EAP Supervisor Manual - Myrbh
EAP Supervisor ManualBright Ideas for Supervisors & HRRBHReliant Behavioral Health
Contact the EAPPhone: 1.866.750.1327Website: MyRBH.comMyRBH Access Code:If you don’t know your MyRBH Access Code, ask your HR department or call theEAP to request it. You just need to provide your employer/company name.Reliant Behavioral Health, LLC (RBH)RBHReliant Behavioral Health
Supervisor Manual - Bright Ideas for SupervisorsThis Supervisor Manual was created to serve as an easy guide to help supervisors take advantage of their Employee Assistance Program (EAP). The EAP provides resources and support for managers who are dealing withemployee performance issues and other workplace challenges.As a supervisor, you may not even be aware employees are struggling. Letting employees know about theconfidential EAP and how to use it can empower them to take control early and independently.With early intervention, the EAP can help people resolve personal issues quickly and privately so they don’tcreep into the workplace. As a supervisor, you should know about the EAP and have materials on hand topromote the program.As illustrated in the image below, the EAP can help even if problems have escalated. Once work is affected, youmay need to recommend the EAP or even make a mandatory referral. In these situations, you should call theEAP for support as soon as possible.If you let issues go, problems can become serious, even affecting the health or safety of the employee or theentire workplace. Calling the EAP as soon as possible to discuss performance issues can help provide you withtools and a plan to limit workplace risks and tragedies.RBHReliant Behavioral Healthi
NotesiiRBHReliant Behavioral Health
Supervisor Manual ContentsI.Understanding the EAP1II.Recognizing and Tracking Issues3III. Confronting an Employee7IV. Making EAP Referrals9V.SummaryThe Adventures ofMax the ManagerNed’s Performance: Part 112Max manages several employees.Lately, he’s been having troublewith Ned, one of his best workers.Over a 4-week period, Max learnsabout the EAP and how to use itto help get his employee, Ned,back on track. This is the story.Hmmm. Ned’s latefor work again.This is the fourthtime this week.This is Ned.Though co-workers, Max and Nedhad socialized outside of work inthe past.Based on past commentsfrom Ned, Max suspectsNed may be havingproblems at home.Max makes a note in his dailycalendar.Ned IIII4 days latethis week.to be continued.RBHReliant Behavioral HealthContents
I. Understanding the EAPThe RBH Employee Assistance Program (EAP) provides services to help individuals resolve personal and professional issues. The EAP also offers a variety of resources to help the workplace run more smoothly.Employee ServicesSupervisors should know that the following services are available to help employees and their family membersbalance their lives:Counseling ServicesLife Balancing Services 24-hour, toll-free crisis access Legal services and online legal forms Comprehensive problem assessments Financial services and financial tools Confidential face-to-face counselingservices for unlimited issues (coversall household members and dependents) Identity theft recovery services Personal mediation services Personal Advantage website: Appropriate referrals to communityresources Work-life resources (child and eldercare) RBH eAccessTM (on-line consultationwith a licensed counselor) Health movies and assessments Smooth transition between the EAPand other RBH and healthcare services Over 50 on-line trainings Articles and interactive tools MyRBH.com (supervisor resources, benefit information, and the entry point for all on-line resources) Local and national provider networkThe Adventures ofMax the ManagerNed’s Performance: Part 2The next day, Max gets a call fromanother department manager. Theother manager informs Max thatNed has made a costly mistake onthe land-ramp project.Pat, the Vice President of Ramps, isvery upset at this costly error andwants to talk with Max immediately.Vice President of RampsOh no.This is Pat.continued.It’s time to takeaction, Max, beforethe problems geteven worse.I’m also worriedabout Ned. He’sbeen late 4 timesin the last week.Max ensures Pat that he will takeaction and notes it in his calendar.Max was able to diffuse thesituation for the moment and alsogains the support of Pat.To DoCall the EAPto find out optionsTalk to Ned abouthis performanceto be continued.1RBHReliant Behavioral Health
Supervisor ServicesSupervisors and their household members have access to the counseling and life-balancing services listed onthe previous page. In addition, the EAP provides the following services to help supervisors manage employeeperformance issues and address other workplace challenges:Worksite Support for SupervisorsDuring supervisor trainings, RBH provides information about the value of using the EAP to help resolveworkplace issues and performance problems. Supervisors receive information about how to make employee referrals into the EAP along with a copy of this supervisor manual for ongoing support. RBH is alsoavailable to assist with policy development for drug-free workplace programs and DOT/SAP evaluations.On-line Support for SupervisorsRBH provides useful resources and tools, including tips sheets and newsletters, in the supervisor area ofMyRBH.com. The Personal Advantage website, also available at MyRBH.com, provides extensive resources,articles, and more than 50 on-line trainings on various leadership, supervisory, and HR topics. PersonalAdvantage also includes seven Workplace Health Programs to help control stress in the workplace and improve the worksite’s occupational health profile.Unlimited Supervisor ConsultationsRBH includes unlimited supervisor consultations with its EAP. Supervisors can contact the toll-free EAPnumber and speak with a Workplace Consultant from RBH’s clinical team. Consultations offer assistancewith performance issues and other worksite challenges, along with providing assistance with documentingemployee issues, approaching employees about job performance, and making referrals to the EAP.Critical Incident Stress Debriefings (CISDs)RBH includes unlimited Critical Incident Stress Debriefings (CISDs) with its EAP to help worksites cope withcritical events, such as the death of a coworker, store robbery, etc. These interventions can be delivered onsite, as needed. Debriefings are delivered by local, credentialed EAP providers, and response times may varydepending on the preferences of your human resource (HR) staff and the nature of the crisis event.Debriefings are typically provided to groups and last from two to four hours in length, depending on theimpact of the event. During debriefings, employees are encouraged to utilize their EAP for additional assistance. Approximately one to two weeks after an on-site debriefing, the counselor follows up with HR toensure the debriefing was effective and to determine whether additional sessions are appropriate.Accessing the EAPTo access a Workplace Consultant for assistance with a job performance issue or forassistance with any other topics covered in this manual, call: 1-866-750-1327Supervisor resources, newsletters, live and recorded webinars, tip sheets, promotional materials, and other tools are available at: MyRBH.comYou will need your Access Code to view your specific EAP benefits at MyRBH. If you do not know yourAccess Code, you can ask your HR department, or just call the EAP to request it.RBHReliant Behavioral Health2
II. Recognizing and Tracking IssuesSupervisor ConsultationsOne of the most important things for a supervisor to remember when problems arise at work is that the EAPis a resource to help resolve workplace issues. Supervisors have access to unlimited supervisor consultations.When a supervisor calls for a consultation, an RBH Workplace Consultant helps the supervisor to sort emotionsand achieve the detachment and objectivity needed to take constructive action. The consultant can lend anear and work with the supervisor and employee until the problem is resolved. For consultations, the supervisorshould be prepared to discuss job performance deficiencies and negative behavior. To help prepare for a call,please refer to the Job Expectations Form included in this manual.Supervisors can be assured that:1. A consultation does not commit the supervisor to any action. The decision to confront, refer, or take actionagainst the employee remains the choice of the supervisor.2. The discussion of the case will remain confidential.3. Asking others for help is not a cop-out or failure on the part of the supervisor; it is good management.Telephone consultations help the supervisor to sort through the issues and develop a plan of action. If part ofthe plan is to refer an employee to the EAP, the consultant will help prepare the supervisor for the interventionwith the employee. It’s natural for supervisors to feel anxious or uncertain about referring a troubled employeeto the EAP. Marking a management referral is rarely easy or pleasant, but the EAP helps the process run moresmoothly.In addition to support in making EAP referrals, other consultation services may include help with: Designing and reviewing company personnel policies and procedures to maximize use of the EAP Having confidential discussions about an employee’s job performance or conduct Defining the problem(s) and considering alternatives Offering instructions on documentation techniques Assisting with the preparation of a referral memo Coaching on constructive confrontation skills Assisting with the reintegration of employees into the workplace after leave of absence or following a criticalincident Coaching to deal with disputes between individuals or among work groups Scheduling of critical incident stress debriefings (CISDs)Observation and DocumentationA critical role of the supervisor is to ensure that all employees perform their assigned duties and responsibilities in an effective and efficient manner. This is accomplished by observing an employee’s performance andconduct.Supervisors should regularly document acceptable and unacceptable performance or conduct, sharing thedocumentation on a need-to-know basis only. Documenting acceptable behavior can help supervisors conduct better and faster annual performance reviews for employees. When a pattern of unacceptable performance or conduct develops, the supervisor must intervene as soon as possible to prevent the situation fromdeteriorating further.3RBHReliant Behavioral Health
When you are concerned about an employee’s performance, it is Important to remember that you do not haveto deal with it alone. Make sure to consult with your Human Resources person if you have one, and your ownsupervisor or manager. This ensures that you are following company policy and provides you with organizational back-up in case of a grievance or complaint. You also have the EAP available for consultation at anystage of concern. You are not alone.Interventions must be built on well-documented patterns of workplace behaviors. Documenting daily observations may be tedious or even difficult, but it allows a supervisor to base actions “on the record” instead ofpersonal feelings, hearsay, or disputed events. Organized documentation maximizes the effectiveness of allsupervisory initiatives, including referrals to the EAP.Proper documentation involves focusing on observable or recordable facts and avoiding subjectivejudgments that could be interpreted differently by others. Be specific with the date, time, and place that the unacceptable performance or conduct occurred. Write down what was observed, not opinions, conclusions, or evaluations. Include good as well as poor performance observations. Keep it confidential. Observations should be shared only with your supervisor, Human Resources, and/or theemployee. Document on a frequent basis. Be objective, fair and consistent. For example, “was angry” is an opinion, but “wide eyes, red face, yelling” is anobservation.The EAP provides tools to assist the supervisor in making and tracking important observations, including the Problem Behaviors Checklist and the Job Expectations Form on the following two pages.The Adventures ofMax the ManagerNed’s Performance: Part 3Max asks Ned to meet with him in hisoffice and using his notes, outlines hisconcerns about Ned’s performance.You’ve been a reliableemployee for years, but you’vebeen late for the last 4 days. That’sunlike you, and I’m concerned.Actually, I was going to talk toyou about the situation. Then I alsobecame aware of your recent erroron the land-ramp project.according to myconversation with theVice President, the lastramp we built hada serious flaw.continued.Ned gets defensive.Geesh, you said yourselfthat I’m a good employee. I makeone mistake and the rest of myrecord goes out the window?Of course not, Ned. I’mconcerned about you as a personas well as a co-worker. Per companypolicy, I expect you to be at workon time or to call and alertsomeone that you’ll be late.Max notices that Ned is on time forthe next two days, but he is stillconcerned that there may be moreto the situation. Ned seems absentminded on the job, so Max remainsworried about safety issues.to be continued.RBHReliant Behavioral Health4
Problem Behaviors ChecklistThe supervisor is in a key position to observe conduct and identify problems an employee may be having asearly as possible. Early identification and intervention can help prevent problems from getting worse. Watchfor patterns of behaviors developing over a period of time, not isolated events.Make a copy of the following checklist and monitor an employee’s performance – be sure to date the list eachtime you complete it for an employee.Employee Name:Date:AbsenteeismMissed deadlinesExcessive sick leaveMistakes due to inattention or poor judgmentFrequent Monday and/or Friday absencesWasting more materialRepeated absences, particularly if they followa patternMaking poor decisionsPattern of complaints from customers/clientsLeaving work earlyImprobable excuses for errorsPeculiar and increasing improbable excusesfor absencesPeriods of high and low productivity“On the job” absenteeismPoor employee relationships on the jobContinued absences from area more thanjob requiresOver-reaction to real or imagined criticismsWide mood swingsLong coffee breaksBorrowing money from coworkersFrequent trips to the bathroomComplaints from coworkersPresenteeism (distracted, daydreaming)Unreasonable resentmentsHigh accident rateCoworkers covering for employee’s actions or poorperformanceAccidents on the jobChange in personal appearanceNeglect of safety regulations; using equipmentimproperly or recklesslyIncreased sloppinessDifficulty with concentrationUnwashed, unkempt appearanceWork requires greater effortOther:Jobs take more timeOther:ConfusionOther:Difficulty recalling instructions, details, etc.Other:Increased difficulty handling complexassignmentsDifficulty in recalling own mistakesNotes:Generally lowered job efficiency5RBHReliant Behavioral Health
Universal Job ExpectationsSupervisors can use this tool to develop clear, behavior-based descriptions of job performance problems.Job ExpectationsPoor Performance Observations1.Quality of WorkAccurate; neat; attentive to detail; consistent;takes time to do it right; thorough; high standards; follows procedures.Increase in number of errors; sloppiness; inconsistency of quality; doesnot take the time to do the job right; appears rushed; not thorough; workoften incomplete; diminished standards of work; does not follow procedures.2.DependabilityConsistent attendance, punctuality, and reliability; follows regulations completely.Absenteeism; multiple instances of unauthorized leave; excessive sickleave; frequent Monday and/or Friday absences; repeated or patternedabsences.3.CommunicationAdept at oral/written communication; sharesinformation with peers and supervisors; handlesinternal/external communications.Diminished oral and written communication; misuses information forpersonal gain or to hurt others; tells peers and supervisors/managers toomuch or too little; misinterprets information received; covers up problems.4.RelationshipsAgreeable; constructive; flexible; helps withoutbeing asked; handles customers/vendors/outsiders; seeks and maintains good relationships;expedites orders and projects.Disagreeable; openly mistrusts many people; edgy; easily and frequentlyangered or hurt; obstructive, slows work of others; rigid, unable to workwith others in new ways; deteriorating or unstable relationships with coworkers/supervisors/customers/vendors/outsiders, including complaints,hostility, or arguments; overreacts to real or imagined criticism; holdsunreasonable resentments over time; blames others.5.JudgmentTactful; displays sensitivity; uses commonsense; maintains confidentiality; makes sounddecisions; sizes up situations, takes appropriateactions.Tactless, says things that hurt coworkers, clients, or customers; does notuse common sense; illogical reasons for behaviors; violates confidentiality;poor ability to size up situations; does not understand the whole picture,takes inappropriate actions; inattentive to safety procedures.6.OrganizationSets realistic priorities and schedules; meetswork/project deadlines; does not waste time;coordinates well with others.Sets unrealistic priorities, poor use of time, inefficient scheduling, misseddeadlines, incomplete projects, inability to coordinate with others.7.Volume of WorkKeeps up with workload; meets suddendemands when necessary; steady; consistent;willing to put in extra effort.Overwhelmed by realistic workload, work piles up; does not meet commitments; unavailable for extra work; rigid, cannot increase workload whenneeded; volatile; easily upset; inconsistent pace of work.8.Skills/KnowledgeKnows what has to be done; seldom needsinstruction; works independently; proficientin technical aspects of job (equipment use);instructs, guides and trains others; understandsand follows safety/security procedures.Doesn’t know what has to be done; frequently needs instructions; notkeeping pace with technical developments of job; does not use equipment properly; unable to work independently; does not instruct, guide,and train others.9.MotivationGenuine commitment to job; energetic; selfstarting; shows initiative, commitment, positiveattitude, enthusiasm, and high energy level.Lack of commitment to job; unconcerned with quality of product/service;disinterested in nature of work and negative attitude; frequent referencesto job dissatisfaction, low energy level; lazy; needs frequent prodding toinitiate activities.10. Reaction to StressDependable as pressures intensify; stays calmand effective despite irritation or changes inplans/policies; rarely loses temper; good frustration tolerance; handles irate customers/vendors.Difficulty in concentration; increased accident rate on and off the job;becomes upset over minor irritations, changes in plan, and new policies;poorly controlled emotions – easily loses temper, yells, cries, withdraws.11. Problem SolvingTroubleshoots; quick insight and able to learn;handles complex assignments; analytical; getsto the point quickly.Does not recognize or denies a problem exists; cannot define the problem;single-track mind (most problems have the same few causes or solutions);blames others; and covers up problems.12. CreativityInnovative; generates original solutions; develops new options and suggests improvements;willing to try new concepts.Focuses on negatives; easily diminishes or is unwilling to try new ideas;habitual thought and behavior (same solutions for all problems); highsecurity needs; fears risk; needs constant supervision and reassurance;over-reliance on structure; getting the job done well is not as important asfollowing the rules; unquestioning; unable to determine new options.13. Decisiv
tools and a plan to limit workplace risks and tragedies. RBH i Reliant Behavioral Health. Notes ii RBH Reliant Behavioral Health. Supervisor Manual Contents I. Understanding the EAP II. Recognizing and Tracking Issues III. Co
0307 Supervisor Personnel/Staff Development: 0308 Supervisor Planning/Research and Evaluation (Testing) 0309 Supervisor Adult Education: 0310 Supervisor Athletics 0311 Supervisor Audio-Visual Aids: 0312 Supervisor Art 0313 Supervisor Business: 0314 Supervisor English 0315 Supervisor Foreign Languages: 0316 Supervisor Health/Physical Education
Configure the JBoss EAP Maven Repository Using the Project POM Determine the URL of the JBoss EAP Repository 2.3.2. Configure Maven for Use with Red Hat CodeReady Studio 2.3.3. Manage Project Dependencies Supported Maven Artifacts Dependency Management JBoss EAP Jakarta EE Specs BOM JBoss EAP BOMs Available for Application Development JBoss EAP .
Using EAP-TLS and WPA EAP-TLS Authentication Security on a Wireless Zebra Tabletop Printer Q. What is EAP-TLS? A. Extensible Authentication Protocol- Transport Level Security is an IEEE 802.1x EAP security method that uses digital certificates for mutual server and client authentication.
PARTICIPATING PROVIDERS - WELLSPAN EAP To schedule an EAP appointment in the south central Pennsylvania region, call a participating provider location directly. IMPORTANT - When you call the office of your choice, please tell the provider’s office you want to use your EAP benefits through WellSpan Employee Assistance Program.
ICT in EAP Pete Sharma Teacher Trainer Book Reviewer Director EAP Lecturer ELT Author Consultant ICT in EAP www.ictineap.com What? Practical ideas Questions . Oxford Advanced Learner’s Dictionary Oxford
Includes academic reading, writing, grammar, class discussion, and test-taking strategies. Prerequisite: English Placement Exam score: TOEFL: 450 - 484 or its equivalent. Writing score 3-/3 or its equivalent. EAP 0800 - Intensive English: Advanced Intermediate (1-6) Academic English skills, including reading, writing, speaking, grammar, and
VLAN tagging (802.1q) and tunneling with IPsec VPN PCI compliance reporting WEP, WPA, WPA2-PSK, WPA2-Enterprise with 802.1X EAP-TLS, EAP-TTLS, EAP-MSCHAPv2, EAP-SIM TKIP and AES encryption Enterprise Mobility Management (EMM) & Mobile Device Management (MDM) integration Cisco ISE integration for Guest access and BYOD Posturing Quality of Service
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