Case Study

Glen Raven, Inc.

Industry: Business

Contact: Sue H. Rich, Vice President, HR

Challenge

As one of the most innovative fabric companies in the world, Glen Raven has a unique culture of creativity and passion. Given our local Carolina roots, there is a lot of longevity among our employees, which has been a hallmark of our company. However, over time, retention can lead to a solid base of senior people who are approaching retirement age. To develop the next generation of leaders for Glen Raven, we needed a roadmap for finding future leaders and making good hiring decisions.

Solution

We used MYgroup’s leadership assessment and development process to help us identify high-potential employees at the manager level who exhibit the kind of strong leadership abilities that are critical to the continued success of Glen Raven. During the assessment phase, MYgroup used a variety of psychometric tools to establish a baseline for the participants. Then, building on those results, Dr. Young and his team created a customized leadership development approach for each candidate based on their needs, talents, and potential.

Results

Thanks to the 1:1 coaching and on-site classes, we have had a very positive response to the ongoing leadership assessment and development process. Our people see their company investing in them, and they respond with enthusiasm and loyalty. MYgroup’s full continuum of leadership development solutions have helped us identify and cultivate the future leaders of Glen Raven, which bodes well for the continued success of our 136-year-old company.

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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?