Tuesday, May 7, 2013
Tuesday, April 30, 2013
Getting to know employees on a personal level allows for a more relaxed work relationship between employee and supervisor. It lets your employees know that you are there for them to help them succeed in their daily work life, and it also grows trust levels within your work environment.Exercise:
In this exercise, you will stop by the offices of two or three employees at least once a week in an effort to get to know each one a little better. On the day you have selected for this exercise, allow employees time to get to their office and settle in that morning. Approximately one hour after employees’ arrivals, leave your office and, while in-route to selected employees’ offices, greet each person you meet with a simple “good morning” and a smile. Once you have reached the selected office, knock on the employee’s door and ask this first question with a natural smile: "Am I interrupting anything right now? If I am, I can stop back by later." If the employee is in the middle of a task, simply state: "Oh, it’s nothing that can’t wait until later. I was just stopping by to check in to see how everything is going. Hope you have a great day, and I’ll see you later." Then, proceed to next office. If employee is free to speak for a few moments, step into the office making sure to leave the door open. Ask these three questions leaving time for employee’s answers to each question before proceeding. 1. How is your week going so far? 2. Do you have any concerns about your current project/assignment/etc? 3. Do you have any exciting plans for the weekend? OR, Did you have a nice weekend? Spend approximately ten minutes in each of the selected offices. On your way back to your own office, offer a friendly greeting to all you pass spreading and increasing office morale. Once back in your office, take approximately 5 minutes to answer the three evaluation questions associated with this exercise.Evaluation:
What effect do you think this exercise had on your employees? What impact would the weekly repetition of this exercise have on employees as a whole? Do you think that this exercise was beneficial to you as a supervisor? Why or why not?
Friday, April 26, 2013
Monday, April 22, 2013
Friday, March 22, 2013
Friday, February 8, 2013
The restrictions on paying for psychological harm and emotional stress associated with critical incidents injuries has re-awakened in the aftermath of the Newton, Connecticut child mass shooting episode. The rationale driving the legislative reviews and arguing for paying workers for psychological harm is the 20 first-responders who have still not made it back to work because of posttraumatic stress or emotional harm. And other states are reviewing their workers' comp laws as well.
I don't see the discussion in the mainstream media about the value of EAPs, but you and I both know that EAP involvement can mitigate traumatic stress and lead to possibly less impact on first responders and therefore help to avoid Workers' Compensation payouts or at least reduce or minimize them.
This saves companies money. EAPA, now is your time to get to the New York Times and offer an interview or send a press lease enmass to respectable news outlets.
How many of these first responders are alcoholic or drug addicted persons in or out of former recovery? An EAP referral would find out. Isn't it possible that addictive relapse is involved in some of these cases? Who is going to assess that? There are a whole host of issues here to discuss as well. What is the role of the family members of first responders since this incident? How are they helping or hurting the goal of getting these employees back to work. Is it really necessary to head immediately to the legislative office to start sending these employees a paycheck? Perhaps, but what about a half-way stop with solid EAP promotion and involvement in these cases. I do not pretend to know how what is taking place in Newton with EAPs and those workers. However, I do know nationwide that many first responders do not access decent EAPs, and that loss of EAP access is growing since 1985. And with it opportunities to reduce workers' compensation costs are also being thrown out with the bath water.
We know EAPs can save money, but we also know they have been run over by a Mack Truck in the past 20 years and replaced almost universally with diminished service models that everyone knows will not penetrate and proactively pursue reaching these at-risk workers. Other employees nationwide face the same circumstances. Want to save money? Don't fix what ain't broke. Stop the hand-wringing--EAPs are right in front of you.
Tuesday, January 22, 2013
Here’s What Counts for EAP Survival . . .
Every EAP failed in their communication goal to achieve a close, unbreakable and emotional bond with the key corporate decision maker.
High utilization and employee satisfaction isn’t all that counts. Sure, it’s vital, but it is not the ultimate, critical link.
The critical link is what top management thinks and feels about you. What will management do when it is budget crunch time? Will they listen to the finance guy or benefits consultant? Or will the key decider—the big cheese say, “no way, I love this EAP. We ain’t changing it.”
I will discuss strategies shortly that examine the three-legged stool of employee assistance program survivability. They include education, training, and oureach. 2) High utilization and workforce problem penetration, and 3) bullet-proof relationships with top management decision makers.
Here's a new service to help you reach more employees and family members in 90 days than your program has possibly reached in nine years http://www.ppt2web.net
Write me an let me know what you think.