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.
Thursday, July 24, 2008
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.
Sunday, May 25, 2008
NOBODY DOES IT BETTER (EAPs that is)
(DIGRESSION! Do you know who this person was--the person who first established this linkage? His name was Lewis Presnall. And he accomplished this feat at the Chino Mines of Kennecott Copper of Arizona in 1959. (Not to be confused with Kennecott Copper INSIGHT program of Salt Lake City, Utah which came years later in 1969.) Presnall has been credited by EAP historians with discovery of the mechanism and "intervention technology" for how to find more alcoholic employees by referring them for job performance problems to a person who could conduct an assessment and provide motivational counseling. Presnall is in fact the Grandfather of the EAP movement.)
The EA profession has historically put its focus on solving employee personal problems that may or may not affect job performance. Unfortunately, this message has been the only one, or the main one, for many EAPs. As a result, supervisors have failed to consider EA professionals as the most knowledgeable workplace professional for advising and consulting with them on the subject of employee supervision. Ask most supervisors ‘Who do you believe in the world of work is most able to advise you on the subject of employee motivation, morale management, performance evaluation, and behavior change? The answer most supervisors will give is human resources consultants or senior managers. No way. In reality, EA professionals are the most qualified to teach and consult on the subject of employee supervision, but few supervisors know it because this ability has not been historically marketed or advertised by EA professionals. HR managers and senior supervisors do not accumulate anywhere near the experience base that EA professionals do when it comes to the subject of ‘how to supervise.’ To increase your utilization rate, claim the high ground in your organization and say you are the expert, the one most qualified and capable of helping supervisors learn how to supervise better. Do this in phone calls, follow-up, and of course supervisors training. Your experience at dealing with trouble employees and consulting with them on difficult employee behavior has supplied you with a large base of knowledge capable of boosting your clout and prestige as a performance management consultant. It also turns EAPs back to what they were always meant to be – management tools to salvage employees and increase productivity. This will also help you lose some of that “do-gooder” tag you may have been given by some.
Tuesday, May 20, 2008
EAP Professionals and Alcoholism
New EA professionals come from a variety of backgrounds, and there was a time when it absolutely unconscienable to consider hiring a person as an employee assistance professional who did not have an extensive background in alcoholism treatment or substance abuse knowledge. But there is something I have discovered that could arguably be considered worse: Employee assistance professionals experienced in alcoholism, but completely misguided by false beliefs and misconceptions about the illness based upon their personal experiences with family members or people they have known very well. I was speaking with an employee assistance professional recently who said it doesn't matter what definition of alcoholism one uses, or for that matter, one's philosophy. All that matters is that the patient get well. This is terribly misguided view of helping people manage this disease. And it serves to prevent the advancement of societies understanding of alcoholism and addictive disease. Do you agree? I would like to link you to the best article on the subject of alcoholism and what it is that I have seen in almost 15 years. It think it should be part of every EAP library. Here's the link to: What is alcoholism?Alcohol Health & Research World, Fall, 1991 by Daniel K. Flavin, Robert M. Morse
Wednesday, May 14, 2008
Send Your EAP Brochures On A Tour of the Town
EAP cards and EAP brochures are essential marketing tools for EAPs. You typically give them out at employee orientations and supervisor training programs. You may display them in the hallway outside the EAP office, or in the company health clinic.
There are other places to display EAP brochures. Here are some distribution tips you may not have considered that could increase your EAP utilization. If you are an internal EAP, make sure your name is prominently displayed on the front of your brochure in the upper 40% of the front panel. (Brochures that end up inside brochure display cases can be “cut off” from the mid-point downward when inserted into display cases not made of clear plexi-glass.)
If you are an EAP provider, consider producing a separate brochure that lists the eligible companies on the back panel with a message on the front panel to attract the reader to look closer at the brochure to see if they are eligible for the services the EAP offers. If your EAP is associated with a large employer in town, put these EAP brochures in the waiting rooms of local urgent care centers and doctors offices. They’ll be happy to allow you to do so.
Next, consider distributing your EAP brochures in the lobbies of community agencies around town that provide health, mental health, and other wellness services (like recreation centers.) Unlike other product vendors, EAPs serve a special purpose and it will be a rare agency or doctors’ office that will refuse to display your brochures.
Carefully consider the content of the message in these types of brochures. They should not be the same as the brochures you distribute at training and orientations. Instead, they should be written to attract family members, with appropriate images. These family members may never step inside your company, but you can attract them as clients. The message should invite them to call the EAP to consult on personal problems, or seek additional support for the health or personal problems that brought them to the agency where they found your brochure.
With some thought, it is not difficult to think of a generic message that could apply to most settings where your brochures might end up. For example, in a family practice medical office or other general health care setting, your message might encourage the reader to call the EAP to inquire about services that include family counseling, home health care referrals, elder care assistance, help for a teenager, and similar adjunctive assistance.
There are other places to display EAP brochures. Here are some distribution tips you may not have considered that could increase your EAP utilization. If you are an internal EAP, make sure your name is prominently displayed on the front of your brochure in the upper 40% of the front panel. (Brochures that end up inside brochure display cases can be “cut off” from the mid-point downward when inserted into display cases not made of clear plexi-glass.)
If you are an EAP provider, consider producing a separate brochure that lists the eligible companies on the back panel with a message on the front panel to attract the reader to look closer at the brochure to see if they are eligible for the services the EAP offers. If your EAP is associated with a large employer in town, put these EAP brochures in the waiting rooms of local urgent care centers and doctors offices. They’ll be happy to allow you to do so.
Next, consider distributing your EAP brochures in the lobbies of community agencies around town that provide health, mental health, and other wellness services (like recreation centers.) Unlike other product vendors, EAPs serve a special purpose and it will be a rare agency or doctors’ office that will refuse to display your brochures.
Carefully consider the content of the message in these types of brochures. They should not be the same as the brochures you distribute at training and orientations. Instead, they should be written to attract family members, with appropriate images. These family members may never step inside your company, but you can attract them as clients. The message should invite them to call the EAP to consult on personal problems, or seek additional support for the health or personal problems that brought them to the agency where they found your brochure.
With some thought, it is not difficult to think of a generic message that could apply to most settings where your brochures might end up. For example, in a family practice medical office or other general health care setting, your message might encourage the reader to call the EAP to inquire about services that include family counseling, home health care referrals, elder care assistance, help for a teenager, and similar adjunctive assistance.
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