C. Prepare

1. Document all absenteeism, poor job performance. etc. (specific criteria are necessary). Have this documentation in hand during your discussion with the employee.

2. Be aware of your own expectations. How much irresponsibility will you tolerate? What is acceptable or unacceptable to you?

3. Be consistent. Don't tolerate more with one employee than you would with another. 4. Don't be an "armchair diagnostician." Attempting to label the employee's personal

problem is not your responsibility. Your concern is only with correcting deficient performance.

5. Select a place and time for the discussion which affords privacy. No one enjoys criticism, however appropriate, but criticism in the presence of co-workers can cause more difficulties than it resolves.

GUIDELINE #2

Confront and Support the Employee-In this performance review, it is extremely important that the supervisor not make any attempt to diagnose the cause of the employee's job performance problem and that no attempt to counsel the employee on personal problems is made.

The Discussion

A. It is usually wise to preface your discussion of performance deficiencies by pointing out to the employee that the department recognizes his/her value (years with Wisconsin Electric Power Company, technical skills, past performance. previous level of competence and dependability, etc.).

B. Be firm and honest. Don't hedge. Using your documentation, tell the employee exactly what it is that dissatisfied you with his/her performance.

C. A good rule of thumb in a situation of this sort is to base your discussion on the employee's job performance rather than the person. Remember, your goal is to restore the employee as a productive member of your department.

D. Don't let the employee play you against higher management and/or the union. If the employee is represented by a union, the employee may reques, that a union representative be present at this meeting.

E. If the employee blames his/her poor performance on some off-the-job problem, avoid any personal involvement or discussion of this problem. Even if the employee appeals to you for advice, your only legitimate course of action is to refer him/her to the EAP Counselor. NOTE: The severity of the problem should always be taken into consideration. Personal concern should be shown in all cases.

GUIDELINE #3

Make the Referral-Refer the employee, either by suggestion or direction, as fits the situation. to the EAP Counselor. You may want to call the EAP Counselor prior to referring the employee. In your conversation with the EAP Counselor, you will want to explain the work performance situation. You will want to confirm a time at which the Counselor can see the employee. Keep a record of the appointment time yourself. Give the employee a written appointment slip, re-emphasizing the importance of keeping the appointment. If you have called the EAP Counselor prior to referring the employee, you will receive a call from the Counselor confirming as to whether or not the employee has kept the appointment. If a call about an employee should come in from the employee's family, the call should be referred directly to the EAP Counselor.

GUIDELINE #4

Follow Through-As a supervisor, your role remains the same after the employee enters the program. Remember that participation in the program by an employee who accepts a supervisory referral will be considered confidential (unless the employee chooses otherwise) and supervisors should not expect to receive feedback from the Program unless authorized by the employee. The best support you can provide is to stick to what you do best monitor job performance, document slippage, and confront the employee honestly. Give him/her credit for a job well done. Point out any errors or omissions.

The key here is consistency. The employee doesn't need or want any sympathy or special favors. He/she wants to be able to do a full day's work for a full day's pay and be recognized for it.

Be careful not to over-monitor the performance of an employee in the EAP. If you're watching him/her closer than others and are quicker to point out performance deficiencies, he/she is going to feel discriminated against, resentment may build, and progress in the program may actually be hampered.

Again, the simple rule of thumb is: be consistent! No special favors and no special surveillance.

If you run into problems or have any questions, call the EAP Counselor.

Employee Assistance Referral Guide for Supervisors

Introduction

As a supervisor, you are acutely aware that the efficient functioning of any organization is directly related to the individual performance of each and every member. When employee problems interfere with that performance, you, the supervisor, must consider two very important factors in order to select your course of action:

1) The welfare of the employee, and

2) The welfare of the organization.

Dealing with the troubled employee can be the most frustrating part of a supervisor's job. Current research has demonstrated that 50%-80% of employee problems are related to a combination of marital, emotional, financial and alcohol problems.

Psychiatrists and other physicians who have worked in business and industry report that about 80% of the emotional problems of employees will eventually affect their job in some way. Many take time off for legal, financial and marital concerns. When they are affected personally, then job impairment begins to take place.

Recognizing its commitment not only to "organizational efficiency" but also to the welfare of its employees, Central Maine Power Company has initiated the Employee Assistance Program.

It must be emphasized that this program is in no way to be interpreted as an invasion of privacy.

The information included in this manual is about doing your job as a supervisor and helping your employees at the same time. It's about giving support and maintaining confidentiality. It can be your solution to what used to be "unsolvable" problems.

The goal of the Employee Assistance Program is the recovery of valued employees. It is hoped that the program will be instrumental in changing traditional attitudes and behavior toward troubled employees and that as a corisequence he or she will be encouraged to seek help early enough to maintain his or her position as an employee.

Successful rehabilitation requires a high degree of employee motivation. It takes the efforts of all people within the company who are involved in employee motivation to obtain the fullest benefits possible.

It is this kind of cooperative action by all concerted that makes programs for employees successful. All must work with trust in this particular area. All segments within the company, as with society in general, will benefit when an individual is restored to normal functioning on or off the job. This manual is provided for your use. As a supervisor you can make the program work for you, if you follow its suggestions.

Role of the Supervisor

We know that the key person in an Employee Assistance Program is that person who is troubled enough either to seek help for himself or herself, or whose difficulties on the job require others to pressure them to seek help from the Employee Assistance Program. Sometimes it is a life or death proposition for the person with the problem.

The goal of an Employee Assistance Program is to restore valuable employees to full productivity. The program is designed to assist the employee with a developing pattern of deficient performance, motivate the individual to seek help, direct him or her toward the expert assistance available, and provide continuing support and guidance when requested.

Another important person in any Employee Assistance Program is, quite naturally, the immediate supervisor. Sometimes this relationship is as important to the employee as that of a spouse, child and/or parent. When the relationship between a supervisor and an employee

has existed over a period of years. friendships and deep feelings can be developed. These relationships have a tendency to som times cause ambivalence on the part of the supervisor when job action seems to be in order ir a problem situation. The role of the supervisor is to assist employees to their full potential as an individual and as a member of a work unit. It is the responsibility of company supervision to develop people and their abilities. Any problem which substantially interferes with this process demands the direct and active concern of the supervisor. The supervisor is usually the first person to become aware of an employee's declining job performance. The supervisor is in a position to motivate the individual to seek appropriate help before the job performance has deteriorated to the point where it may be necessary to discharge the individual.

It is important that supervisors knw and effectively administer the progressive discipline procedures in the bargaining process, if they should become necessary. The Employee Assistance Program has no role in the discipline procedures; however, if as a result of discipline, it becomes evident that the "troubled person" has an individual personal problem which may be contributing to a poor work attitude or pe fomance, he or she should be made aware of the help that is available through the Empley Assistance Program. It should be explained that professional assistance may be necessary to help the individual resolve his or her difficulty. The Employee Assistance Program will fa if it is abused by a supervisor. It can be abused by trying to "dump" purely management problems. or using it as a "witch hunt" to retaliate or discriminate against certain employees. When there is legitimate information that discloses evidence of deteriorating job performance on the part of an individual, the prime objective of the supervisor is to precipitate a crisis. This crisis should be of sufficient intensity to motivate the individual to seek the help he or she needs. There is a human tendency to ignore our Sailings until there is a crisis-after which one must realistically face the problem or suffer unpleasant consequences.

Although recognizing problems is the responsibility of the supervisor it must be emphatically noted that he or she is not expected to play the role of a doctor. He or she can only legitimately point out deficiencies of job performance. The supervisor can suggest that they may be related to some kind of health problem if the evidence is available that indeed it is. It is then possible to suggest that the employee do something about the problem-perhaps place a call to the Employee Assistance Department.

It is the duty of the supervisor to be aware of growing job impairment and then to refer to those whose responsibility it is to deal with employee problems. The supervisor may wish to initiate discussing the problem with upper supervision or with the Employee Assistance Department. If referral is made to the Employee Assistance Department, it may be necessary to tie it into outside private agencies that can deal with the problem presented.

The Employee Assistance Program is directed toward the rehabilitation of employees and is not "pro-management" or "pro-labor". It is "pro-human" and must be presented as such to employees.

There are several facets to the area of poor job performance. Any of these conditions can exist, at times, without being a serious problem requiring referral for help. They may be passing situations easily correctable. However, when these situations continue to be repeated after correctable measures have been suggested, then a pattern develops. It is this pattern of poor job performance that denotes help is needed. Some of these areas that are most readily noted are as follows:

1. Actual physical problems restricting or preventing satisfactory job performance of required duties (intoxication, under influence of drugs or medication, etc.).

2. Absenteeism in all its forms.

a. Excessive sickness

b. Tardiness reporting to work or at luncheon time

c. Leaving work before quitting time

d. Pattern of Monday and Friday absences (also could be days after "payday")

3. Accident Prone Syndrome.

a. Accidents on and off the job frequent enough to affect reliability of presence on job

b. Accidents on the job causing injury to fellow workers

c. Near accidents on the job

d. Altercations with other employees

4. Deteriorating Personal Appearance.

5. A consistent pattern of increased or decreased levels of behavioral activity.

Our purpose here is not to "nit-pick"--but merely to formally focus on the more noticea ble and general deviations from acceptable job performance.

The Art of Confrontation

An important aspect of an Employee Assistance Program is the confrontation with the affected employee whose job performance is deficient.

It is important that the supervisor not make an attempt to diagnose the cause of an employee's personal problem which is having an adverse effect on his or her job performance and at no time should the supervisor try to counsel an employee in such matters. This is a job for the people trained to handle such cases.

The initial discussion with the employee will be based on objective performance data rather than vague references to the unsatisfactory job performance. Such a discussion can prove to be motivational for the employee. Dealing with performance problems is part of the supervisor's job. Remember that anyone can have an "off-day". It is the continuing deficient job performance which may indicate a problem and warrant constructive confrontation. Some helpful hints:

1. Realistic Preparation.

a. Select a place and time for the discussion which affords privacy. No one enjoys criticism, however appropriate, but criticism in the presence of others can cause more difficulties than it resolves.

b. All absenteeism, tardiness, and poor job performance must be documented. Have this documentation in hand during your discussion with the employee.

c. Be consistent. Do not be more tolerant with one employee than you would be with another.

d. Be aware of your own expectations. What is acceptable or unacceptable?

e. Attempting to label the employee's problem is not your responsibility. Your concern is with only correcting poor job performance.

2. Details of Discussion.

a. Try to prepare your discussion of performance deficiencies by pointing out the company recognizes his or her value, including years of service, past performance, technical skills, previous level of competence, and dependability.

b. Honesty and firmness are a must; don't hedge. Use your documentation outline and tell the employee exactly what it is about his or her performance that is unsatisfactory.

c. Remember your goal, to restore this person as a productive member of your department. Base your job performance discussion on just that.

d. The employee may sometimes try to play you against either upper management or other employees. Be aware of this possibility.