Manage Employee Problems at Work (EAP)

03/06/07

If you want to get all the benefits a relationship with an EAP can bring, it’s important to spot the problems EAP counselors are equipped to handle.

Heed the Warning Signs
Sometimes people with personal problems will tell you outright. Or they’ll start to cry during an otherwise mundane conversation. Either is usually an invitation for you to inquire further, providing an opportunity to refer them to the EAP.

But sometimes you need to pay closer attention to a person’s mood or performance to identify personal problems that are cause for concern.

Poor performance is usually a good early indication of trouble. If someone is going through a really tough time, it’ll almost always show in their work. Other signs that may indicate a person needs help include:

Making excuses for poor work

Lying

Coming in late frequently

Avoiding others

Listlessness

Having little interest in life

Pessimism

Repeated absences

Lots of little accidents

Giddiness

Complaints about finances

Arguing

Weariness

Rudeness

Cutting corners

Lack of concentration

Missed deadlines

Your initial impulse may be to ignore the problem or wait until it goes away. Sometimes this works, but don’t let problems drag on more than a few weeks. Encourage the person to get in touch with the EAP.

On the other hand, don’t put up with poor performance or behavior just because you know someone has a problem. You have a right to expect adequate performance from all employees. Continue to coach, counsel, and discipline. Just be aware that an EAP may hold the key to resolving problems affecting work.

Don’t Diagnose
It is one thing to sense that an employee has a problem. It’s quite another to try to solve it. In a word, don’t. Stick to managing performance, and let EAP counselors handle personal problems.

If the employee is forthcoming about problems, listen to what he or she has to say. Frequently, unloading concerns on another person is therapeutic. But rather than give advice, steer the person toward the EAP. For example:

“It’s not my place to comment on your financial troubles, Jim. But the EAP has counselors who deal with that kind of thing all the time. Give them a call—it’s free and completely confidential.”
“I’m sorry to hear that you’re having such a hard time dealing with your mother’s death, Mary. The EAP helps people going through what you are. Why don’t you give them a call?”
“Your behavior at work has changed, Juan. I have no idea what’s going on in your life, if anything, but a call to the people at the EAP might be in order.”
Or, you can simply say: “Here’s a card with numbers for the company EAP. The call is free and confidential.”

Never Discuss Their Problems
Keep your employees’ personal problems secret. If you don’t, you’ll undermine the role an EAP could play in helping your organization succeed. If any employee thinks you’ll blab the problem to others, they won’t approach you—or use the EAP.

Besides, both the ADA and FMLA both insist upon privacy and confidentiality, and some personal problems may fall under either law.