The formal referral lacks specific behaviors or work problems – The observations and reasons for the disciplinary action and formal referral must be clearly written. When supervisors are not specific, the EAP counselor will be forced to rely upon the employee explaining to him/her why the supervisor made the referral. This is a recipe for disaster and the assessment is likely to go nowhere fast. Bullet A below is vague and void of meaningful information. Bullet B identifies very clearly the problem and the recommendation.
- “I’m concerned about your failing to turn in your sales reports on time and I’m recommending a formal referral to our EAP”
- I’m concerned about your failure to turn in daily sales reports on time 4 times in the last two weeks. These reports must be completed and turned in every day by 5:00pm. I’m concerned about you and your work performance and I am recommending a formal referral to our EAP to help you sort out whatever it is that is interfering with your work.”
Failure to notify the EAP prior to making a formal referral – It is in the best interest of the employer, the employee and the EAP to contact the EAP prior to administering a formal referral. The EAP will help to ensure you have all the necessary information available and can help guide you through the process where necessary.
Failure to collect the “Release of Information” – The EAP cannot share any information regarding the employees contact with the EAP unless the EAP has a signed release of information from the employee. Most often, this can be collected from the employee at the same time the disciplinary action and formal referral are being administered.
Failure to communicate – A failure of a manager/supervisor to communicate adequate information to both the employee involved (consistent written and verbal feedback) and to the EAP about the counter-productive behavior or performance problem can cause unnecessary confusion and potentially increase liability to the organization.
Managers passing judgement too quickly – A manager must put aside his/her own interests and/or preconceived notions about the likelihood of success when working with a struggling employee. Managers/Supervisors must consciously choose to put the success and interests of others ahead of their own to allow a person the greatest chance to succeed.