Case Study

York Technical College

Industry: Education

Contact: Kerri McGuire, Director of Counseling and Support Services

Challenge

As a 2-year technical college, we have an older student body than a typical college, which means our students come to us with some very serious work-life issues. When you layer coursework on top of an existing job and family, it can be very stressful. Another challenge our counseling center faces is how transient our student body is. They tend to commute to campus from other places, so we need to offer a network of providers where our students live and work.

Solution

We started using MYgroup’s Student Assistance Program (SAP) as an extension to the services we provide at our on-campus counseling center. Thanks to MYgroup’s strong local network of community providers, our students can receive 1:1 counseling close to their home or workplace. To drive awareness of the counseling resources available to students, MYgroup provides us with EAP wallet cards that are discrete and easy to distribute. We also post their custom student-facing flyers in heavily trafficked areas on campus and at our annual health fair, MYgroup sets up a booth to educate students about the opportunities for counseling.

Results

York Technical College opened its counseling center in 2011, and as students started responding and faculty starting making referrals, traffic really picked up. Now, thanks to our partnership with MYgroup, we can cost-effectively meet the needs of our campus with professional, long-term counselors. Our students appreciate the confidentiality that comes from meeting with a counselor close to home or work instead of on campus. Most importantly, however, MYgroup’s SAP has become a great retention tool by helping students overcome personal issues or work-life challenges and stay enrolled.

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Supervisor Orientation Test

Welcome to your Supervisor Orientation Test! There are a total of 12 questions and you need to get at least nine correct to receive a passing grade. You may refer back to the Supervisor Orientation training materials if you need a refresher.

Which statement most closely describes an EAP?

A supervisor is not allowed to dispense a disciplinary action while an employee is being seen by the EAP, even if performance problems are continuing.

EAPs can reduce the risk of lawsuits by helping troubled employees resolve personal problems before they face adverse actions such as termination that can lead to expensive legal challenges.

Many professionals in the workplace may consult with supervisors, but the profession founded on the basis of helping troubled employees and consulting with supervisors in managing and intervening with troubled employees is:

Your employee says she has marital problems after you confront her about coming in late and calling in sick. As a result, you recommend that she call the EAP. The attendance problems stop. However, two months later, attendance problems return. Your prior discussion and recommendation to use the EAP was a "supervisor referral"?

Some employees have personal problems, but no performance problems. How would you respond: Your employee tells you she is having financial problems. She says if things get worse, she might have to file for bankruptcy. She has no performance problems. What would you do?

Your employee has a problem with absenteeism. When confronted, he says he will seek help from the EAP. A month later the absences continue. At this point, there is no need to make a supervisor referral because the employee has already gone.

Which one of these interactions with a troubled employee would most likely be perceived as serious and motivate change?

If you refer an employee to the EAP, but do not consult with the EA professional and do not provide written information concerning performance problems, all of the following are likely to happen EXCEPT:

If the employee is referred to the EAP, but refuses to sign a release of information, the supervisor will have no way of knowing if the employee followed through with the referral.

Meeting with an employee after referral to the EAP, and planning specific dates and times for other follow-up meetings is a powerful way of helping an employee feel a constructive sense of urgency to follow-through with the EAPs recommendations and reduce the likelihood of a return to performance problems.

You are concerned with your employee's continued absenteeism and problematic behavior on the job. You decide to refer your employee to the EAP. Unfortunately the employee does not go after agreeing to do so. How should you respond?