Chances are your EAP staff are a unique bunch of folks, but employees within your organization simply don’t know much about them. Of course, they may have heard a brief bio at an EAP orientation but, this alone is not enough to have a favorable impact on your EAP utilization.
Promote your staff using internal communication like your EAP newsletter or other in-house publications. If an organization that you are serving as an EAP provider has its unique internal newsletter, say at a large bank or other business, go to the public relations department and suggest that they run a series of articles that highlight your EAP staff, their background, and skills. A picture along with the bio is a plus.
Specialities such addiction intervention, mental health treatment, adolescent expertise, family counseling, or eldercare resource knowledge will draw employees who identify with those problems. “Identify” is the key word. Simply telling employees that EAPs deal with personal problems is not as effective as actually talking about the specialties of EA staff directly. You want your potential client to get closer to the EAP, and you do this by creating imagery of expertise that the client will feel attraction to using. This makes it all real. Employees don’t want to see themselves as having “personal problems.” They will however, be attracted to solutions.
They much rather stay in denial about the label, and pursue help for their pain. Don’t profile all your staff at once. This is too overwhelming, and a tactical mistake. Instead, dedicate a whole column to one staff member. Really get in there and supply some detail. Then watch how the phone rings. Two years later, do the same thing, but come at it from a different angle. This time discuss past positions prior to the EAP, hobbies, or unique interests. Make your staff real, and you will get a real return.
Wednesday, November 5, 2008
Saturday, August 30, 2008
EAP Marketing and Utilization: Channels of Communication
One of the secrets to promoting any product or service is becoming a pro at using multiple channels of communication for that product or service in delivering the marketing or promotional message to the customer. In this sense, I am speaking about potential EAP clients (employees or work units) within the organization that can take advantage of your services. Increasing your EAP utilization or marketing EAP services effectively requires analyzing and studying these channels of communication and keeping your eyes open for new ones as they pop up. You may spot one at any moment as it produces an EAP client. That’s a signal to grab it, stick it in your marketing basket, and add it to your marketing mix. A focused discussion with your staff can produce more through a brainstorming process, but arriving at the point where your antenna go up with "Marketing Channel, Alert! Alert!", is the place you need to eventually arrive.
If you worry about your EAP utilization, the answer to increasing it off the charts lies in examining, tracking, and exploiting these marketing channels. Putting pen to paper to identify them and work them strategically can boost your utilization rate, reduce behavioral risk exposure in the organization, and provide evidence to prospective EAP corporate customers that expertise in your craft is going to return big bucks to them in cost-benefit if they go with your proposal. It may also prevent your EAP from closing its doors or getting farmed out to an 800 number in a cubicle on the 24th floor of an office building on the other side of the country. Understanding marketing channels is not only an art, but an essential strategic undertaking in the survival and growth of your EAP.
You are already very familiar with one or two channels of communication that apply to your employee assistance program. One no-brainer is the EAP brochure distributed in strategic locations within the organization. Another channel is your health and productivity, or work-life newsletter given to employees at a frequency decent enough that you are actually remembered. And still another is making short presentations on mental health or work-life topics. There may be 20 to 30, and even more marketing channels that escape your awareness, yet each may potentially contribute to a higher EAP utilization. You should identify these channels of communication so you can work them to your advantage. If you do not make a focused effort on doing this, you can easily miss half of them.
Channels of communication reinforce each other and each contributes to increasing or maintaining your EAP's utilization. In the next few messages, I will begin discussing a few of these with the goal of helping you establish a 6th sense for spotting these gems and mining them for the benefit of your EAP, corporate customers, and most important troubled employees.
If you worry about your EAP utilization, the answer to increasing it off the charts lies in examining, tracking, and exploiting these marketing channels. Putting pen to paper to identify them and work them strategically can boost your utilization rate, reduce behavioral risk exposure in the organization, and provide evidence to prospective EAP corporate customers that expertise in your craft is going to return big bucks to them in cost-benefit if they go with your proposal. It may also prevent your EAP from closing its doors or getting farmed out to an 800 number in a cubicle on the 24th floor of an office building on the other side of the country. Understanding marketing channels is not only an art, but an essential strategic undertaking in the survival and growth of your EAP.
You are already very familiar with one or two channels of communication that apply to your employee assistance program. One no-brainer is the EAP brochure distributed in strategic locations within the organization. Another channel is your health and productivity, or work-life newsletter given to employees at a frequency decent enough that you are actually remembered. And still another is making short presentations on mental health or work-life topics. There may be 20 to 30, and even more marketing channels that escape your awareness, yet each may potentially contribute to a higher EAP utilization. You should identify these channels of communication so you can work them to your advantage. If you do not make a focused effort on doing this, you can easily miss half of them.
Channels of communication reinforce each other and each contributes to increasing or maintaining your EAP's utilization. In the next few messages, I will begin discussing a few of these with the goal of helping you establish a 6th sense for spotting these gems and mining them for the benefit of your EAP, corporate customers, and most important troubled employees.
Monday, August 11, 2008
Mastering EAP Word of Mouth Advertising
Nothing works like word-of-mouth advertising, and the best part is that it's free. Did you know that word-of-mouth marketing is taught to employees at Disneyworld? It's is a major marketing strategy for them. And it can be the same for your EAP. What's more, you can influence word-of-mouth advertising favorably with a conscious approach to a marketing strategy that includes it. You don't have to hope that word-of-mouth advertising works. You can know it is working. Let's talk about that.
There is a single, basic secret to stimulating a high rate of word-of-mouth advertising among employees so your EAP will be well utilized.
The key is this: Purposely, consciously, find ways to do what you do so well and so uniquely that employees cannot resist telling other employees about it. When it comes to Disneyworld, their target for what they do exceptionally well that flips people out is cleanliness and authenticity. That's what sticks in people's minds who visit Disneyworld--how clean the place is, and how real everything looks in those theme parks. When people go back home after visiting, they tell coworkers. The rest is dominos.
You will stimulate referrals if you apply the same formula to your EAP.
A quick digression: Remember, as I have said on numerous occasions, you must market confidentiality in numerous ways. Any EAP client fears a lack of confidentiailty. This "concern" will breed its own counter-measures to your confidentiality message if you do not beat it back by promoting and marketing the confidential nature of your EAP frequently. Without that, not much else will aide your word-of-mouth marketing efforts.
What will give EAP clients a "wow" experience?
Here are few suggestions: Treat employees with tremendous respect--almost as though they are your first client ever, or that they are visitors to the Ritz. Tell them how you store information they provide you and explain the confidential process of how that information is retained. Give them a cup of coffee in the waiting room. Follow-up and find out how clients are doing, and use a tickler system to do so in the future, even if their personal problem is not associated with something major like abstinence from drug use. Use your professional self to communicate a feeling of enhancement--that the client is going to be a happier person as a result of coming to the EAP and something is going to be added to their life. Certainly you believe this is the case, but communicating it in so many words or with your tone and non-verbal approach to the client gets missed. Understand that everything you do relates to word-of-mouth advertising and you may discover a new attitude about service and energy in your EAP work.
There is a single, basic secret to stimulating a high rate of word-of-mouth advertising among employees so your EAP will be well utilized.
The key is this: Purposely, consciously, find ways to do what you do so well and so uniquely that employees cannot resist telling other employees about it. When it comes to Disneyworld, their target for what they do exceptionally well that flips people out is cleanliness and authenticity. That's what sticks in people's minds who visit Disneyworld--how clean the place is, and how real everything looks in those theme parks. When people go back home after visiting, they tell coworkers. The rest is dominos.
You will stimulate referrals if you apply the same formula to your EAP.
A quick digression: Remember, as I have said on numerous occasions, you must market confidentiality in numerous ways. Any EAP client fears a lack of confidentiailty. This "concern" will breed its own counter-measures to your confidentiality message if you do not beat it back by promoting and marketing the confidential nature of your EAP frequently. Without that, not much else will aide your word-of-mouth marketing efforts.
What will give EAP clients a "wow" experience?
Here are few suggestions: Treat employees with tremendous respect--almost as though they are your first client ever, or that they are visitors to the Ritz. Tell them how you store information they provide you and explain the confidential process of how that information is retained. Give them a cup of coffee in the waiting room. Follow-up and find out how clients are doing, and use a tickler system to do so in the future, even if their personal problem is not associated with something major like abstinence from drug use. Use your professional self to communicate a feeling of enhancement--that the client is going to be a happier person as a result of coming to the EAP and something is going to be added to their life. Certainly you believe this is the case, but communicating it in so many words or with your tone and non-verbal approach to the client gets missed. Understand that everything you do relates to word-of-mouth advertising and you may discover a new attitude about service and energy in your EAP work.
Thursday, July 24, 2008
Employees Have Questions About Your EAP
Answer Key EAP Questions in Newsletters
Do you issue an EAP newsletter to the workforce that addresses productivity, work-life, and a variety of personal problems that employees and their family members face? If so, you have an excellent forum for answering common questions about the EAP that can increase your utilization and program security.
Here are a few questions I bet you have not been asked by employees, but many employees have them. It is not the common questions--it's the unusual questions--employees want to hear answers to. And your newsletter should be answering them. Not only are they more intriguing, they also inspire employees to use your program because they are memorable.
Employees will read the answers to the following questions with earnest. How many could you answer right now without thinking about it?
“Can the EAP call my friend who is depressed. I’ve asked her to contact the EAP, but I think she is too depressed to make the call?”
“If my supervisor refers me to the EAP can he or she take disciplinary action if I don’t go?”
“How confidential is the EAP, really?”
“Is the EAP ‘counseling’, ‘therapy’,‘assessment’, or all three?”
"Can my supervisor tell other supervisors, and can they in-turn tell other employees that I went to the EAP? How is that confidential? What penalties do they face for disclosing my participation?
Can I choose my own counselor? One of the EA counselors is best friends with my mother.
Do you see how these questions both help employees feel better about the EAP and increase the likelihood of the program being used? If you have your own newsletter, you can answer questions like these and many more. They are not the kind of questions that you are likely to put in a general information brochure. But inquiring employee minds want to know. And there are many more.
Consider calling such a column in your newsletter, “Employees Ask About the EAP” This type of employee education is essential. Many employees in the company or companies you serve have not had a presentation from the EAP to orient them to the program in years. Many may have been absent the day they were supposed to attend their first such presentation. Most companies will never give you a second opportunity to have an EAP orientation program for employees to answer questions about the EAP.
The questions above are just a few of the types of questions you may want to consider. You can create many more qusetions yourself based upon the experiences you have had as an EA professional with the companies you serve. Answering common employee questions will stimulate referrals and improve management’s satisfaction with your program. Guaranteed.
Do you issue an EAP newsletter to the workforce that addresses productivity, work-life, and a variety of personal problems that employees and their family members face? If so, you have an excellent forum for answering common questions about the EAP that can increase your utilization and program security.
Here are a few questions I bet you have not been asked by employees, but many employees have them. It is not the common questions--it's the unusual questions--employees want to hear answers to. And your newsletter should be answering them. Not only are they more intriguing, they also inspire employees to use your program because they are memorable.
Employees will read the answers to the following questions with earnest. How many could you answer right now without thinking about it?
“Can the EAP call my friend who is depressed. I’ve asked her to contact the EAP, but I think she is too depressed to make the call?”
“If my supervisor refers me to the EAP can he or she take disciplinary action if I don’t go?”
“How confidential is the EAP, really?”
“Is the EAP ‘counseling’, ‘therapy’,‘assessment’, or all three?”
"Can my supervisor tell other supervisors, and can they in-turn tell other employees that I went to the EAP? How is that confidential? What penalties do they face for disclosing my participation?
Can I choose my own counselor? One of the EA counselors is best friends with my mother.
Do you see how these questions both help employees feel better about the EAP and increase the likelihood of the program being used? If you have your own newsletter, you can answer questions like these and many more. They are not the kind of questions that you are likely to put in a general information brochure. But inquiring employee minds want to know. And there are many more.
Consider calling such a column in your newsletter, “Employees Ask About the EAP” This type of employee education is essential. Many employees in the company or companies you serve have not had a presentation from the EAP to orient them to the program in years. Many may have been absent the day they were supposed to attend their first such presentation. Most companies will never give you a second opportunity to have an EAP orientation program for employees to answer questions about the EAP.
The questions above are just a few of the types of questions you may want to consider. You can create many more qusetions yourself based upon the experiences you have had as an EA professional with the companies you serve. Answering common employee questions will stimulate referrals and improve management’s satisfaction with your program. Guaranteed.
Tuesday, July 1, 2008
Helping Disciplined Employees
Click here for New Fact Sheet for Download but read about it first.
Employers and employees equally dislike the dispensing of discipline, also referred to as adverse actions. When discipline happens, a variety of employee reactions are possible. Some employees accept discipline as a constructive experience and opportunity for change. Others react to discipline with anger, resentment, threats, and in the worst cases, violence of the worst kind.
Discipline isn't going away, no matter what kind of reaction employees have to it. Some organizations make it the last resort, but nevertheless, helping employees respond to discipline in a constructive way is a worthy, possibly life-saving endeavor.
Without a doubt, EAPs are in the best position to help employees gain the most from a disciplinary experience, both in heeding its message and gaining the most personal growth from the crisis it represents. Whether it's discovering an unresolved personal problem that contributes to problematic behavior, or reframing discipline as an opportunity for a better future going forward, managing an employee's reaction to discipline remains somewhat unexplored territory for stakeholders.
The most rudimentary steps have been recommended by some insurance companies to prevent violence following disciplinary actions. However, these ultimate payors of enormous sums resulting from violent reactions to discipline have not used EAP processes to their fullest advantage.
This is another argument for EAPs being an essential part of any organization's risk management strategy, not just a service tucked into a benefits package. The excitement lies in advocating for this increasing role for EAPs in work organizations to save lives and money. Is this the shortest distance between two points? Is an all out assault on the goal of incorporating EAPs in risk management strategies to help allay the financial risk of major insurers easier hanging fruit for us? Is it a faster walk to what we all want than searching for next rung on the "EAP ladder of acceptance" using long-term strategies like funding more research to prove our worthiness? I think free markets and market forces have faster solutions for EAPs. Practiticioners must take the lead in the field, not academics. What do you think? (Just thinking outloud here folks.)
This month's editable and reproducible fact sheet, When You've Been Disciplined at Work, is designed to add to your ability to help employees respond constructively to the disciplinary experience. It's part of the new GROUP 5 fact sheets released today at EAPtools.com.
Amend this fact sheet with your own experience. Do collaborate on its use with your HR and management partners. I am certain you will find creative ways to use it--perhaps before discipline happens--to help employees, protect organizations, and possibly save lives. New Fact Sheet for Download http://workexcel.com/discipline.html
Employers and employees equally dislike the dispensing of discipline, also referred to as adverse actions. When discipline happens, a variety of employee reactions are possible. Some employees accept discipline as a constructive experience and opportunity for change. Others react to discipline with anger, resentment, threats, and in the worst cases, violence of the worst kind.
Discipline isn't going away, no matter what kind of reaction employees have to it. Some organizations make it the last resort, but nevertheless, helping employees respond to discipline in a constructive way is a worthy, possibly life-saving endeavor.
Without a doubt, EAPs are in the best position to help employees gain the most from a disciplinary experience, both in heeding its message and gaining the most personal growth from the crisis it represents. Whether it's discovering an unresolved personal problem that contributes to problematic behavior, or reframing discipline as an opportunity for a better future going forward, managing an employee's reaction to discipline remains somewhat unexplored territory for stakeholders.
The most rudimentary steps have been recommended by some insurance companies to prevent violence following disciplinary actions. However, these ultimate payors of enormous sums resulting from violent reactions to discipline have not used EAP processes to their fullest advantage.
This is another argument for EAPs being an essential part of any organization's risk management strategy, not just a service tucked into a benefits package. The excitement lies in advocating for this increasing role for EAPs in work organizations to save lives and money. Is this the shortest distance between two points? Is an all out assault on the goal of incorporating EAPs in risk management strategies to help allay the financial risk of major insurers easier hanging fruit for us? Is it a faster walk to what we all want than searching for next rung on the "EAP ladder of acceptance" using long-term strategies like funding more research to prove our worthiness? I think free markets and market forces have faster solutions for EAPs. Practiticioners must take the lead in the field, not academics. What do you think? (Just thinking outloud here folks.)
This month's editable and reproducible fact sheet, When You've Been Disciplined at Work, is designed to add to your ability to help employees respond constructively to the disciplinary experience. It's part of the new GROUP 5 fact sheets released today at EAPtools.com.
Amend this fact sheet with your own experience. Do collaborate on its use with your HR and management partners. I am certain you will find creative ways to use it--perhaps before discipline happens--to help employees, protect organizations, and possibly save lives. New Fact Sheet for Download http://workexcel.com/discipline.html
Thursday, June 19, 2008
Getting Through the Door to Train Supervisors
Top management is typically stingy at giving EA professionals time to make presentations on the EAP. And if you want to come back a second time for refresher training, well, good luck. Still, you are more likely to get their attention if you offer shorter, more concise supervisor training that tackles key problems in the supervisor referral process and helps supervisors use the EAP as a management tool more effectively.
The key is to help supervisors, not put your focus on helping employees. I know, that sounds a bit out of place, but it's not. You have to play to your audience. The best way to arrange supervisor training is by sending a letter or memo to departments rather than top management.
Break the organization down and mail a memo that asks a contact person within a certain department to call you to arrange the presentation. Send the memo to the most senior manager of the unit.
Say you would like to include your presentation at the front or back and of a regular supervisor's meeting routinely held in the work unit. You aren't going to be asking for any special meeting times. In the memo, stress that you will helping managers manage stress and give them some helpful tips on how the EAP can help them.
Think about a presentation that includes any of the following:
(Go here to see more ideas that you can pick and choose from.)
Too many employees and managers, as you already know, think EAPs are just about counseling services or feel-good programs. They don’t understand their larger productivity purpose. (Actually, many EA professional struggle with this as well, but that's for another blog post!)
You goal is to help change that perception so they can see how the EAP can work for them. Actually, the first element of the EAP Core Technology is not about employees--it's about helping management with employee and productivity issues. (That's right!)
Call your presentation Seven Secrets of Making the EAP Work for Supervisors. Make your content focus on relieving them of stress associated with managing difficult employees. Talk about EAP Referral Myths, Misconceptions, and Missteps for Supervisors make.
Ask to come back in the future. They'll be looking forward to it.
The key is to help supervisors, not put your focus on helping employees. I know, that sounds a bit out of place, but it's not. You have to play to your audience. The best way to arrange supervisor training is by sending a letter or memo to departments rather than top management.
Break the organization down and mail a memo that asks a contact person within a certain department to call you to arrange the presentation. Send the memo to the most senior manager of the unit.
Say you would like to include your presentation at the front or back and of a regular supervisor's meeting routinely held in the work unit. You aren't going to be asking for any special meeting times. In the memo, stress that you will helping managers manage stress and give them some helpful tips on how the EAP can help them.
Think about a presentation that includes any of the following:
Resolving Conflict Among Employees;
Resolving Conflict Among Peers and the Boss;
Negotiating with Others;
Supervisor Role in Conflict;
Supporting Troubled Employees without Overstepping Your Bounds;
Coping with Feelings of Isolation in Supervision;
Dealing with Discipline and Dismissal Stress;
Conquering Self-doubt;
Time Management,
Getting Things Done,
Intervening with Burnou;
Coping Skills;
Dealing with Change;
Staying Positive;
Leading in the Midst of Stress;
Taking Charge;
Motivating Others;
(Go here to see more ideas that you can pick and choose from.)
Too many employees and managers, as you already know, think EAPs are just about counseling services or feel-good programs. They don’t understand their larger productivity purpose. (Actually, many EA professional struggle with this as well, but that's for another blog post!)
You goal is to help change that perception so they can see how the EAP can work for them. Actually, the first element of the EAP Core Technology is not about employees--it's about helping management with employee and productivity issues. (That's right!)
Call your presentation Seven Secrets of Making the EAP Work for Supervisors. Make your content focus on relieving them of stress associated with managing difficult employees. Talk about EAP Referral Myths, Misconceptions, and Missteps for Supervisors make.
Ask to come back in the future. They'll be looking forward to it.
Tuesday, June 10, 2008
Five Ways for Supervisors to Refer
There are five ways to make a supervisor referral. (Reproducible Fact Sheet V006 explains all.)
Educating supervisors about these five techniques will increase referrals to your EAP.
1) The Casual Encouraged Self-Referral. With this technique the supervisor mentions the EAP as a reminder in response to hearing about a personal problem first mentioned by the employee. No big deal, but still the supervisor plays an appropriate role. No counseling. No diagnosis. Just a mention.
2) THe Strongly Encourage Self-Referral. Here the supervisor mentions the EAP in response to an existing job performance problem hoping the employee will self-refer. No disciplinary action is used or believed necessary by the supervisor. No contact with the EAP is made prior to the corrective interview.
3) The Type 1 Supervisor Referral. The supervisor notifies or consults with the EA P first. The supervisor meets with the employee and requests performance changes. The supervisor then tells the employee that a “supervisor referral” is being made. The employee is asked if he will accept? A release is requested. Supervisor follows up. Straight forward, this referral works for most employees who are in trouble with their performance.
THE TYPE 2 SUPERVISOR REFERRAL. The supervisor consults with the EA Professional and coordinates a meeting. The supervisor meets with the employee and requests performance changes. Disciplinary action is promised if changes aren’t forthcoming. The supervisor gives the employee the name of the EA professional and an appointment time offered to the supervisor as a possible choice for the employee. The employee is not required to accept this appointment. It is only a helpful opportunity. The employee will almost always accept the prearranged appointment.
THE TYPE 3 PERFORMANCE BASED INTERVENTION: The most powerful and serious supervisor referral. It works virtually every time when done correctly. TI also call this the one minute intervention. Disciplinary action is warranted, known in advance, and administered on the spot if the employee does not accept a supervisor EAP referral presented clearly to the employee as an accommodation and alternative to disciplinary action in the event the employee believes (solely believes!) it would be helpful to address a personal problem he or she thinks is affecting job performance. It is the employee’s choice. Management is not "invested" in the decision either way. The employee is in complete control of their employment future which ends immediately (or other disciplinary action given) or he or she receives the red carpet treatment and is promised A) complete support for getting help, B) No loss of job or promotional opportunities solely for making a decision to go to the EAP; C) the disciplinary action held in abeyance pending follow through with EAP recommendations. The referral to the EAP is in lieu of termination (or other certain disciplinary action.) The employee feels pressured, but it is his or her decision entirely. There is NO other option. Either the EAP referral is accepted or warranted and justifiable disciplinary action based on the performance or behavioral incident is administered. (Termination will provide the most powerful leverage.) The agreement includes following through with EAP recommendations entirely.
Educating supervisors about these five techniques will increase referrals to your EAP.
1) The Casual Encouraged Self-Referral. With this technique the supervisor mentions the EAP as a reminder in response to hearing about a personal problem first mentioned by the employee. No big deal, but still the supervisor plays an appropriate role. No counseling. No diagnosis. Just a mention.
2) THe Strongly Encourage Self-Referral. Here the supervisor mentions the EAP in response to an existing job performance problem hoping the employee will self-refer. No disciplinary action is used or believed necessary by the supervisor. No contact with the EAP is made prior to the corrective interview.
3) The Type 1 Supervisor Referral. The supervisor notifies or consults with the EA P first. The supervisor meets with the employee and requests performance changes. The supervisor then tells the employee that a “supervisor referral” is being made. The employee is asked if he will accept? A release is requested. Supervisor follows up. Straight forward, this referral works for most employees who are in trouble with their performance.
THE TYPE 2 SUPERVISOR REFERRAL. The supervisor consults with the EA Professional and coordinates a meeting. The supervisor meets with the employee and requests performance changes. Disciplinary action is promised if changes aren’t forthcoming. The supervisor gives the employee the name of the EA professional and an appointment time offered to the supervisor as a possible choice for the employee. The employee is not required to accept this appointment. It is only a helpful opportunity. The employee will almost always accept the prearranged appointment.
THE TYPE 3 PERFORMANCE BASED INTERVENTION: The most powerful and serious supervisor referral. It works virtually every time when done correctly. TI also call this the one minute intervention. Disciplinary action is warranted, known in advance, and administered on the spot if the employee does not accept a supervisor EAP referral presented clearly to the employee as an accommodation and alternative to disciplinary action in the event the employee believes (solely believes!) it would be helpful to address a personal problem he or she thinks is affecting job performance. It is the employee’s choice. Management is not "invested" in the decision either way. The employee is in complete control of their employment future which ends immediately (or other disciplinary action given) or he or she receives the red carpet treatment and is promised A) complete support for getting help, B) No loss of job or promotional opportunities solely for making a decision to go to the EAP; C) the disciplinary action held in abeyance pending follow through with EAP recommendations. The referral to the EAP is in lieu of termination (or other certain disciplinary action.) The employee feels pressured, but it is his or her decision entirely. There is NO other option. Either the EAP referral is accepted or warranted and justifiable disciplinary action based on the performance or behavioral incident is administered. (Termination will provide the most powerful leverage.) The agreement includes following through with EAP recommendations entirely.
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