping the Troubled Employee


Step 3. Discuss documented instances of declining job performance with the employee.

Assure the employee that he/she is important to you and valuable to your organization . Underscore that you are concerned with performance . Avoid getting sidetracked by explanations or excuses and don’t attempt to diagnose or counsel employees . Write a contract for improvement with behaviorally defined goals and a specific timeframe . At this juncture, you may proceed to the next step, particularly if there has been a serious decline in performance . You may also choose to wait until the end of the agreed timeframe to determine level of improvement .

(See p. 15 for Constructive Conversations)

Step 4. Refer the employee to The Solutions Group EAP.

Base your referral on a pattern of job performance decline . Emphasize the confidential nature of the EAP and the fact that the EAP is an employee benefit designed to assist with personal and other problems . Express concern but do not counsel the employee yourself . Note that an EAP referral is strictly voluntary but that job performance must improve . Encourage the employee to call the EAP during your discussion to schedule an appointment with a counselor . The counselor will explore whatever personal problems may be affecting job performance and will work with the employee to address them . Emphasize that the employee needs to follow through on any EAP recommendations .

Acknowledge that for Formal Manager Referrals to the EAP, you will be informed about employee’s compliance with attendance .

(See p. 21 for Formal Manager Referral Checklist)

The Four-Step Approach: Helping the Troubled Employee


Crucial Aspect

The most crucial aspect of the Four-Step Approach is the manager’s conversation with an employee whose job performance is deficient . It is extremely important that the manager not make any attempt to diagnose the cause of the employee’s job performance problem or attempt to counsel the employee . This may divert attention from the job performance issues you wish to address . If the manager follows the established procedures for documenting performance deficiencies, the initial discussion with the employee will be based on objective performance data rather than vague references to the employee’s unsatisfactory work .

The goal of the discussion is motivation, not punishment . The manager should not avoid this confrontation when the employee’s job performance indicates that such confrontation is in order . Dealing with performance problems in a timely and straightforward manner is in the best interest of the employee, the manager and the organization .

A. Preparation

1. Review your documentation of job behavior and performance deficiencies.Be clear in your own mind about what must improve so you can convey your expectations to theemployee . Make notes so you are sure to cover all your points . Have your documentation and notes inhand when you meet with the employee .

2. Be aware of your own feelings about the employee, the situation, and the conversation.Anger, frustration, resentment, guilt and discomfort are all a normal part of the process . Acknowledgingyour feelings will keep them from interfering with your conversation with the employee .

3. Select a place and time for the discussion that allows for privacy.No one enjoys criticism but criticism in the presence of co-workers can cause more difficulties thanit resolves .

4. Review your approach with an EAP counselor.Talk about whatever discomforts you feel in anticipation of the conversation .

Constructive Conversations


B. The Discussion

1. Express care and concern, but don’t attempt to “counsel” the employee.Communicate that you value the employee as a person as well as a worker .

2. Be firm and honest.Don’t hedge . Using your documentation outline, tell the employee exactly what dissatisfies you abouthis/her performance . Present specific job performance data .

3. Note the employee’s pattern of change from previous performance levels (if applicable).

4. Don’t be an “armchair diagnostician.”Attempting to label the employee’s problem is not your responsibility . Your concern is only with correctingdeficient performance .

5. Allow the employee to respond without interruption.You may or may not choose to reply to the specifics of the employee’s response, depending uponthe legitamacy of the issues raised . It is important that you not get sidetracked with excuses orrationalizations . Keep the focus on performance and the need for the employee to take responsibilityfor improvement .

6. Don’t let the employee play you against upper management, the union or another employee.If the employee is a member of a union, make sure a union representative is aware of the discussion .

7. If the employee blames his/her poor performance on personal problems, take the opportunity to referthe employee to the EAP.

8. Establish an improvement plan that outlines job performance expectations.State in measurable terms, if possible, what the employee must do to reach and maintain anacceptable standard of performance . Identify the time frame in which the employee must improvehis/her performance .

9. State the specific job consequences if performance does not iprove within the given period of time.Refer to the organization’s policies on progressive discipline procedures . This will help the employeeunderstand exactly where he/she stands with the organization and will communicate the seriousness ofthe matter .

10. Set up follow-up meetings with the employee to evaluate and review progress.This will keep you both committed to following through on your concerns and prevents this frombecoming a “one-shot deal .” Document the meetings and your findings and, if possible, what the employeemust do to reach and maintain an acceptable standard of performance . Identify the time frame in whichthe employee must improve his/her performance .



EAP and Progressive DisciplineThe Four-Step Approach may be used prior to the initiation of progressive discipline or in conjunction with disciplinary action . If progressive discipline becomes necessary, it is important to refer the employee to the EAP at each stage of discipline and to document that you have done so . In this way, you are demonstrating good faith in offering the employee ample opportunity to receive help . This also protects you in the event of a grievance for any subsequent job action .

The Back-to-Work ConferenceOccasionally, an employee needs inpatient treatment or must take time off from work for other personal reasons . Returning to work can be difficult and awkward . The EAP can assist by arranging a “Back-to-Work Conference” between the employee and the manager . This meeting is designed to support and encourage the employee’s efforts to get help, review the prior work record, and implement a plan for successful return to work .

ConfidentialityBy law, the EAP regards client records, including medical and personnel records, as confidential and available only to the employee and individuals the employee has authorized . Preserving the confidential nature of these records is essential to the overall success of the program . Since one of the goals of the EAP is to encourage employees who have concerns about developing personal problems to refer themselves for treatment, it is necessary to create an atmosphere in which they feel free to initiate such self-referral .

A Final NoteManagers have a legitimate responsibility to intervene when an employee’s overall job performance is substandard . It is highly probable that an employee’s performance will improve if the manager addresses work performance issues in a constructive and consistent manner . When employee performance issues are ignored or addressed in an inconsistent and arbitrary manner, it is highly unlikely that his or her performance will improve . “Constructive Conversations” are designed to ensure productivity and to salvage valuable employees .

Intervening with a troubled employee can seem like a daunting task, but don’t be afraid to get involved . Keep in mind that even if the employee chooses not to get help at this time, you can be assured that you have not avoided the problem and have given your best effort to help a troubled employee access help and to understand his or her responsibility for reaching their full potential on the job .


Resources

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How to use this checklistTo identify a troubled employee, consider whether any of the employees you supervise exhibit the following characteristics . For each employee, check the boxes that apply and calculate the total .

Absenteeism Instances of leave without prior notice

Excessive sick leave

Frequent Monday and/or Friday absences

Repeated absences that follow any pattern

Excessive tardiness, especially with an established pattern

Leaving work early

Unusual and increasingly improbable excuses for absences

Higher absenteeism rate than other employees for common illnesses

Frequent unscheduled short-term absences (with or without medical explanation)

“On-The-Job” absenteeism Extensive absences from work station – more than job requires

Taking long breaks

Repeated physical illness on the job without medical interventions

Safety issues Accidents on the job

Accidents outside of work that affect job performance

Unsafe behavior that could cause an accident

Lack of concentration Work requires additional effort

Tasks take longer to complete

Confusion Difficulty recalling instructions, details, etc .

Difficulty handling complex assignments

Difficulty recalling work errors but able to recount co-workers’ errors

Manager’s Checklist


Inconsistent work patterns Alternate periods of high and low productivity

Change in the amount of effort required to meet deadlines

Reporting to work Coming/returning to work in an obviously abnormal mental or physical state

Difficulty beginning work upon arrival

Performance inefficiency Missed deadlines

Mistakes due to inattention or poor judgment

Wasting materials or resources

Making poor decisions

Complaints from customers or clients

Improbable excuses for poor performance

Increase in personal activities and phone calls

Poor employee relations Overreaction to real or imagined criticism

Wide swings in morale

Borrowing money from co-workers

Complaints about co-workers

Unreasonable resentment toward colleagues

Avoiding co-workers

Total number checked _________________________

If you have checked three or more behavioral changes, you have a troubled employee with whom you should discuss job performance . If you have checked five or more changes in behavior, it is time to initiate The Four-Step Approach .

Manager’s Checklist


How to prepare for a difficult conversation

Breathe .

Prepare . Do you have the proper documentation? Goals for the conversation? EAP business card or brochure?

Make the purpose of the meeting clear to the employee .

Acknowledge his/her value to the organization .

Review specific behavioral/performance concerns .

Avoid exploring personal issues . Stay focused on the task at hand .

Keep your tone neutral and non-judgmental .

Review performance expectations .

Present any consequences that may exist .

Inform the employee of the referral to the EAP . Let the employee know that you have or plan to consult with the EAP about your concerns and that the EAP will report compliance with attendance .

Schedule a follow-up meeting with the employee to review progress toward performance expectations .

Thank the employee for his/her willingness to address these concerns .

Formal Manager Referral Checklist


Date of Referral ___________________________________

Employee Information

Name _____________________________________________________________________________________________

Date of birth ______________________ Marital Status ______________________ Gender ____________________

Address ___________________________________________________________________________________________

Phone: Home _________________________ Work _______________________ Cell ___________________________

Employee Position _________________________________________________________________________________

Department/Agency ________________________________________________________________________________

Employer Information

Employer Name ____________________________________________________________________________________

Employer Address __________________________________________________________________________________

Manager Name _________________________________ Phone ___________________________________________

HR Director Name ________________________________ Phone _________________________________________

Reason for Referral: _________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

Formal Manager Referral Form


I, ___________________________________, authorize The Solutions Group to release the following information:

(Check one item only) Attendance Mental Health/EAP Alcohol/Drug HIV/AIDS

Specifically: ________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

To: _______________________________________________________________________________________________ Name

_______________________________________________________________________________________________ Organization

_______________________________________________________________________________________________ Address Phone

For the purpose of: __________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

This authorization may be revoked in writing at any time . Disclosures made in accordance with this authorization prior to written revocation are not subject to the revocation . Further release of information shall cease immediately upon written revocation . If written revocation is not submitted, this authorization expires 180 days from the date of my signature entered below .

I agree to the above stated Authorization to Release of Confidential Information and to the above stated conditions .

Client ___________________________________Date _____________________________________________________

Client Date of Birth ________________________

Parent or Guardian ________________________Date _____________________________________________________

Witness __________________________________Date _____________________________________________________

Authorization to Release Confidential Information

A division of Presbyterian Healthcare Services

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