UniPsych Supervisory Orientation

EAP and Work-Life Services Guidebook

© 2008 UniPsych

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Thank you for attending the EAP Supervisory Orientation. The Supervisory Orientation EAP Guidebook is designed to accompany the EAP Supervisory Orientation. This program will provide an overview of the Employee Assistance Program (EAP) and review the resources the EAP has available to supervisors in identifying, documenting and addressing work performance issues. This guidebook has been designed to be reproduced to meet the needs of your staff. Enclosed, please find:

• EAP Benefit Overview • EAP Management Consultation Overview • On-site EAP Interventions • Identifying and Documenting Work Performance Problems • Referral Process Flowcharts • Personal Inventory for Supervisors • Conducting a Work Performance Interview • Tips for Confronting an Employee • Examples of Work Performance Meeting Responses • Examples of Do’s and Don’ts for Work Performance Meetings • Online Library

Please remember to contact your EAP 24/7 for confidential, professional assistance

with counseling or consultation needs as well as questions at:

1.800.272.3626

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What is an EAP?

UniPsych provides assistance to balance your professional and personal life. • A personal and confidential counseling service for employee and their dependents/spouse • Support to balance personal and professional issues • Confidential short-term counseling at NO cost • ClientConnect referral to professional counselors • Resource information as well as online resources • Legal and financial telephonic counseling

UniPsych Benefits Summary

Employee Assistance Program (EAP)

Covered services must be pre-authorized by UniPsych.

EAP is for short-term counseling. However, if the member receives a mental health diagnosis and is on the health plan, the member will be referred to the Mental Health and Substance Abuse benefit and will be subject to a co-pay.

• Up to six [6] face-to-face visits per year for employee and eligible family members to an approved EAP provider

• No cost to employee

• Must be pre-authorized by UniPsych

• Providers paid at in-network rates

• Member may be responsible for additional charges

Services Out-of-Network Benefits In-Network Benefits

Mental Health/Substance Abuse Program

Covered services must be pre-authorized by UniPsych.

All medically or clinically necessary Mental Health and Substance Abuse services and conditions shall be covered for the period of evaluation, initial acute (short term) stabilization, case management and referral.

*Benefit maximums and fee schedules are coordinated between In-Network and Out-of-Network usage. In some cases, Out-of-Network mental health professionals and/or facilities may balance-bill additional charges.

Outpatient Services*

• Up to 60 visits per contract year

• $10 copayment per office visit

Inpatient Services*

• Up to 31 days per contract year

• $200 copayment per admission

Outpatient Services*

• Up to 60 visits per contract year

• Paid at 80% of network fee schedule

• Member may be responsible for additional charges

Inpatient Services*

• Up to 31 days per contract year

• $200 copayment per admission

• Emergency coverage only

—Continued on back—

Please refer to Exclusions and Limitations for coverage specifications.

FOR PRE-AUTHORIZATION, CALL: 800.272.3626

BENEFITS DESCRIPTION Employee Assistance Program (EAP): provides a variety of short-term counseling and informational services; available for problems not normally covered under the mental health provisions in your Group Health Plan, such as stress, weight loss, family problems, etc. It can also be used for information and referral if you need help determining how to tackle a personal or workplace problem. A supervisor may also refer an employee to the EAP if it appears personal issues are interfering with work performance. Mental Health and Substance Abuse Program: these benefits shall be considered covered services when provided by a participating provider and/or pre-authorized by UniPsych. 1) Inpatient hospital treatment includes covered services provided in a psychiatric facility, a psychiatric unit of a general hospital or a community-based

crisis stabilization unit licensed by the State. Inpatient hospital care for mental disorders must be ordered in the treatment plan by the treating health care provider and is available only when less restrictive services are determined to be ineffective or inappropriate and inpatient treatment is designed to facilitate early return to a less restrictive alternate form of care.

2) Outpatient treatment includes screening, assessment, crisis management services, medication management, psychotherapy, counseling and collateral therapy, partial hospitalization and intensive outpatient programs. Services must be ordered in the treatment plan by the treating health care provider to avoid the need for or as an alternative to treatment in inpatient settings or to facilitate earlier return to the community of individuals receiving inpatient care; to restore the functioning of individuals with mental disorders; or assist individuals to develop skills and access the supports needed to achieve their maximum level of functioning within the community. These categories include a wide range of treatment services provided in the covered person's own community including: a) Diagnosis, Evaluation and Assessment: both to determine eligibility and to develop a plan of treatment. b) Crisis Management Services: which are a range of services to support and stabilize a person who is undergoing a crisis because of mental illness. c) Medication Management: consisting of brief visits to a psychiatrist for prescribing, dispensing and monitoring psychotropic medication and assisting

members in managing their symptoms. d) Psychotherapy: counseling sessions on an individual, family or group basis, provided in an office, clinic or other community location. e) Partial Hospitalization: an intensive program provided in a structured setting for part of a day but not overnight. The program can include individual,

group and family therapy, medication, expressive and activity therapies, case management, skill development and psycho-educational services. f) Intensive Outpatient Program: provides a range of services after school, evenings and weekends in a variety of settings, including mental health centers, hospitals

or free standing substance abuse programs. Benefits are managed to ensure that each patient receives the most appropriate, customized care. This may include coverage for different modalities in the spectrum of care.

3) Acute Substance Abuse Services: a) Inpatient hospital services are covered in an acute care general hospital detoxification unit, substance abuse facility or acute inpatient detoxification

program licensed by the state. Detoxification that requires management on a medical unit is not a covered benefit under the program. b) Outpatient treatment includes evaluation, acute initial stabilization, case management and referral. Outpatient services may be provided across a wide

spectrum of different levels of care such as partial hospitalization, intensive outpatient programs, aftercare groups and outpatient individual psychotherapy.

c) Outpatient treatment includes diagnosis, evaluation and assessment, individual and group counseling and ambulatory detoxification.

Please Note: Residential services are an exclusion of your benefit and do not fall under Acute Substance Abuse Services. The care provider must recommend treatment, working within the scope of his/her license. The various inpatient and intensive outpatient treatment modalities are available to facilitate an earlier return to the community, to restore functioning of individuals with addiction to substances and to assist individuals in developing skills and accessing the supports needed to achieve their maximum level of functioning.

Brevard County Government and Schools

EXCLUSIONS OR LIMITATIONS All medically or clinically necessary Mental Health and Substance Abuse services and conditions shall be covered only for the period of evaluation, initial acute (short term) stabilization, case management and referral. The following specific conditions or treatments are excluded, or limited, and may require coordination of benefits: 1. Treatments rendered or conditions covered under the auspices or funding of any governmental program. 2. Post-acute care for a formal psychiatric disability which is covered under another Medical Disability benefit. 3. Maintenance, custodial, assisted living, residential or institutional care. 4. A neurological condition or treatment or a permanent organic brain syndrome. 5. Relationship, family, marriage, or divorce counseling when such services extend beyond the period necessary for crisis intervention and short-term

evaluation. 6. Psychiatric or psychological examinations, testing or treatments for any of the following:

a. Pre- and post-operative procedures and evaluations. b. Services sought for the purposes of obtaining or maintaining employment or insurance coverage. c. Services sought in connection with, or in regard to, Judicial or Administrative proceeding. d. Services sought pursuant to a Court Order or as a condition of parole or probation. e. Treatment of a sex offender.

7. Sex therapy will only be covered when it is an adjunct to therapy for other mental health conditions, for which benefits are afforded under the Group Health Plan.

8. Inpatient services for detoxification more than two times in any one calendar year for the removal of toxic substances from the system. 9. Educational, vocational or telephone counseling, testing or materials, remedial education, learning disabilities, speech therapy, behavioral training,

hearing therapy. 10. Attention Deficit Hyperactivity Disorder and therapy when services are provided by a non-psychiatric physician or non-mental health provider. 11. Diet counseling, weight control therapy or nutritional counseling. Treatment for smoking cessation. 12. Psychotherapy or other mental health intervention for pain or other medical conditions.

ELIGIBILITY An Eligible Employee or Dependent is any person who has been authorized by your employer to receive services and whose authorization to receive services has been communicated to UniPsych by your employer in the manner required in the Agreement between UniPsych and your employer.

MIXED SERVICES Eligible Employees or Dependents requiring both medical and mental health treatment are advised that UniPsych is responsible for only those services and supplies associated with the treatment of Mental and Substance Abuse conditions that are rendered by licensed mental health or substance abuse provider. UniPsych shall not be responsible for the cost of any medical or surgical services that are provided concurrently or in conjunction with the treatment of mental or substance abuse conditions pursuant to our Agreement with your employer, whether or not UniPsych makes referrals or recommendations for such medical or surgical services. These include but are not limited to all services and supplies relating to neurological conditions and all ancillary services and supplies relating to medical conditions. All determinations as to whether services rendered are primarily for mental or substance abuse conditions or, in the alternative, for medical conditions, shall be determined as outlined in the Master Agreement provided to your Human Resource Department. For medical coverage information, please contact the Group Health Plan Administrator at the phone number on your Group Health Plan ID card.

EMERGENCY ROOM If Eligible Employees or Dependents are referred or self-refer to an Emergency Room, the cost of the emergency room evaluation shall not be the responsibility of UniPsych. If a psychiatric consultation is requested, UniPsych shall pay for the cost of the psychiatric assessment and/or treatment. UniPsych shall not be responsible for the cost of ambulance transfers. For emergency room coverage information, contact the Group Health Plan administrator at the phone number on your Group Health Plan ID card.

GRIEVANCE PROCEDURE UniPsych defines a complaint as “any expression of dissatisfaction, either written or verbal.”UniPsych has standard policies and procedures for tracking and resolving employee and provider inquiries, including both oral and written complaints and appeals. An employee or employee advocate [guardian/parent of a child or incompetent adult, or an agency that has legal custody of an individual] may make a complaint. UniPsych provides assistance for the complainant with special needs in understanding the complaint process and subsequent appeals process as needed. Upon receiving a complaint or grievance, the staff member who receives the complaint initiates the investigation/resolution process by documenting essential information pertaining to the complaint in UniPsych’s case management module. Whenever possible, the complaint is resolved through research, investigation, and resolution at the time of initial contact with the complainant. Such complaints may be construed as misunderstandings or a problem of misinformation that is resolved promptly by clearing up the misunderstanding or supplying the appropriate information to the satisfaction of the employee. These complaints are tracked through the system. The complainant is advised of the resolution decision and the right and process to appeal if the complainant disagrees with the resolution decision. When the decision for resolution cannot be made at the time of the initial call, or the complaint is not related to a misunderstanding, the complainant is informed of the complaint management process. The oral complaint is documented in the system and forwarded to the appropriate staff member for follow-up. The staff member investigating the complaint will thoroughly research all issues involved in the complaint. The staff member may need to request additional information or documentation, as appropriate, from individuals alleged in the complaint and will do so within five business days from the date of receipt of the complaint. The staff member investigating the complaint determines the resolution of the complaint, when applicable, and in discussion with the Regional Executive Director. If required or requested by the complainant, UniPsych can send a Complaint Resolution letter. The UniPsych Complaint Resolution Letter includes specific language to support the resolution decision.

Website: www.unipsych.com Brevard County BOCC Access Code: BREVARDCTY Brevard County Schools Access Code: BREVARDSCH

UniPsych Benefits Summary—cont’d

For more information, call: 800.272.3626 Brevard County Government and Schools

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Who are Management Consultants and How are They Contacted? Management Consultants are designated EAP counselors specially trained to assist supervisors and managers to deal with issues such as Critical Incidents; coaching; informal, formal, and mandatory referrals; fitness for duty; threat of violence; and SAP/DOT cases.

Your employer has a designated EAP Management Consultant who is available by phone to support you in addressing workplace issues. Your Management Consultant provides feedback on all of the issues listed as well as on other sensitive issues and can offer communication skills for management concerns such as low morale, poor job performance, lateness, and absenteeism.

There is no limit to the number of times you may contact your Management Consultant. When you need to consult your EAP about an employee problem, call your EAP toll-free number, 1.800.272.3626, and ask to be connected with your employer’s Management Consultant.

Information on Employee Referrals Your EAP Management Consultant is available to provide guidance on recommending or referring an employee to the EAP. When poor job performance persists because of a mental health or substance abuse issue, you may want to informally refer an employee to EAP for help. In more severe situations, or when the employee’s position is safety sensitive, your Management Consultant can assist you in the process of formal or mandatory referrals. Because of the sensitive nature of employee referrals, these cases are handled in coordination with your employer’s internal company policies and procedures.

If you call with an employee concern, you will be transferred to your designated, specially trained Management Consultant. Your Management Consultant will then gather the necessary information, including information on the primary problem, any related performance issues and corporate concerns, and any available history. Your Management Consultant will then evaluate the situation with you and will suggest an intervention process based on the referral type.

On site Interventions Your Management Consultant is available to arrange services at the work site in response to traumatic events or workplace accidents, such as fire, injury, violence, or workforce reduction. These services are frequently referred to as Critical Incident Stress Debriefings or CISDs. All Critical Incident calls are handled by your Management Consultant, according to your employer’s policies and procedures. Your Management Consultant can provide advice on how to respond to employees’ concerns and/or a recommendation for a worksite intervention with a professional counselor.

Traumatic events can stir strong emotions and reactions that may make it difficult for employees to focus on work tasks. These reactions are common and natural. The goal of the on site intervention is to promptly address those emotions and ensure a healthy return to daily operations. A CISD is a group process with a formal script using a specialized facilitator that provides intervention, stabilization, and counseling services following a traumatic workplace event. CISDs last approximately two hours and should occur within one to three days after an event involving the threat of, or actual, physical harm. Other types of on site interventions will be customized to meet the needs of the workplace.

Management Consultation

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Immediately following the Critical Incident call, your Management Consultant will place calls to qualified CISD providers. Once a CISD provider is located and availability is confirmed, the Management Consultant will call you and give you the information. All of this will be completed within two hours of the initial call.

In addition, the Management Consultant will offer further suggestions on handling the Critical Incident and will provide relevant information to distribute to those employees affected by the incident. To follow-up, your Management Consultant will send satisfaction surveys to you, the provider, and the attendees. The Management Consultant will also follow up with you and the provider to determine if additional on site sessions are needed.

Wellness Seminars UniPsych offers Wellness Seminars on a variety of behavioral health related topics. Most seminars are one-hour in length and are presented by professionals with experience in the related topic. EAP has over 40 standard Wellness Seminars from which to choose, including, but not limited to, the following popular topics: • Alcohol and Drug Awareness • Assertive Communication • Balancing Home and Work • Building Strong Families • Communication Skills • Conflict Resolution • Healthy Relationships • Managing Change Personally and Professionally • Managing Parent/Child Transitions • Stress Management Additionally, UniPsych can design seminars to meet the particular needs of your organization, based on consultation meetings between your company’s implementation staff and your EAP Account Manager. If you have an interest in any of these topics, or have suggested topics for new Wellness Seminars, please contact your Human Resources department.

Management Consultation—cont’d

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The following process can assist you in the decision making procedure of referring an employee to your EAP :

1. Observe: The first step is to observe and document an employee’s performance problems. Assess the situation and the resources available. Resources include EAP and your company’s procedures regarding disciplinary processes.

2. Document: Ongoing documentation is imperative to identifying patterns or work performance problems. Use documentation as a tool to help you present the performance decline to the employee. Continuing with the process, consult with the appropriate company HR personnel as well as with your EAP Management Consultant for guidance on documentation and suggestions on how to approach an employee who may be exhibiting poor performance.

3. Inform Employee: When employees are confronted about declines in their performance and/or reasonable suspicion of being under the influence of a substance, they may react strongly with anger, excuses, innocence or even tears. Although challenging for supervisors, these performance problems often become worse rather than better if they are not addressed.

4. Refer Employee to EAP:

In following with your organization’s policies and procedures, you may find that it is appropriate to refer your employee to the Employee Assistance Program. EAP Management Consultants are available to provide guidance on intervening with and referring an employee to the EAP. The different levels of Supervisor Referral will be discussed.

5. Monitor & Follow Up: The EAP plays a significant role in monitoring an employee’s compliance with EAP recommendations. With adherence to the strictest confidentiality standards of State and Federal law, the EAP is available to provide follow up with the referring supervisor when the employee has given his/her written consent for the EAP to do so.

5 Steps of Employee Intervention

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Identifying Performance Problems

Unacceptable job-related behaviors impact work performance. Single incidents may not be significant, but the presence of several incidents or an increasing pattern of problematic behaviors may indicate a problem that requires assistance. Remember, you should not attempt to diagnose or counsel problems, but instead observe specific and measurable job-related behaviors. Documentation is necessary as you observe unacceptable job-related behaviors. EAP is available to assist supervisors who are concerned about troubled employees. Your organization is concerned with work performance and the health and welfare of its employees. When personal problems affect performance and threaten an employee’s well-being, it’s important to take every possible step to resolve the situation. The success in helping these workers may very well hinge on supervisory cooperation and involvement. The following material is designed to provide a clear and practical understanding of the role you, as a supervisor, have in using and accessing EAP for employees under your supervision. You are the person who needs to address situations such as absenteeism, errors, and declining job performance. The supervisor, second to the employee, has the most to gain from early identification and prompt referral to the appropriate resources before disciplinary action may be necessary. However, you may ultimately need to recommend disciplinary action to a once high-functioning employee whose problems have severely affected his or her work performance. It is vital that every supervisor understands that referrals to EAP will be treated as assistance in resolving personal issues. Early identification and intervention are in the best interests of the organization, supervisor, and employee. Participation in the EAP program in no way absolves an employee from improving his or her performance. Employees are expected to comply with company policies and procedures related to improving performance to a consistently acceptable level and maintaining appropriate behavior. The following list contains examples of job related behaviors that may reflect a work performance issue that requires attention. Place a check next to the behaviors that you have witnessed in your experience as a supervisor. This exercise will help to you identify performance issues that may be exhibited as the result of personal and professional issues an employee is experiencing.

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Identifying Performance Problems—Lists

Absenteeism from Work

____ Multiple instances of unauthorized absences

____ Excessive sick days

____ Habitual Monday and/or Friday absences ____ Repeated absences, particularly if they follow a

pattern

____ Excessive tardiness, especially on Mondays ____ Frequent use of unscheduled vacation days to

cover absences

____ Early departure from work ____ Peculiar and increasingly improbable excuses

for absences

____ High-absenteeism rate On-The-Job Absenteeism ____ Frequently away from work location for no

reason ____ Habitual tardiness in returning from breaks and

lunch

____ Repeated trips to water fountain or restroom

____ Early departure from work

____ Regularly wanders around the worksite

High Accident Rate

____ Accidents on the job ____ Accidents off the job that affect work

performance (i.e., absenteeism) ____ Accidents on the job due to carelessness or

lack of concentration

____ “Peculiar” accidents on or off the job

Poor Job Performance

____ Misses deadlines

____ Makes inappropriate decisions

____ Displays poor quality of product or work ____ Makes mistakes due to inattention or bad

judgment ____ Uses improbable excuses for poor job

performance

____ Wastes materials ____ Alternates between periods of high and low

productivity ____ Shows difficulty in recalling instructions, details,

deadlines, etc.

____ Shows difficulty in recalling own mistakes ____ Displays increased difficulty in handling complex

assignments

____ Takes longer than necessary to complete jobs ____ Displays diminished morning and/or afternoon

productivity

____ Dwells on past performance and

accomplishments Poor Interpersonal Relationships on the Job

____ Overreacts to real or imagined criticism

____ Displays wide mood swings

____ Unable to work effectively with co-workers

____ Exhibits unrealistic resentments ____ Becomes increasingly argumentative with co-

workers and supervisors

____ Talks excessively with co-workers

____ Appears to be withdrawn and avoids others

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Personal Inventory for Supervisors

Many supervisors may fail to address performance problems when they occur. Review this list and mark an “X” to indicate which of these actions you may have taken in response to an employee’s performance problem.

___ I did nothing, I ignored the behavior and let the situation slide.

___ I attempted to counsel him/her and became personally involved.

___ I covered up for him/her - did their work or reassigned it.

___ I scolded him/her.

___ I moved him/her to a less demanding job.

___ I cut off communications and generally ignored him/her.

___ I complained to others (my boss, colleague, secretary, spouse) regarding this person. ____ I thought about him/her during off hours.

___ I threatened him/her with termination.

___ I persuaded him/her to retire.

___ I contacted EAP for consultation.

___ I contacted internal resources and/or my direct supervisor.

___ I privately discussed the situation with the employee.

___ I documented the inappropriate job-related behavior I observed.

___ I suggested to the employee that he/she contact EAP.

___ I did the following: __________________________________________________________

________________________________________________________________________

________________________________________________________________________

* The information included in this training will provide you with the tools to better address employee performance problems.

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Supervisory Documentation

Ongoing documentation is imperative to identifying patterns of poor work performance. It also may help to reveal instances of the underlying problems leading to inappropriate job-related behaviors. Documentation is an important tool in helping you to present the facts and convey the reality of the circumstances to the employee

Reasons for Documentation 1. Employees with personal/medical problems manifest declining attitudes and job performance.

2. Developing patterns are often apparent long before medical symptoms occur.

3. Documentation provides an excellent opportunity for early identification of employees with performance problems.

4. Supervisors have a useful tool that promotes objective thinking about the situation.

5. Written evidence is a supervisor’s backup and maintains focus during work performance interviews.

6. Documentation provides visual awareness of the intensity, longevity, and reoccurrence of an existing problem.

How to Document Poor Work Performance and Attendance Incidents 1. Rule out job-retraining issues and environmental issues that may be preventing appropriate

performance.

2. Concisely note incidents of poor performance as they occur. List date, time, and behaviors.

3. Be objective; record behaviors, not subjective impressions and hearsay.

4. Include acceptable as well as unacceptable performance statements.

5. Document performance issues that occur within the context of worksite only.

6. All information is confidential, and should be discussed only with the employee and official company representatives.

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Conducting a Work Performance Interview

When the documentation indicates a clear problem exists, it’s time to confront the employee and conduct a work performance interview. Confronting an employee whose performance has changed is never easy. It is even more difficult when previous efforts to address the situation have been ineffective, tensions have increased, and communication has become strained or almost non-existent. The key to conducting a constructive work performance interview lies in being prepared. Remember, your UniPsych EAP Management Consultant is available for unlimited consultation regarding situations such as this. It’s important to get in touch with your own feelings toward the employee and the problem, and accept those feelings as normal responses to a stressful situation. Also, accept your own apprehensions or concerns about the interview, and realize that the task with which you are faced is not easy or pleasant. Next, assess the situation from the employee’s point of view. Anticipate how the person is likely to respond to what you have to say and plan accordingly. Consider that he/she may become defensive. Do recognize that the employee may react with extreme anxiety and hostility when his/her ability is questioned and job security is on the line. (Reactions can include elaborate excuses, lies, attempts to play you against someone else, or to put you on the spot.) Assessing the employee’s point of view right after you have discussed a performance problem can be helpful. Be aware of the arguments that the employee may use in an attempt to cause you to waver. This will prepare you to correctly respond. To conclude the work performance interview, obtain a verbal agreement from the employee that he/she, 1. understands what the performance problem is and its extent

2. knows what he/she needs to do to correct the performance

3. understands the time frame in which to correct the performance

4. understands the consequences for failure to correct the performance

5. has expressed any questions or comments

6. if applicable, he/she understands the available services provided by EAP

7. if indicated, contract with the employee regarding follow-up actions

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Tips for Confronting an Employee

• Make sure the meeting is completely private and there is sufficient time without interruptions. • Base discussion on job performance and employee’s failure to meet standards. • Discuss written documentation of the declining job performance so that you can “let the record speak

for itself”. • Give the employee a chance to tell his/her story but not to use you as a counselor. • Be honest and specific. Speak with authority. • Make sure the employee understands all duties and expectations. • Be fair and consistent. Don’t tolerate more from one employee than you would from another. • Don’t make value judgments. • Don’t attempt to diagnose. • Don’t accept excuses for repeated failure to perform at expected levels. • Be ready to cope with the employee’s resistance, defensiveness, and even hostility. • If the employee says he/she is sick or makes other health-related excuses, refer them for medical

services. • Stay focused and hold to your position regarding the issues of declining performance. • Establish a plan for improvement with an agreed upon follow-up meeting. • Explain that help for personal problems is available through the EAP program—emphasizing that it is

voluntary and confidential. • Consult with internal resources and EAP for guidance, if necessary.

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Sample Work Performance Meeting Responses

Reaction/Defense Employee’s Comment Supervisor/Management Response

Excuses & Sympathy Employee will have a good reason for everything that happens. “You’d have the same problems I do, if you had a spouse like mine.”

“You may have problems at home, and I sympathize. But I am concerned about your performance here at work. And my records indicate you are not doing a satisfactory job.”

Apologies and Promises “I’m really sorry. You know that! I’ll never do it again.”

“I appreciate your apology. But what you did was serious.”

Switching “I know that, but look what a good job I did on the last project.”

“You have done well on past projects. But I want good work on all jobs, and lately your jobs have had many problems. Look at the record.”

Anger “I can’t believe it!! One mistake, and the roof falls in after 15 years of killing myself for this place.”

“Getting angry won’t help. I am concerned about your performance and I am not talking about a single mistake. Let’s look at the record.”

Helplessness & Tears “I don’t know what to do! I’ll never get out of this mess.”

“I understand you are upset. I want to help, which is why I set up this meeting. You have been a valuable member of our department.”

Deflecting “But everyone else does that.” “I’m talking with you now about your work performance. Let’s review this list of problems again.”

Self-pity “I knew this would happen. I’ve never been able to do anything right.”

“ I wouldn’t be taking this time to talk with you if I didn’t have faith in you, so let’s move on to discuss what can be done. You know EAP would be an excellent resource.”

Innocence “It’s not my fault, you let me down. I don’t get any help around here.”

“It isn’t a matter of fault. I depend on you to provide the excellent work you have done in the past. Let‘s talk about your specific performance issues.”

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DO:

DO’s & DON’Ts for Work Performance Meetings

• Prepare what you are going to say ahead of time. Have a plan and stick to it. Say what you have to say directly and clearly.

• Find a place to meet that is private. What is said in the meeting must be kept confidential.

• Focus on job performance and conduct (not on suspected alcohol or other drug abuse, mental illness or any other potential reason for performance problems).

• Present written documentation of the job performance and/or conduct problems (late reports, absences, lower productivity, accidents, trouble with coworkers).

• Treat all employees the same. Don’t let age, seniority, friendship or sympathy affect your evaluation or allow you to make exceptions for some employees and not others.

• Try to diagnose the cause of the employee’s job performance or conduct problem.

• Be distracted by tears, anger or other outbursts. Stay focused on job performance and conduct.

• Moralize or judge the employee.

• Cover up for the employee or accept repeated unlikely excuses.

• Use a formal, yet considerate attitude. If the interview becomes too casual, it will lessen the impact of your message.

• State your expectations for improved performance and/or conduct and what will happen if the expectations are not met within specific period of time. Offer suggestions for improving performance and/or conduct.

• Offer available resources (EAP, etc.) to help employees get back on track if they say they are having personal problems.

• Arrange for a second meeting to evaluate progress or to discuss disciplinary actions, if necessary.

• Back down. Get a commitment for improved job performance and conduct.

• Threaten discipline unless you are willing and able to carry it out.

• Argue with an employee. If the employee becomes resistant, reschedule the meeting instead.

DON’T:

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Online Care Library

The UniPsych website includes information tools and resources to support family and care giving, health and wellness, emotional well-being and daily living issues on a variety of topics, including: • Parenting • Marriage and family issues • Alcohol and drug addiction • Aging parents and elder care • Legal and financial concerns • Stress management • Medical conditions • Mental health concerns It’s EASY to access these services:

1. Go to www.unipsych.com

2. Click on: LifeHub

3. Enter your USERNAME: BREVARDSCH 4. If you are a first time user, follow registration

steps for initial setup.

UniPsych We’re Listening.

24 hours a day, 7 days a week

1.800.272.3626 TTY number: 1-800-338-2039

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Please remember to contact your EAP 24/7 for confidential, professional assistance

with counseling or consultation needs as well as questions at:

1.800.272.3626

Contact Information