Case Study

City of Shelby, NC

Industry: Government

Contact: Deborah Jolly, Director of HR

Challenge

With a population of 21,000, Shelby is a small community in the foothills of western North Carolina. People like working for the City of Shelby, and we have a great reputation as an employer. From an HR perspective, one of our biggest challenges is how wide a range of work our employees do. From maintaining the grounds of a park to putting out a house fire, our 325 full-time and 70 part-time employees take on many different tasks to take care of citizens.

Solution

Whether coordinating fitness for duty evaluations or providing drug and alcohol counseling, MYgroup’s EAP provides the constant level of support our employees deserve. In addition, they supply us with a comprehensive set of informational materials that we need to educate our workers about the program, so we can put flyers up in every worksite and distribute brochures and wallet cards throughout the year. This helps us keep MYgroup’s counseling and work-life resources in front of our people at all times, and, as a result, it becomes ingrained.

Results

City of Shelby employees are always out there giving a lot of themselves to the community, sometimes in very traumatic situations. At the same time, these employees need support and help themselves. MYgroup has helped us take care of the employee and their family, and, as a result, we can all help each other across department lines, like one big family. Our pay is lower than in the private sector, but the people who go to work for the government don’t do it for the pay. We work hard to make a difference in our city, and that’s why we need a responsive, capable 24/7/365 EAP.

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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?