An EAP helps increase your bottom line while building morale, and support for employees and their managers.
According to a study published in the Journal of Occupational and Environmental Medicine, anxiety and depression rank among the top five reasons for absenteeism. The National Mental Health Association reports this problem costs American companies more than $200 billion each year. Stressors such as family problems and financial crises are often at the very core of these concerns. A high quality EAP can provide a multifaceted approach to improving the life of employees and by doing so, employers can save significant amounts of money in lost productivity, absenteeism, turnover and poor performance.
Fully Effective Employees provides the following employee assistance services:
There are a lot of companies that offer Employee Assistance services, so why choose Fully Effective Employees?
An Employee Assistance Program offers an excellent return on your investment.
Contact us for more information!
Negativity is a habit. It is contagious and quite common in many workplaces and can easily become part of a company’s culture. Negativity can include gossiping, poor morale, badmouthing management or the company, lack of enthusisasm, bullying, harassment, and lack of loyalty to the employer. Restructuring a negative workplace can take years. Therefore, it is better to prevent negativity from occuring in the first place and when it does arise, recognize it and nip it in the bud.
According to Cheryl DeMarco http://EzineArticles.com/?expert=Cheryl_DeMarco, some business consequences of workplace negativity can be:
Errors and poor work quality
Increased employee turnover
Absence and tardiness
Loss of loyalty to the organization
Negativity has a tremendous impact on a company’s bottom line. It will also affect the worker, emotionally and physically and when employees work in a negative environment, it is hard not to take it home with them.
As a manager, be consciously aware of someone’s attitude when determining if you wish to hire them. Look for hints of negativity and if you pick it up, listen to your gut and don’t hire that person. Also, carefully listen for negativity when requesting references. If you have an employee who has become negative, react quickly. Meet with the employee and discuss your observations and concerns. Sometimes the reasons may be justifiied and you should acknowledge that and help find ways to resolve the cause, if possible. Help this person take responsibility for their negativity. Even if there are valid concerns for one’s feelings it is not appropriate to express them negatively at work. You may not be able to change someone’s point of view but you can influence behavior during work hours. Describe exactly what you expect. Tell the employee exactly what you have observed and how if has affected the company and co-workers. Help the employee replace negative behaviors with more positive ones. Negative behavior is a performance issue and it may be very approprate to refer the individual to the EAP as a management referral. When you use the EAP as a partner with management, you can monitor an employee’s motivation to improve and their progress, while staying out of the personal issues or details.
If the behavior has been ocurring within a group of employees, it would be advisable to consult with the EAP about how to handle the situation. Depending on what is happening and the causes for the negativity, it may be appropriate to meet with the group together or to meet with individuals separately.
Unfortunately, sometimes you will have no choice but to fire a really negative person. As a leader, you model by example and if you allow a negative or inappropriate employee to remain, it sets a bad tone. Be the change you want to see.
For information on preventing or dealing with negativity in your workplace and how the EAP can help, contact us at 425-557-0907.
It is very difficult for small employers to obtain quality, personalized EAP services because the majority of Employee Assistance Programs cater to the larger employer.
We have developed a program to assist very small employers (10-25 employees). For one low flat rate, we will provide one (1) face to face counseling session for clients who reside within the Puget Sound, WA area. If clients are outside our local area, we will provide a comprehensive telephone assessment with one of our in-house professionally trained EAP staff members. We also provide unlimited management consultations, telephone counseling and support to employees and their dependents and access to our password protected website. Our comprehensive website includes self-assessment tests, articles, resources, newsletters and much more.
The cost of this program is very minimal and can provide peace of mind to employers who have concerns about how to handle difficult employees or situations. It is always more cost effective to help current employees than to replace, recruit and retrain a new one.
If you have employees with:
We can help! The EAP can increase employee loyalty and performance. It will improve your company’s bottom line with reduced health care costs, workers’ compensation claims and reduced absenteeism and turnover.
Because we do all the EAP work ourselves, we get to know the key players within our clients companies and we understand the company culture. If you are a small business owner, you have may have questions about how to handle difficult employees and may need a professional to consult with about a certain employee or problematic employment situations. We can advise you on assisting employees with personal and or performance related issues.
If your company is too small for your own HR staff, we can refer you to our Human Resource partner who can provide you with some of the following:
If warranted, we can also refer you to employment attorneys and we will provide ongoing case management with difficult situations.
Examples if situations where we can help small business are:
1. A long term employee died over the weekend. Since the group of 12 co-workers had worked with this individual for many years, they were all very upset and had a tough time getting their work done. In addition, this employee had a specialized position that no one else could do. Our EAP provided a critical incident debriefing to the whole company to help them process their reactions and grief. We met with the company owner to allow her to process her grief, to help her plan a memorial for the employee and to make plans to replace the position that was difficult to fill.
2. An employee tested positive for drugs after a pretty serious workplace accident. We were able to provide an initial drug and aclohol assessment and then referred him to a treatment agency where he was able and willing to enroll in so that he could keep his job. We assisted the employer with a return to work agreement and monitored the employee’s progress in treatment. We have been following up with him for the past year and he has remained clean and sober and is thankful that his employer offered the EAP for help.
3. A long-term highly skilled supervisor had been accused of harassing and intimidating a subordinate. The subordinate employee complained to management. In the course of the investigation, the employee informed management that two previous employees had left because of this supervisor. The supervisor was very hesistant to reprimand the supervisor because his position was so difficult to replace. We consulted with management, helped them document the issues and they referred the employee to the EAP as a management referral. We referred the employer to our HR partner for one on one harassment training with the supervisor and she assisted the employee and employer with a performance improvement plan. We also provided support to the subordinate employee.
For more information about how we can help your small business, contact us at firstname.lastname@example.org
Anger is a normal human emotion. However, when it is expressed inappropriately or when it involves threats, intimidation or acts of verbal or physical aggression, it is a significant workplace and societal issue. Often the first response an employer may take with an angry employee is to refer him or her for anger management counseling. However, each situation should be assessed individually to determine how an employer should proceed. An employer must determine if the individual is prone to outbursts of anger at work or if, believe it or not, the person may have significant anger issues that may be protected by various laws, if the anger is caused by or related to a medical condition.
Some employees may have angry outbursts that are not directed at anyone but they are still intimidating and inappropriate. Others may be harassing or bullying co-workers. This behavior may have been occuring for a long time because co-workers are afraid to come forward for fear of retaliation.
Workplace bullying as defined by the Workplace Bullying Institute is …”repeated, health harming mistreatment of one or more persons… one or more perpetrators… in the form of verbal abuse, offensive conduct/behaviors (including nonverbal) which are threatening, humiliating, or intimidating or work interference-sabotage- which prevents work from getting done.” Obviously, this definition covers someone who behaves badly at work but also may describe someone with a serious psychological problem.
So, what should an employer do?
First of all, someone who has an inappropriate or unpleasant demeanor at work should be confronted as soon as possible to prevent escalation in the future. The longer an employee is permitted to get away with negative behavior, the harder it will be to confront. It is crucial that employers have zero tolerance policies for harassment, bullying, threats, or acts of physical or verbal aggression toward anyone at work. Clear expectations should be given about interpersonal interactions and behavior at work. Consequences for failing to improve negative behavior should also be addressed. If an employee makes threats of violence, these threats should always be taken seriously and investigated immediately. It may be necessary to call law enforcement or remove the individual from the workplace until the investigation or assessment has been completed.
It is also not advisable to refer an employee for specific treatment, anger management or counseling because creating a diagnosis or the inference of one, could trigger certain issues and protections with the Americans With Disabilities Act (ADA). According to Sara J. Fagnilli, an attorney with Walter & Haverfield LLP in Cleveland,OH, requiring an employee to obtain counseling could be found to be equivalent to requiring a medical exam. In order for an employer to avoid a violations of the Americans with Disabilities Amendments Act of 2008 (ADAA), it must demonstrate that such an exam (or counseling) is job related and a business necessity.
We are always available to consult with you about angry employees and to assist you with a management referral to the EAP based on performance. In certain situations, we may advise you to consult with legal counsel early in the process.
Stay tuned for our in-person harassment training in early February!
Most employers retain the services of an Employee Assistance Program to help employees and their families with personal and work related problems. If employees function well at work, they contribute to the well being of an organization as a whole. Most EAP’s help with a wide range of problems including stress, depression, anxiety, family or relationship difficulties, work issues, financial, legal, worklife, work problems and more. An EAP can be highly effective at reducing employee problems and increasing the bottom line. However, there are many choices in the EAP market and like all services, it is important to understand what you need and what you are receiving from your current or potential vendor. The following is a list of the top ten reasons to have an EAP:
1. Increase productivity
When employees are faced with personal problems, their concentration, focus and motivation are all negatively impacted so an EAP can help them deal with these issues which will improve productivity. An EAP reduces absenteeism, accidents and turnover, thereby making employees more productive.
2. Reduce Company Costs
Employee problems are costly. Troubled employees take more sick days, have more accidents, and make more health insurance claims. When employees suffer emotionally, their work and productivity also suffer. An EAP will improve work peformance and help increase the bottom line.
When a third party company provides EAP services, employees are more likely to seek help, when they know their employer is not privy to their confidential personal information. Employers are not put in the position of assisting employees with personal problems when they are not trained or equipped to do so. They are able to manage people but not their problems.
4. Aids in the Recruitment and Rentention of Valued Employees
An EAP is a value-added benefit for employees and their families which provides confidential access to counseling and resources they might not otherwise have. It builds morale and loyalty when employees know their employer supports their physical and emotional well being.
5. Resolution of Work Related Problems
EAP’s help employees deal with personal problems that have begun to affect work peformance which will hopefully prevent termination and get the employee back on track. The EAP can also help the employee to develop skills to deal with work related stress and problematic work relationships.
6. Assistance in Getting the Right Help
When left to their own devices, employees may be confused or overwhelmed about how to access services, treatment or counseling in their own community or may not even know where to turn. The EAP counselors sort out the issues and assist with appropriate referrals and resources for ongoing support and problem resolution.
7. Management Assistance
Managers and supervisors may need help confronting and dealing with problematic employees or workplace situations. The EAP provides management training, coaching and consultation. The EAP can also assist with drug testing, harassment and potential workplace violence.
8. Drug Testing Programs
The EAP can assist employers with their drug testing programs by providing assessments, referrals, case management and assistance with Return to Work Agreements when employees test positive for drugs at work. Drug testing prevents serious accidents, injuries and fatalities and the EAP can help employees get back on track without losing their jobs.
The EAP can provide online and onsite training to employees and supervisors on a range of topics. Training also increases awareness of the EAP. Most EAP’s also provide critical incident debriefings after a traumatic event has occured at the worksite.
10. Resourcs and Referrals
The EAP can be a wealth of information for employers, employees and their families. Not only can the EAP counselors assist with the pyschological well being of employees, they can also assist with legal issues, childcare and eldercare referrals, treatment programs, community resources, human resource assistance and much more.
For information on how Fully Effective Employees can help your company, contact us at email@example.com
As a manager, one of the most difficult situations you may face in your career is managing the aftermath of the death of an employee and the multiple repercussions that may affect your work group or department. Because a critical incident of this nature may be traumatic for co-workers of the employee, it is recommended that you, or your Human Resources support person contact your Employee Assistance Program to assist you. It is helpful to schedule a debriefing session after news of the employee’s death has been received. Your EAP specialist will be available to facilitate the session once it can be arranged. Research has shown that early intervention with the affected work group, within 24 to 72 hours after the word of a death arrives, reduces the stressful impact of the news. Co-workers have the opportunity to volunteer expressions of grief and time to share thoughts in remembrance of the person. Plans for gestures of condolence to family members can be completed and satisfy the general need to do something to commemorate the loss. Effectively managing what may be an extremely emotional situation for you and your work group may mean delegating certain duties associated with the death to those who are more detached from the situation.
Because an incident of this nature can result in a traumatic stress response, it is recommended that you or Human Resources contact the EAP to facilitate a debriefing session for all affected employees within 24 to 48 hours after learning of the death. Research has found that early intervention with a work group reduces the possibility of delayed stress responses and enables the work group to return to their normal level of productivity sooner. Another benefit of the debriefing is that the organization and its management staff are viewed by employees as responsive and caring people.
Since each member of the work group may grieve the loss of their co-worker in individual ways, it makes sense to recognize that need. Provide ways for these emotions to be channeled and recognized. There is a wide range of normal and appropriate reactions to grief and loss.
When you contact the EAP, you will be asked to provide whatever relevant information is available regarding the death of the employee and your assessment of the work group’s reaction to the situation. A one to two hour debriefing session or meeting for employees should be scheduled as soon as possible. This meeting should be voluntary; interested employees are encouraged to attend. Individuals may choose to speak or not speak. There may be individual employees, identified by you or by the EAP counselors, who may need one-on-one attention, due to the severity of their grief reaction.
Listed below are subject areas to be considered when trying to effectively manage this kind of workplace situation. You will not be able to think of everything or meet every need – this is an unusual work situation where there are few protocols. You will, however, want to thoughtfully consider the following steps:
First Things First
Get all of the assistance you feel you will need to effectively manage the situation. Assess your own reaction to the news in order to anticipate the need to involve other resources within the organization.
There is no way to anticipate how you will learn of the death of one of your employees. You may be the first to know from the family, but often the news will travel a more circuitous route and another employee may alert you. No matter how you learn of the incident, react quickly by notifying immediate staff and close work friends directly, and the rest of the company through written communications, such as an email or memorandum. Remember to contact staff who are away or on leave. Share whatever information you have and explain that more details will be forthcoming.
Attending the Funeral or Memorial Service
Arrange time for your staff to attend the funeral or memorial service if they would like to do so. You may need to hire a temporary worker to answer phones for a few hours so that everyone can attend. Attending the memorial service is an important part of the grieving process.
Remembering the Deceased Employee
The relationship the employee had with co-workers will often determine how the workplace decides to remember the deceased. Examples of work group responses include: creating a memorial bulletin board with photos and other meaningful images, holding a workplace event such as a luncheon or reception to honor the deceased employee. Invite family members and close friends outside of work to share their memories with the group. You might also: create a memory book filled with stories and sentiments from co-workers to give to the family, have a fundraiser to give a financial donation to a chosen charity organization, or write an article about the employee for the in-house newsletter.
Other Workplace Issues
Some of the more concrete issues which you, as the manager, will need to address are:
Desk and personal belongings.
Family members or a close work friend may want to handle the task of boxing up the in dividual’s personal belongings.
Changing the voice mail message, retrieving messages (voice mail and email), handling inquires intended for the deceased employee.
These tasks could be shared or rotated among staff to ease the emotional burden of having to tell callers that the employee has died. Prepare a brief statement to assist those who reply to calls.
Staff coverage for unfinished or future work assignments.
A temporary, short-term plan can be put into place until a more permanent decision can be made. It is best to put a temporary plan into action as soon as possible to lessen the level of anxiety that is already present among the staff. Make it clear what is needed and who is responsible.
It is best not to make any abrupt moves in regard to space changes; people need time to grieve the loss of their co- worker before seeing his or her workstation dismantled. In a month or so, there will be more acceptance of the changes which come from the loss of the co-worker.
The replacement employee.
Under the best of circumstances, a new employee needs to be prepared for possible negative comparisons with the deceased employee. If the deceased was particularly well-liked, the transition will be even more difficult. It is advisable to give staff notice of the new employee’s start date, relevant work background and to prepare them for the change. It is a normal part of accepting a loss to welcome someone new.
Loss of work productivity and motivation.
As the manager, expect the death of an employee to result in lower productivity and motivation for a brief time. The debriefing held soon after the announcement will ease the impact of loss, but it cannot be avoided entirely. Eventually, the work unit will return to its normal level of functioning.
Referring to the EAP.
If one to two months pass and you notice that one of your employees has not returned to his or her normal level of functioning and appears to still be grieving, talk to that employee, give them feedback on what you have observed and share your concerns about them. You may suggest that they seek counseling from your EAP. Often, a loss in one area of someone’s life, as in the loss of a co-worker, triggers unresolved feelings about previous losses or anticipated losses. This person may need extra assistance in coping with these feelings.
This article was written by Nancie Bowes Kenney, M.S.W. Edited by Mary McClain Georgevich
CopeLine is published by: COPE, Inc. 1120 G Street, NW Suite 550 Washington, DC
Necessary Losses, The Loves, Illusions, Dependencies, and Impossible Expectations That All of Us Have to Give Up in Order to Grow, Viorst, Judith, Fireside, 1998. Section IV, Chapters 16 through 20 are particularly significant in regards to loss and grief.
Death and Dying, Kubler-Ross, Elisabeth, Scribner, 1997.
When Bad Things Happen to Good People, Kushner, Harold, Avon, 1997.
As our aging population grows, the number of working caregivers does as well. The Alzheimer’s Association estimates there are 10 million caregivers for those affected by this disease, and most of these caregivers are in the workforce, and this is for Alzheimer’s only! Many times during the workday, a caregiving employee may need to drop everything to deal with a loved one’s health crisis. A friend of mine has gotten 3 calls in the last month from the emergency room regarding her mother, each time she was at work and had to leave to address the emergency. Luckily she has a flexible job. We have talked about some things she can do to be more pro-active with her employer.
As an employer, the following are some things you can share with your employees;
1. Talk to your employer about the situation, familiarize yourself with company leave policies and state/federal laws for family leave. If appropriate also discuss with co-workers as oftentimes, your workload may fall to them in your absence.
2. Since you cannot predict a crisis, make sure that you are up-to-date on your assignments, maybe work longer hours in anticipation of leaving suddenly, and also communicate with your co-workers anything that will involve them.
3. Have medical and contact information at the ready. This will allow for smooth admissions and access to services.
4. Set boundaries! Know yours! Oftentimes, caregivers will take on more than they can handle. Overdoing it can leave caregivers feeling overwhelmed and quite honestly, not doing everything well.
5. Have backup plans- while some elderly parents may deteriorate quickly or require acute care due to a sudden serious illness or fall, others slwly decline and may need caregiving for a longer time. If so, it would be a good idea to have respite care, other family members or family friends who can share the work and information on nursing homes or other facilities if you can no longer do it on your own.
6. Take care of yourself- if you don’t you won’t be good to anyone. Be sure to balance your work and personal responsibilities. Take time to rest, exercise, eat well and do some enjoyable activities.
7. Seek profesional assistance if needed- sometimes the stress of caregiving, work and other family responsibilities can be too much. If you find yourself being irritable, depressed or not doing as well as you should, contact a professional counselor or the EAP for confidential assistance.
In addition to the above tips, the employee assistance program can be an invaluable help to your employees. The EAP can provide the needed emotional support, and assist with resources and referrals. If you don’t have it already, consider adding the Worklife Program to your EAP services. The additional program provides a well of information, resources, and referrals for all aspects of caregiving and dealing with ill or aging family members.
For more information about Fully Effective Employees or our services contact us at firstname.lastname@example.org
All employers know that employee absenteeism is a big problem. It reduces productivity, morale and the company bottom line. The ever present challenge is how employers can prevent and reduce absenteeism. CCH, a leading provider of human resources and employment law information (hr.cch.com) conducted an unscheduled absence survey in 2005 and found that the average per employee cost of absenteeism is $660 with some larger companies losing more than $1 million per year. What is of great concern to employers is that almost two out of three employees who call in sick are not physically sick. Personal illness accounted for only 35 percent of unscheduled absences and 65% were due to other reasons including family issues (21 percent), personal needs (18 percent) entitlement mentality (14 percent) and stress (12 percent).
Companies with low morale saw higher rates and costs of unscheduled absences. 78% of human resource managers feel that the main cause of absenteeism is the belief that those who skip out of work believe they are entitled to time off. The other reason cited by human resource managers is a lack of supervisor involvement as a catalyst to discourage employee absenteeism. When managers understand the causes of absenteeism and use the EAP as a resource for assisting employees, they can play a big role in reducing absenteeism.
When employees are faced with stressful everyday life situations, it has an impact on their ability to be present in their jobs. Stressful situations include family and relationship problems, physical illness, addictions, financial difficulties including foreclosure, bankruptcy, identity theft, debt and unemployment by a spouse. If employees have a confidential, employer sponsored way (the EAP) to obtain assistance with these difficulties, they are more likely to address their problems earlier and resolve them quicker. Additional worklife and wellness programs as part of the EAP can be very helpful for employees trying to manage the stress of balancing work and family issues.
The EAP can also train managers on how to recognize and identify personal problems before they have begun to effect performance. When managers can coach employees on how to use the EAP, they stay out of the middle of their personal problems, while still offering a way to get help. Once personal problems have begun to effect performance or absenteeism, they can refer the employee to the EAP as a supervisor referral for peformance based issues. In addition, when employees know they are valued and given a free, confidential resource to address their personal problems, they feel appreciated by and more loyal to their employer.
Employers should also create incentive programs that can improve both attitude and attendance rates. This works for several reasons. Some employees may lack the internal motivation necessary to keep their spirits up and give them the drive and desire to show up to work every day. These people may need the external motivation that incentives provide.
Additionally, incentives tend to promote certain goals, which can be beneficial for employees with attendance problems. The company can create an incentive program that is specifically linked to attendance. Examples of this type of program include:
1) The ability to cash-in unused sick days at the end of a specific period
2) Allowing employees to leave early one Friday per month of perfect attendance
3) Bonus pay for periods of perfect attendance
4) Gifts such as savings bonds or gift cards for periods of perfect attendance
5) Paid time off programs which allow for personal issues, vacation and sick time all in one bank of hours so employees can use what they need when needed.
Of course employers do need to be clear with employees that if they are legitimately sick, they should stay home so that no one else at work gets sick and so they can take the time they need to get better. When the workplace culture is one that does not allow people to be ill, then it will create resentment and poor morale.
Do you have any good suggestions for preventing absenteeism? If so, we would love to hear your ideas.
Fully Effective Employees offers assistance with drug testing, management training and consultation, and confidential assistance to employees and their families with personal and work related problems.
While most of our blog posts are geared toward Human Resource Managers and company owners, we feel this blog has tips that can be useful for employees as well. While the holiday season can be a time of joy and celebration, it can also be an extremely stressful time of year for others. While some people can celebrate and engage in parties and family get togethers, others struggle with depression, addiction, financial difficulties or family problems that can be intensified over the holidays. Some employees may have suffered a loss of a loved one or gone through a divorce during the year which can make the holidays very difficult. Employers should be sensitive to theses issues and ensure that employees are aware of the Employee Assistance Program which can offer them resources, brief counseling and support during tough times. If you feel stressed out by the thought of holiday chores, obligations, and the clan dropping in for a spell—or if this year’s circumstances make the holiday season difficult for whatever reason—start preparations now to manage your holiday stress.
The following tips were written by Dan Feerst, LICSW-CP of WorkExcel.com .
Holiday Myth Busters —Along with good tidings come high expectations based on the commercialization of the holiday season, past childhood memories we may long to duplicate, and the expectations of others.
If family members count on your “holiday magic” to make every year special—the cooking, cleaning, baking, decorating, and gift-wrapping—you face a bigger challenge letting go or finding balance.
Here’s how to cope better with expectations, demands, and added pressure during the holidays.
We wish all of our clients and their families a very Happy Holiday Season.If you are interested in learo
Decision Time —Make a decision to take charge and tackle holiday stress. This mentally prepares you to enjoy the time while facing demands of the season with better endurance.
Your Priorities —Decide on your priorities to make the season meaningful. Did you miss the tour of homes last year because the Waltons next door had their open house on the same day? The idea here is to plan a few “non-negotiable” events for yourself.
Now the Rest —What activities are important to your brood this year? Seek to trim the “idea tree” to reduce stress from trying to fit it all in. A family meeting to gather ideas can work, and chances are activities you thought everyone still wanted are no longer of interest.
Avoid the Rush —Are holiday lights on the house critical? If yes, go for it, but if it seems more like a “chore” than a pleasurable task, that’s a clue about its priority and importance to you. Activities that feel like chores get delayed. Pay attention to procrastination. It is insight to help you decide whether it’s thumbs up or down on something that seems desirable.
Fight the Blues —If the holidays are a sad time of year because of difficult memories or because a loved one can’t be there, then develop a personal intervention strategy. Volunteering for a local charity is an interactive experience, and those who’ve tried it claim it works to lift one’s mood. You’ll feel empowered and more positive, and the experience of helping others anchors you to a memory that lasts.
Navigating Family Conflict —If you can’t avoid holiday gatherings with family members who experience feuds and conflicts, try discussing with kin your desire to avoid conflict. Be up front and ask that differences be set aside. Older adults criticizing teenagers is a famous trigger. So are statements from in-laws that appear critical, interfering, or meddlesome. Self-awareness is power, so you stand a good chance of at least minimizing this behavior.
Take Care of Yourself —What improves your mood—exercise, positive affirmations, alone time? During the year, have you been promising to do something for yourself, but keep putting it off? Do it. The holiday season is a perfect time to reaffirm your love, not only for those you care about but also for yourself.
EAP Can Help —Holiday stress affects everyone differently, so suggestions here may not match what’s unique for you. Don’t face the stress alone. Instead, call Fully Effective Employees, assistance program. The EA professional will help you find the resilience and strength you need to face any challenge the holidays may bring.
We wish all of our clients and their families a very happy holiday season and all the best for the coming year.
If you would like to learn more about how Fully Effective Employees can help your business and your employees, please contact us at email@example.com or 425-557-0907
Copyright 2011 WorkExcel.com
As the holiday season quickly approaches, many businesses are starting to plan their holiday social events. Many employers use the holidays as a time to reward their employees, to socialize and to provide a positive experience for everyone. The majority of companies serve alcohol at holiday parties and events. Individuals who drink too much during a company event can do things to jeopardize their health, safety and their careers. When people drink, their inhibitions decrease and they may do and say things they would never dream of during a regular work day when not under the influence of alcohol. Employers should also consider that not everyone drinks; some choose not to drink, some are under age,and others may be in recovery from addictions and be particularly vulnerable to temptation during the holidays. Employers should be aware of the issues that can arise as a result of office parties where alcohol is served.
The U.S Department of Labor Working Partners for an Alcohol and Drug Free Workplace offers the following tips to minimize the negative consequences of alcohol consumption at your holiday party.
1. Be honest with employees. Make sure employees know your workplace substance abuse policy and that the policy addresses the use of alcoholic beverages in any work related function.
2. Post the policy. Use every communication vehicle to be sure your employees know the policy. Before an office party, use break room posters, payroll stuffers and email to communicate your policy and concerns.
3. Reinvent the office party concept. Try something like an indoor carnival, volunteer opportunity or group outing to a sporting event or amusement park.
4. Make sure employees know when to say “when”. If you do serve alcohol, make sure all employee know they are welcome to attend and have a good time but that they are expected to behave responsibly.
5. Make it the office party of choice. Be sure there are plenty of non-alcoholic beverages.
6. Eat.. and be merry! Avoid serving lots of salty, greasy or sweet food, which tend to make people thirsty. Serve foods rich in starch and protein- that stay in the stomach longer and slow down the absorption of alcohol in the bloodstream.
7. Designate party managers. Remind managers that even at the office party, they may need to implement the company’s alcohol and substance abuse policy.
8. Arrange alternative transportation. Anticipate that some partygoers may drink too much to drive safely. Make special transportation arrangements in advance (ie shuttles or taxis to public transportation). Encourage all employees to make use of this service.
9. Serve none for the road. Stop serving alcohol before the party officially ends. Employers should review their policies regarding alcohol consumption and enforce these policies at all company celebrations.