The line between EAP and staff is often very distinct, for reasons of confidentiality. This presentation provides options for staff, supervisors and management to greater strengthen EAP usage, while maintaining confidentiality.
2. Description
2
This webinar will examine how EAP services can help organizations to
enhance their performance management programs. The webinar will
provide practitioners with a greater understanding of effective
performance management and the common barriers that can affect a
wide variety of organizations. The webinar will pay special attention
to how EAP services can broaden their scope and value by helping
organizations to implement and sustain performance management
programs that work.
Learning objectives:
Understanding effective performance management and identifying
potential barriers.
Providing services designed specifically to help organizations
enhance their performance management programs.
Adding value to current EAP services through performance
management support.
3. Description ctd.
3
We all know that EAP services can provide tremendous value to the
overall wellness of an organization and its employees. Did you also
know that EAP practitioners can add significant value by supporting
organizations in maintaining effective performance management
programs? Some of the benefits of effective performance management
mirror the benefits EAP services aim to deliver: increased
productivity and motivation as well as improved employee morale and
retention. This webinar will show you how EAP programs can start
supporting an organization’s performance management goals.
Polling questions:
Are any of the webinar attendees currently helping to support
performance management programs? If so, how?
What communication strategies would you recommend for EAP
providers and organizations who want to combine performance
management programs with EAP services?
4. About our Speaker
4
Chris Hylton runs an EAP serving Canadian
employers, and US EAPs for their Canadian
population.
He is also a benefits and HR consultant.
A frequent speaker at EAPA and EASNA events,
Chris brings a unique multi-disciplinary perspective
to the EAP field.
Chris has seen the value of EAP first hand and is one
of the field’s strongest advocates.
5. Disclaimer
5
The information presented to you today is considered
to be general best practices for organizations. The
information is not intended to provide legal counsel
or legal advice.
6. Learning Objectives
Understanding how performance management may
be made effective
Barriers to effective performance management
How Employee Assistance Program services can
enhance performance management programs
How Employee Assistance Program services can add
value via performance management support
How the Performance Management interview can
reveal employees in need of the services of the EAP
6
7. 7
Image obtained from http://hrdailyadvisor.blr.com/2012/04/22/12-performance-appraisal-best-practices/
9. Definition
9
The ongoing process of communication
between a supervisor and an employee that
occurs throughout the year, in support of
accomplishing the strategic objectives of the
organization. The communication process
includes clarifying expectations, setting
objectives, identifying goals, providing
feedback, and reviewing results.
- University of California, Berkeley
10. Definition
10
The ongoing process of communication
between a supervisor and an employee that
occurs throughout the year, in support of
accomplishing the strategic objectives of
the organization. The communication process
includes clarifying expectations, setting
objectives, identifying goals, providing
feedback, and reviewing results.
- University of California, Berkeley
11. Organizational Impact
11
It is impossible for organizations to grow, thrive,
and survive when performance management is not
considered a top priority that is expertly handled.
18. Challenges for Managers
18
Do not understand the process
Not trained in how to effectively complete
and deliver an effective performance
appraisal
Can be a time consuming process
Uncomfortable delivering negative feedback
Disconnected from employees and their
day-to-day activities
19. Challenges for Employees
19
Performance reviews can be stressful and anxiety
provoking
Lack of clarity around their role and
responsibilities
Lack of clarity around the performance
management process
Feedback can feel subjective and personal
It is difficult to receive negative feedback
Communication is one way
21. Impact on Employees
21
Decreased motivation
Decreased productivity and performance
Disconnection from the workplace
Increased presenteeism and absenteeism
Confusion about their role and responsibilities
23. Impact on the Organization
23
Frustration across all levels of the organization
Lack of effective coaching for employees
Departmental inefficiency
Employee turnover
Increased absenteeism
27. Tools for Managers
27
Identifying potential performance issues
Promptly addressing performance issues
Respectful communication, coaching
Determining the root cause of issues
Lack of training? Something more?
28. Manager Referral to EAP
28
Informal referral
Respectfully suggesting that the Employee access EAP services
Providing the Employee with EAP information including
phone number and a list of available services
Formal referral
Referral as a response to a documented performance issue or
behavioural issue
Regulatory referral
Referral as a response to an incident or objective concern in a
safety-sensitive position subject to provincial, state, or
regulatory guidelines
29. Creating a Healthy Workplace
29
Mental health promotion in the workplace
Understand duty to accommodate
Eliminate discrimination against employees who
experience mental health diagnoses and concerns
Create a non-judgemental and supportive
workplace community
Ensure managers and staff have access to support
and resources for managing mental health in the
workplace
Adapted from www.mindfulemployer.ca
30. Why Managers should use EAP as a tool
30
Demonstrates genuine compassion and caring for staff
members
EAP is an appropriate vehicle to address personal
issues that may be impacting workplace performance
Provides support and tools to employees dealing with
difficult situations
EAP address concerns before they impact performance
Or after performance has been
impacted
32. Tools for Employees
32
Short-term counselling
Life coaching
Resiliency training
Stress management
Workplace conflict issues
33. Tools for Employees
33
Conflict and communication training
Team building
Mental health strategies
Time management
Work/Life balance strategies
39. We are here to help!
39
#517-7620 Elbow Drive SW
Calgary, AB T2V 1K2
403-264-5288 www.hylton.ca
800-449-5866 chris@hylton.ca
40. Let’s get social!
40
Facebook facebook.com/pages/cghylton
Twitter @HyltonYYC
Google + plus.google.com/u/0/109237546846077340442/posts
YouTube youtube.com/user/CGHylton
LinkedIn ca.linkedin.com/in/cghylton
Notes de l'éditeur
Also talk about the use of the perf management interview to discuss the value of the EAP for ees in need
You can use this image to talk a bit about performance management programs across organizations.
Provide anecdotes of ineffective performance management programs that you have seen over the years.
Example: Performance management systems that consisted of managers conducting a review once a year (or less!) without providing any tools or feedback at any other time.
Ones that fail to engage employees, fail to have specific goals, specific training plans
Ones that fail to train managers in how to do performance appraisal review interviews
Talk about performance management trends that ended up being ineffective.
Example: Performance appraisals that assess only behaviors/traits instead of outcomes related directly to the job
Example: Forced ranking systems which identify an organization’s best and worst performing employees and uses person to person comparisons
Example: Salary Grids, typically used in government or union environments where salary increases occur purely as a result of seniority, regardless of performance
Image obtained from http://hrdailyadvisor.blr.com/2012/04/22/12-performance-appraisal-best-practices/
Flip to next slide
- This definition really highlights the fact that performance management is not just a theory or a value, it is an series of actions.
Discuss how an organization operating without a strong performance management strategy is similar to a plane trying to fly without a pilot.
- Image from http://baltimorespectator.blogspot.ca/2015/02/southwest-airlines-plane-makes.html#.VcO3YPlViko
Discuss consequences of these factors:
poor performance management -ees do not know what is expected of them
Ees do not go to work to do a bad job, they want to make a difference
But without performance management, they are just going thru the motions
Org Inefficiency – if ees do not know what to do, do you think the org is productive? Noooo
Ees are the organization
Lost productivity – if there is no goals and objectives, no measuring stick, there can be no accountability
Low ee morale and engagement –
Decreased worklpace safety – if ees are not engaged, just going thru the motions, not following safety procedures, they are putting themselves and others at risk
Workplace safety requires constant reminders to staff, it is not a one time thing
If Managers are not conducting the Annual Performance Review or not conducting the Review properly, they will not take time with the ee to determine if suffering from any mental health issues that the EAP could address
Increased productivity
Ees know what to do
Know how to work safely
Know they are part of a team that cares about them
Motivate ees
Once ees know what they are supposed to do, they step up to the plate, they do their best
Healthier financials
All this translates into a better bottom line
Greater clarity around roles and responsibilities
It is all outlined in the job description which forms part of the Annual Perf Review
Improved ee morale and retention
We have not spoken of retention, how to keep staff working for the organization. Why do ees leave? Usually not monetary, use they have a bad boss, a boss that does not provide thanks and guidance, does not provide effective performance management
Conversly why do ees stay? They are engaged, they know what their roles is, as identified by the goals and objectives outlined in the job description which has been updated in the Annual Performance Review. They know they are appreciated, they know their career path, backed up by a training plan, also updated in the Perf Review
Organizations transform into highly efficient and impressive entities!
Does anyone know why Canada geese fly in a V formation?
Image credited to http://www.thetraininglink.com.au/
Does anyone know organizations that have bosses like this?
Does anyone have a performance review story they wish to share?
Review each point and discuss in further detail, providing examples or anecdotes if applicable.
Managers do not understand the Performance Review process
Do not understand the overall purpose
The purpose is not to berate the ee about the organization’s failings
Not to list all the ee’s faults
Process is designed to get chart a course for the coming year WITH the ee in terms of what the ee is doing
Process is more effective the more ee centric the process is.
What are specific and measurable goals and objectives?
What does the ee need to be successful? Tools and equipment? Training? Backup and support?
Are there any mental health issues for the ee or family members, that the EAP can help with?
Not trained in how to do the Performance Review with their staff
What is the number one fear of most people? (Public Speaking)
What is the second most feared task of most managers? (Conducting the Performance Review)
Training Managers in how the process is not only vital to the success of the organization, but it is also a great way for the Manager to thank the ee, and check in with them around their role, and needs.
View it as time consuming
And a waster of time, because they don’t understand the benefits of the Performance Review
Managers are uncomfortable delivering negative feedback
No one likes to be the bearer of bad news
Performance management should be an ongoing process so that the ee does not fail
Thru training the Manager learns how to mix good and bad news in a constructive manner that permits the ee to feel good about making positive changes
Managers are disconnected from ees and their day to day activities
This may be do, but Managers that are disconnected are not being good Managers
Through the Performance Management process the Manager can check in with staff throughout the year and at the Annual Performance Review
Performance reviews can be stressful and anxiety provoking
Ees should view this as a positive experience, providing them with feedback on how to do their job better both throughout the year and at the Annual Review
Lack of clarity around their role and responsibilities
This can be corrected in discussions with their Manager
Lack of clarity around the performance management process
Managers can clarify the purpose of the process, and show how useful it is for ees and the organization
Feedback can feel subjective and personal
Managers can make the process less subjective and personal by addressing issues on a generic basis, avoiding personal accusations
It is difficult to receive negative feedback
Managers can mix the positive with the negative and provide the ee with the training they need to overcome any negatives
Communication is one way
Poorly handled performance management processes can have a significant and deleterious impact on employees.
The negative ramifications can affect employees professionally and personally.
Ees see themselves as a failure, they become disenchanted, they feel defeated and angry
All this can be avoided and turned into a positive
Review each point, adding additional information and anecdotes if applicable.
Decreased motivation
Ees are easily demotivated
Decreased productivity and performance
If they are demotivated, they are not going to be productive
Disconnection from the workplace
Increased presenteeism and absenteeism
Confusion about their role and responsibilities
They are then confused about what they are supposed to be doing
Studies and experience have repeatedly demonstrated that all of the previously listed factors can be key contributors to workplace stress and can lead to diagnosis of depression and anxiety.
Depression, stress, and anxiety are common contributors to absences from work and disability.
Elaborate with additional information and anecdotes if applicable.
The EAP is perfectly capable of addressing depression and anxiety
But if the Managers and the Performance Management system in general is not set up to Identify troubled staff the EAP will not be able to reach as many staff as possible
On an earlier slide, we reviewed just some of the eventual organizational consequences of poor performance management. Here we are looking at the impact on the day-to-day operation and effectiveness of the organization.
Review each point, adding information and detail from own experiences if applicable.
- Get the audience giggling a little with some humour; let them know that you will be presenting some ideas and strategies that will really push the boundaries of traditional relationships between EAP providers and the organizations they work with
Typically, EAP professionals remain at arm’s length from the various human resources functions of an organization.
With respect to performance management, EAP professionals have a unique and useful set of skills, experience, and tools to help organizations weather the performance management storm.
EAP professionals can offer a variety of tools in partnership with HR and management teams to help organizations develop, implement, and sustain effective performance management programs.
Review each point
Identifying potential performance issues
Performance management is ongoing and at the annual review
Promptly addressing performance issues
Respectful communication, coaching
Assisting staff to be their best
Determining the root cause of issues
Lack of training? Something more?
Managers can be trained by the EAP to identify the troubled employee, to look for the small things that may point to larger issues in ee’s lives, that EAP can then address
- Provide scenarios for each type of referral
Review each point, adding information and anecdotes from your own experience if applicable.
Mental health promotion in the workplace
EAPs often has a wellness component that employers can use to enhance mental health within the workplace
Benefit carriers can be asked to provide the top ten list of prescription meds used by the organization’s staff
This can be used to create a series of workshops about the underlying issues – typically depression, stress, insomnia, as well as diseases
Understand duty to accommodate
Creating a return to work strategy for employees should involve a mental health component and EAP
Eliminate discrimination against employees who experience mental health diagnoses and concerns
Workshops can normalize many mental health wellness issues and show that the vast proportion of staff experience mental health challenges from time to time
Create a non-judgemental and supportive workplace community
Wellness programs have proven to be very good at creating a supportive workplace
I can remember one employee that was very reluctant to return to work after his office meltdown
To the contrary the employer was so pleased that the EAP and time off interventions worked so well that the employer created a sense of celebration around the ee returning, which created a positive buzz with all staff, and the workplace!
Ensure managers and staff have access to support and resources for managing mental health in the workplace
HR and EAP have to align against the common enemies of ignorance and lack of training within the workplace
Adapted from www.mindfulemployer.ca
- Review each point, adding information and anecdotes from your own experience if applicable.
For a long time, EAPs were renowned for providing confidential counselling services to employees, most often to address substance abuse issues.
Not only is it helpful to train Managers in how to do an effective performance interview, BUT, it is also vital to communicate to Managers the value of mentioning EAP to employees who appear to be struggling with personal issues in the interview.
Managers are not there to solve employees personal issues, but they are there to ensure that employees are productive while at work, and EAP can provide the support needed
- Review each point, adding information and anecdotes from your own experience and expertise if applicable.
- Review each point, adding information and anecdotes from your own experience and expertise if applicable.
Organizations want to see an ROI from EAPs. Programs and services will have more opportunity to stay and grow with organizations if they can effectively demonstrate their value in multiple and meaningful ways.
To continue to grow and have an impact, EAP professionals must bridge the gap between focusing exclusively on employee health and start addressing organizational goals.
EAP professionals are in a unique position to do so as they are at arm’s length from the organization and can be more objective while still understanding the organizational culture and concerns.
Within the existing framework of the organization, EAP can become a strategic partner to help reach performance management goals.
Custom services demonstrate an EAP professional’s commitment to innovation; shows that they are dedicated to finding solutions for the organization and not looking to force the organization into a cookie cutter solution.
Offering to unbundle services and provide them with custom options that are aligned with the organization’s performance management program shows the organization that the EAP professional has been listening and is responding with relevant thoughts and suggestions, not just trying to sell one line of services to as many organizations as possible.
EAP professionals are in a unique position to help organizations understand and mitigate risks. By using experiences from comparable organizations, the EAP professionals can help companies understand where they may be at risk and help them mitigate these risks with services.
Example of risk: employees working while trying to deal with a mental health condition “on their own”
Example of mitigating risks: offering accessible counselling and other onsite services designed specifically to enhance overall mental health and wellbeing.
Offering services specifically tied to organizational performance management goals provides EAP professionals with the opportunity to collect and analyze data about the program’s value and effectiveness.
Program data can help with overall engagement and enhanced communication between EAP professionals and the organization because it provides objective insight into what is working well and what areas require additional attention or improvement.
Using a combination of data and narrative reports, EAP professionals can demonstrate how programs and services have/or could have impacted overall performance management strategies.
Add information and anecdotes from your own experience and expertise if applicable.