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© Business & Legal Reports, Inc What You Need to Know EAP services How an EAP operates Your role in the process How to identify employees with problems How to counsel employees effectively How to make EAP referrals and follow up
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© Business & Legal Reports, Inc. 0706
Session ObjectivesYou will be able to:•Recognize the purpose, function, and
benefits of an EAP•Understand how you can contribute to
the success of the EAP•Identify employees with problems•Counsel and refer employees to the EAP
as appropriate
© Business & Legal Reports, Inc. 0706
What You Need to Know•EAP services•How an EAP operates•Your role in the process•How to identify employees with problems•How to counsel employees effectively•How to make EAP referrals and follow up
© Business & Legal Reports, Inc. 0706
What Is an EAP?•Investment in people•Employer-sponsored program•Employee benefit
© Business & Legal Reports, Inc. 0706
What Is the Purpose of an EAP?•Problem identification•Needs assessment•Referral services•Follow-up services•Education
© Business & Legal Reports, Inc. 0706
Why Do We Have an EAP?•Maintain productivity•Improve employee
performance•Reduce turnover•Promote wellness
© Business & Legal Reports, Inc. 0706
Why Do We Have an EAP? (cont.)
•Help employees regain control over their lives
•Improve morale•Lower health insurance
costs•Save your valuable
time
© Business & Legal Reports, Inc. 0706
What Services Are Offered?Help for:•Alcohol and drug abuse•Child/spouse abuse•Stress, anxiety, and
depression•Financial problems•Legal problems
© Business & Legal Reports, Inc. 0706
What Services Are Offered? (cont.)
Help for:•Bereavement and loss•Balancing work and
family•Compulsive gambling•Wellness•Parenting
© Business & Legal Reports, Inc. 0706
What Services Are Offered? (cont.)
Help for:•Conflict resolution•Child- and eldercare
issues•Marital problems
and divorce•Adjustment to changes
in the workplace•Career planning
© Business & Legal Reports, Inc. 0706
How Does an EAP Operate?•Self-referral•Mandated
supervisor referral•Voluntary
supervisor referral•Confidentiality
© Business & Legal Reports, Inc. 0706
What Is Your Role In the EAP?•Identify employees
with problems•Document performance
problems
© Business & Legal Reports, Inc. 0706
What Is Your Role In the EAP? (cont.)
•Conduct counseling interviews
•Refer employees who need additional help to the EAP
© Business & Legal Reports, Inc. 0706
About the EAP•Do you understand the
purpose, function, and benefits of the EAP?
•Do you understand the services provided and your role in the counseling and referral process?
© Business & Legal Reports, Inc. 0706
How to Identify Employees With Problems: Behaviors•Poor or erratic
performance•Loss of productivity•Excessive
absenteeism•Excessive tardiness•Moodiness, anger,
apathy, or withdrawal
© Business & Legal Reports, Inc. 0706
How to Identify Employees With Problems: Behaviors (cont.)
•Talk of suicide, revenge, violence•Abrupt changes in appearance or behavior•Increase in conflicts with co-workers•Frequent accidents
© Business & Legal Reports, Inc. 0706
How to Identify Employees With Problems: Systems•Performance
appraisals•Absence reports•Accident reports•Discipline reports
© Business & Legal Reports, Inc. 0706
Dealing with Troubled Employees•Realize that counseling takes time and
sincere interest in helping employees•Understand that corrective counseling is a
special type of interaction•Review records and think about your
approach•Assure privacy and build trust
© Business & Legal Reports, Inc. 0706
Dealing with Troubled Employees (cont.)
•Ensure confidentiality•Know your limits•Recognize that
counseling could raise legal issues
© Business & Legal Reports, Inc. 0706
Elements of an Effective Counseling Interview•Ensure privacy and allow adequate time•Specify the purpose of the meeting•Be firm and factual•Keep out of the employee’s personal life•Be prepared for an emotional reaction•Listen
© Business & Legal Reports, Inc. 0706
Elements of an Effective Counseling Interview (cont.)
•Clarify the problem•Identify the next step•Make your expectations clear•Explain the consequences of uncorrected
behavior or unimproved performance•End the session with something positive
© Business & Legal Reports, Inc. 0706
EAP Referrals•Become involved early•Try to promote
voluntary interest in the EAP
•But don’t hesitate to make an involuntary referral, if necessary
•Stress the confidentiality of the program
© Business & Legal Reports, Inc. 0706
Follow-up•Arrange for a follow-up meeting•Make sure the employee stays with the
program•Encourage dropouts to return to the EAP•Follow-up on job-related issues
© Business & Legal Reports, Inc. 0706
EAPs and Discipline•Remember the
purpose of discipline•Remain objective•Integrate the EAP
into progressive discipline
•Give the employee the benefit of the doubt
© Business & Legal Reports, Inc. 0706
Counseling and ReferralsDo you understand:How to identify employee problems that
might require professional intervention?How to deal with troubled employees?About the elements of effective counseling
interviews?About EAP referrals, follow-up, and
integrating the EAP into the disciplinary process?
© Business & Legal Reports, Inc. 0706
Key Points to Remember•Employees’ personal problems often affect
their work•We need to intervene and help workers with
problems get back on track•Our EAP is designed to provide that help•You play a key role in identifying problems,
counseling workers, and referring them to the EAP for assistance when necessary