Frontline Supervisor
Fall 2008 | Frontline Archive
Q. There are a million resources online to help employees with everything from being assertive to managing stress to dealing with sleep problems and improving relationships. What benefit is the EAP if all it takes is Googling a topic to get help?
A. There are many helpful resources online, but unfortunately, it’s hard to know which ones to trust. Some of them could actually be harmful or hazardous. But even those that are well established and reputable have limitations and do not match the services and benefits of EAP assessment and referral. Helping employees entails understanding the nature of a personal problem, providing motivational counseling, and keeping the ball rolling with follow-up. Often, determining the nature of a problem is difficult, and the proper treatment may need to be thoroughly examined so there is a successful problem-solution match. Symptoms of a problem may be plain to see, and employees may argue strongly to treat them in a predetermined manner. This is not a combination that lends itself well to Googling a solution. It can be a sure path to failure in treating the true problem and in returning the employee to a level of satisfactory performance.
Q. Has the importance of maintaining high employee morale changed in the current business environment versus the past? And what are the implications regarding my role in keeping morale high?
A. High morale has always been important, but it’s “why” high morale is important that has changed. Understanding this change can help you keep morale high and ensure that you do not demotivate employees. Modern society has moved to an information and service economy. More than ever before, the assets of the majority of employers in this modern age are the ideas, innovation, creativity, experience, complex skills, and intelligence of workers. Decay of these assets from low morale will cause any modern organization to lose ground to the competition. In the past, when the economy was fueled by industry, production, and distribution systems, high morale helped retain hardworking employees, but there has been a shift in the profile of the typical worker. Rather than forcing established methods and production schedules on employees, employers now rely on their resourcefulness, creativity, and innovative thinking. Maintaining a well-nurtured workforce that sticks around, produces ideas, innovates, and grows its skills is vital to your economic survival, now more than ever.
Q. I have read about the value of soft skills. I agree that they are essential. But how do I discover employees who possess them? Some previous employers don’t give references, so you don’t know until it’s too late that a new hire can’t maintain effective relationships.
A. You’re right, it is difficult to see evidence of well-honed soft skills by looking at a résumé. Proficiency can be difficult to gauge because soft skills are dependent upon one’s attitude, self-image, and relationship skills. Comparing answers candidates give to open-ended questions in job interviews can help. A team of interviewers is the best choice to prepare and ask questions because of the subjective nature of the answers. Judging the “best” response can vary from one person to the next, and a discussion can build consensus. Remember to formulate questions to cause the person to “open up” and explain what he or she would do in response to a work situation. Start questions with how, what, and why. Remember to ask questions using scenarios that underscore important aspects of work and, just as important, your unique work culture. Talk to your HR experts to learn more.
Q. I have an employee who is a superstar performer, but acts like a bully toward a coworker. This coworker has not complained and does not appear upset by the behavior. They seem to get along quite well. Should I leave this situation alone and not be concerned? Can the EAP help?
A. Even though the bullying has not been reported, if you’ve observed it you should address it. Not all victims are reduced to visible anguish by bullies. Instead, they try to cope and suffer in silence. These employees can pay a big price in lost productivity and negative effects on their health. Ignoring your good judgment that a problem exists will jeopardize everyone concerned. Like sexual harassment, bullying is not always reported by victims despite their victimization, but if you know about it, you must address the problem immediately. Intervene and rely upon the reasonable standards of behavior and respect needed in the workplace as the basis for taking action. Act in accordance with your policies. Refer the bullying employee to the EAP. Afterward, talk with the victim about standards of conduct, and offer the EAP as a possible source of support.
Information contained in The Frontline Supervisor is for general information purposes only, and 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 Inova Employee Assistance at 800-346-0110.
DISCLAIMER: Information in Frontline Supervisor is provided with the understanding that Inova Employee Assistance is not engaged in rendering legal services. Inova Employee Assistance disclaims any liability, loss, or risk incurred as a consequence, directly or indirectly, of the use and application of any of the contents of this information. This information is not a substitute for the advice of a competent legal, EAP, or other professional person.
