When supervisors suspect substance abuse is a problem, they should not directly accuse employees of having such problems. Not only is denial the most likely response, but there may also be legal issues that result from mak- ing those kinds of serious accusations. A supervisor’s main responsibility when handling any employee problem behavior is to make the employee understand that his or her job performance is not acceptable. The employee needs to understand that performance is the focus of the supervisor’s con- cern, and whatever the cause of the problem, the employee is accountable for poor job performance. Supervisors should not try to counsel or advise employees themselves. Since most supervisors are not trained in counseling, they should refer employees to the appropriate resource, such as an EAP, community counseling center, or substance abuse professional.
Employee Assistance Programs
Employee assistance programs , or EAPs , have been around since the 1940s, when large companies (together with Alcoholics Anonymous) first started them as alcoholism treatment programs. In the 1960s, these programs expanded to treat employees with other life issues, such as marriage and family conflicts or financial difficulty. Today, about two out of three EAP referrals are for help with personal or family problems that are not directly related to substance abuse.
In order for EAPs to work, supervisors must be able and willing to observe employees and watch for problems. They must be willing to approach employees who appear to be having problems, refer these employees to the EAP, and follow through. They must be willing to listen to employees who come to them for help. Employees who are referred to EAPs are usually told that their involvement is voluntary, and that they are free to reject the help.
employee assistance programs (EAPs)
Company-sponsored programs that help employee’s
substance abuse problems, family conflicts, and financial difficulties.
Jenna noticed that her assistant Cynthia had been show- ing signs of abuse. Once, Jenna noticed a large bruise on her upper arm. Another time, she heard Cynthia crying in the restroom. She had also heard Cynthia tell another assis- tant that she was afraid of her boyfriend’s temper. Jenna wanted to do whatever she could to help Cynthia, but she knew that she wasn’t an experienced counselor, and she
was afraid of saying the wrong thing. Instead, she took Cynthia out for lunch, where she expressed her concern for her health and offered her several options—most came from literature she received from the company’s EAP.
Cynthia seemed surprised, but grateful. She took the infor- mation, entered counseling, and after a time was able to leave the abusive relationship.
With or without the EAP’s help, though, their job security will depend on improving their job performance; therefore, without receiving help for their problems, they could lose their jobs. EAPs can help employees with . . .
• Abuse of alcohol and other drugs • Mental health issues
• Financial problems • Legal trouble • Poor physical health
• Stress, depression, anxiety, and other emotional issues • Family and marriage conflict
• Other personal problems or concerns
When an employee problem involves substance abuse, EAPs have the advan- tages of informing the employee that a problem exists and providing a chance for rehabilitation. Rehabilitation improves employee attendance and safety practices, while reducing health care costs for the company. EAPs give an employer the opportunity to reduce and prevent serious problems in the workplace. They are also cost-effective: Employers can save from $5 to
$16 for every dollar they invest in an EAP, according to the U.S. Department of Labor. 17 The cost of an EAP varies depending on what type of assistance program is used and what benefits it includes, but the average cost is esti- mated in the range of $12 to $28 per employee annually, with an average cost of $22. 18
figure 16.1
EAPS: HOW MUCH CAN THEY HELP?
Many companies find that EAPs not only save them money, but they also create a healthier and happier work environment.
What kind of services do you think a company should offer its employees?
Source: “Employee Assistance Programs” Division of Workplace Programs. U.S.
Department of Health Services, Substance Abuse and Mental Services Administration, posted March 1999, retrieved July 23, 2005. http://wworkplace.
samhsa.gov/WPResearch/EAP/
FactsEAPfinal.html. And: “Why Does Your Company Needed an EAP?” PsychWorks, Inc., posted 2003; retrieved July 23, 2005, www.psychworks.com/
benefits.htm And “Benefits of an EAP,” Advocate EAP, posted 2004, retrieved July 23, 2005, www.advocareeap.com/learn/
benefits/saved.html.
• Firestone Tire and Rubber estimated a savings of $1.7 million, or $2,350 per person.
• United Airlines reported for every dollar spent, they saved $16.35.
• McDonnell-Douglas reported 44 percent fewer missed work days, 81 percent less attrition, more than $7,000 saved in health care claims, with a 4:1 return on their investment.
• General Motors estimated 40 to 60 percent fewer missed days, benefits paid out, grievances, and on-the-job accidents. The company has reported a total savings of $37 million per year with their EAP ($3,700 for each of 10,000 enrolled-employees).
• United Airlines estimates about a $17 return for each dollar invested.
• Chevron Corporation reported a savings of $7.6 million per year.
• Campbell Soup reported total medical costs cut almost in half.
• Tropicana reported a significant drop in on-the-job accidents and lost time.
• Both Sawyer Gas Company and Oregon Steel Mills reported drops in absenteeism and workers’ compensation insurance costs.
How Well Do EAPs Help Companies?
Workplace Substance Abuse Policies
Before taking any action regarding employee substance abuse, employers must develop a company policy on substance abuse and put it into place.
The policy should clearly state all testing and (if applicable) search proce- dures. It should also outline any possible disciplinary actions that the com- pany may take against employees who are abusing alcohol or other drugs.
Supervisors will need training in what symptoms to look for, and will also need to be aware of what EAPs are available to employees, so that they can direct employees toward those resources. 19 Regarding workplace substance abuse policies:
1. Companies must determine their stand on substance abuse with input from human resources representatives, as well as medical, security, safety, and legal staff.
2. Once the policy is developed, it must be clearly communicated to the entire staff.
3. Supervisors must be trained to recognize symptoms of substance abuse and understand how it impairs work performance.
4. Employees (and their families, when possible) should receive drug aware- ness education.
5. Policies should include a counseling and referral component so employ- ees can seek help confidentially before being referred by management. 20 For larger companies, substance abuse policies that include health plans, education, and drug testing may be cost-effective within a short time, but what about small businesses? Within a small business, substance abuse can cause a financial drain that means the difference between economic survival and collapse. Because of this issue, the Department of Labor, the Small Busi- ness Administration, and the Office of National Drug Control Policy can provide resources to help small businesses deal with substance abuse policy problems. 21
Another resource for small and mid-sized companies is the “Drugs Don’t Work” program. At the national level, the program provides free booklets and step-by-step guidance on substance abuse policy writing. At the state- wide level, states recruit corporate sponsors to help with funding and leader- ship to develop drug-free workplace partnerships for writing policy, training management, screening, and developing EAPs. In addition, local chambers of commerce, assisted by the U.S. Chamber of Commerce, can provide infor- mation and services to local businesses. 22
What Else Can Be Done for Employees?
Managers often feel they should not get involved with an employee’s per- sonal problems. They may feel that problems at home are too private to discuss with employees, but when these problems affect the employee’s job
performance, the manager must take action. Again, since most managers are not trained counselors or psychologists, their role is to intervene for the employee without trying to offer advice and counseling.
What can be done for employees facing serious financial problems, whether these are caused by compulsive gambling, poor money manage- ment, divorce, a medical emergency, or other temporary crisis? EAPs can steer employees toward the appropriate resources for help. Those with credit management problems can consult consumer credit counseling services, usually with no charge to the person using the service. These companies help people with huge credit debts to stop getting deeper into credit debt, and to consolidate debts into a manageable load.
EAPs can also steer those with temporary and financial emergencies to an appropriate resource, such as a credit union. Employees facing tempo- rary emergencies may not be aware of outside help and services that are available to them. Depending on the type of emergency, employees may find much needed help with housing, food, or medical emergencies, or even tem- porary shelters in the case of domestic violence.
Needless to say, all of the issues discussed in this chapter relating to reduced workplace productivity are highly personal, and good human relations skills are needed to identify, confront, and solve these realities—
challenges to workplace productivity that you will probably witness on the job sometime during your career.
Maintaining a productive workplace is rarely easy. As you have seen in this chapter, many factors, both negative and positive must be carefully mon- itored to make it all work. Productivity is a human relations issue precisely because productivity’s biggest enemy is negative or nonexistent interper- sonal relationships. Whether you are a manager or an employee, watch for all of these factors in your workplace and notice how productivity is affected by them. Most of all, make sure you are a part of the solution, rather than part of the problem.
figure 16.2
FINANCIAL COUNSELING AND CONSUMER CREDIT COUNSELING SERVICES People can have financial crises for any reason, and that is usually when they seek financial counseling.
However, these counseling services are good for everyone—and sometimes using them before an emergency can help prevent one. How might a credit counselor help you?
Even people who are not facing serious financial problems can benefit from the services of a consumer credit counseling service. These organizations can teach you strategies to better manage credit, including:
• figuring out a budget you can afford.
• setting aside some money each payday.
• avoiding debt when possible.
• planning for purchases instead of buying on impulse.
• paying for items with cash instead of credit.
• trying to arrange and invest your finances so that you will gradually increase your net worth.
• figuring out your own debt repayment plan before a financial crisis occurs.
Consumer Credit Counseling Services: Not Just for Emergencies!