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If you have a specific problem, please contact us so we can work together on solving the situation. Call us at 315/470-7447 or 1-800-777-6110. Or send us an e-mail at HelpPeople@crouse.org.

A new Q&A section will be added each quarter. Please feel free to add them to your supervisor manual. If you do not have a manual, please call HelpPeople and we will send one to you.

Q.	Our EAP is strictly confidential and has an excellent reputation among the employees in our organization. What role do supervisors play with regard to confidentiality after making a referral?		A.	Supervisors must avoid sharing personal information that they obtain about employees in the course of employment with those who don't have a right to know it. Such information includes facts about an employee's personal, medical, or private life. It would also extend to an employee's use of the EAP after a supervisor's referral. It is not unusual for a supervisor to consult with the next-level supervisor or other managers about the performance of an employee and the decision to make an EAP referral. But once that referral is made, the supervisor should not disclose it to others who do not have a right to know. Confidentiality of EAPs is not only a matter of policy or law but also a matter of perception. Employees must feel that their privacy and confidentiality are protected. EAPs vigorously guard confidentiality, but everyone in the organization has a role to play in enhancing a fostering the right perception for the benefit of all.
Q.	My employee is sometimes "missing on the job." He is in the building but he can't be found. He usually produces some reason that is work related, but difficult to believe. Is this a sign of an alcoholic employee?		A.	For decades, supervisors have been told that employees who are "absent on the job" demonstrate a performance problem often associated with a troubled employee, especially an alcoholic. Presumably some alcoholic employees might hide on the job and drink or sleep off a hangover, but on-the-job absenteeism can be related to many other things. These include medical issues, family problems, distractions the employee finds more appealing than work, or simply an opportunity to sleep. Employees who disappear on the job usually weigh the risk of getting caught. Such behavior is made more likely by factors such as less supervision, a large work site or plant, or having a private vehicle to perform one's duties. When you discover an employee missing from the job site, ask the employee to account for his or her whereabouts. Put all comments in writing, regardless of whether disciplinary action is taken or not, warn the employee about the consequences of being absent on the job, and make referrals to the EAP
Q.	If I make a supervisor referral of my employee to the EAP, and the employee refuses, should I notify the EA professional?		A.	If you make a supervisor referral to the EAP, and the employee refuses the offer of help, notify the EAP. This can help your employee if he or she contacts the EAP at a later date because the EAP can conduct a more effective interview, knowing the nature of the performance problems experienced by the employee. The EAP can also give the employee an opportunity to sign a release so you can be notified of his or her participation. It is not unusual for an employee to visit the EAP as a "self-referral" days, weeks, or months after a supervisor referral was attempted. An EAP, knowing that the employee was originally a supervisor referral, may approach the employee interview differently to better understand the nature of workplace issues and personal problems. Whenever possible, consult with the EAP before making a supervisor referral, and let the EAP know if the employee refuses.
Q.	As a department manager, employees sometimes come to me in confidence with complaints about their coworkers or supervisors. I listen, but can I refer theses employees to the EAP?		A.	An EAP referral is appropriate depending on the circumstances, particularly if complaints center on stress or personality conflicts. This will also give you some relief since you may be unable to gauge the validity of some complaints. Troubled employees may turn to higher management if they are having performance problems with lower-level supervisors. In such instances, their goal is administrative intervention or simply to feel sheltered in the relationship with the immediate supervisor, knowing that they have a sympathetic ear at the top. Be sensitive to this possibility, because your role can undermine another supervisor's ability to manage a troubled employee who is hoping you will play a buffering role. Depending on the circumstances, you should offer impartial guidance while expecting employees to take responsibility for resolving their relationship problems, including making use of the EAP
Q.	I've referred three or four employees to the EAP in the last several years, but to my knowledge, only one ever made an appointment. Are you aware of any techniques likely to encourage an employee to make an appointment?		A.	Although there are many different styles of confronting employees and recommending use of the employee assistance program, some methods work better than others do. One technique that reportedly works very well is to reserve a prearranged appointment for your employee when you initially consult with the EAP about the pending referral. When you meet with your employee and conduct your corrective interview, offer the prearranged appointment to the employee if he or she is willing to visit the EAP. Do not, however, require or strong-arm your employee into accepting the appointment time. Accept your employee's desire to make his or her own appointment if the prearranged appointment is refused. Your offer of the prearranged appointment should only be a convenience to facilitate follow-through in visiting the EAP upon your recommendation. (The sooner the appointment follows your corrective interview, the better.) If you have made a prearranged appointment for the employee, you should cancel that and update the EAP with the situation.

These questions and answers are obtained from The Supervisor Source, a publication for general information purposes only that is not intended to be specific guidance for any particular supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your HelpPeople EAP counselor at 470-7447 or 1-800-777-6110.

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