Case Study

Charlotte Pipe and Foundry Company

Industry: Business

Contact: Brett Henderson, GBA, PHR; Director, Benefits and Admin HR

Challenge

A family-owned company, Charlotte Pipe and Foundry strives to put people first. That’s why, when we were looking for an EAP partner with a robust offering and a nationwide presence, we looked to MYgroup. We knew that investing in an assistance program that offers services that benefit the health and well-being of our staff is a good business move and a good people-move. When we realized we had a true need in our first-line managers all the way up to our executive team to have discussions around mental health and supporting people in crisis, we looked to MYgroup for training opportunities.

Solution

Previously, Charlotte Pipe and Foundry had an EAP partner that could not keep up with the growth spurt we were experiencing. We had five satellite plants and were adding a sixth one, all located in various parts of the country. We needed an EAP that had resources available to our employees, regardless of their location. MYgroup fit the bill. We also liked the experience level of the clinicians offered, the 24/7 service hours and the focus on confidentiality. We have been very impressed with the level of service we have received.

When we needed resources to give our managers ways to support their staff, we looked to MYgroup for training. Charlotte Pipe and Foundry selected “Recognizing a Troubled Employee” to provide our managers with skills to work with people in crisis and specific ways that we can help support each other. MYgroup was willing to customize the material for us. They took the time beforehand to understand our unique needs and adjusted the content accordingly. MYgroup also worked closely with us to match their skilled facilitator to our audience here at Charlotte Pipe and Foundry. All of this effort to make sure we had what we needed went a long way with us. We truly consider MYgroup to be one of our most valuable partners.

Results

In terms of living out our culture of putting people first, MYgroup has given us many important tools. The EAP is always there for our team, and we rely on it to give our people the support they need. MYgroup helps us normalize the conversation around mental health and helps equip us with resources to support each other. Specifically, the training sessions we have recently added have empowered us to know what to look for and what we can do to help. And, when we need more help, we know MYgroup is there for us and has the resources and support we need.

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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?