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Performance Management and EAP
The webinar presented by Chris Hylton on June 24, 2016, focuses on the role of Employee Assistance Programs (EAP) in enhancing performance management within organizations. It aims to educate practitioners on identifying barriers to effective performance management and how EAP services can add value by supporting these initiatives. Key learning objectives include understanding performance management, addressing common challenges, and leveraging EAP services to improve employee productivity and morale.
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Performance Management and EAP
- 1. PRESENTED BY CHRIS HYLTON,MA EAPA WEBINAR JUNE 24, 2016 Role of EAP in Effective Performance Management
- 2. Description 2 This webinar willexamine how EAP services can help organizations to enhance their performance management programs. The webinar will provide practitioners with a greater understanding of effective performance management and the common barriers that can affect a wide variety of organizations. The webinar will pay special attention to how EAP services can broaden their scope and value by helping organizations to implement and sustain performance management programs that work. Learning objectives: Understanding effective performance management and identifying potential barriers. Providing services designed specifically to help organizations enhance their performance management programs. Adding value to current EAP services through performance management support.
- 3. Description ctd. 3 We allknow that EAP services can provide tremendous value to the overall wellness of an organization and its employees. Did you also know that EAP practitioners can add significant value by supporting organizations in maintaining effective performance management programs? Some of the benefits of effective performance management mirror the benefits EAP services aim to deliver: increased productivity and motivation as well as improved employee morale and retention. This webinar will show you how EAP programs can start supporting an organization’s performance management goals. Polling questions: Are any of the webinar attendees currently helping to support performance management programs? If so, how? What communication strategies would you recommend for EAP providers and organizations who want to combine performance management programs with EAP services?
- 4. About our Speaker 4 Chris Hylton runs an EAP serving Canadian employers, and US EAPs for their Canadian population. He is also a benefits and HR consultant. A frequent speaker at EAPA and EASNA events, Chris brings a unique multi-disciplinary perspective to the EAP field. Chris has seen the value of EAP first hand and is one of the field’s strongest advocates.
- 5. Disclaimer 5 The information presentedto you today is considered to be general best practices for organizations. The information is not intended to provide legal counsel or legal advice.
- 6. Learning Objectives Understandinghow performance management may be made effective Barriers to effective performance management How Employee Assistance Program services can enhance performance management programs How Employee Assistance Program services can add value via performance management support How the Performance Management interview can reveal employees in need of the services of the EAP 6
- 7. 7 Image obtained fromhttp://hrdailyadvisor.blr.com/2012/04/22/12-performance-appraisal-best-practices/
- 8.
- 9. Definition 9 The ongoing processof communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results. - University of California, Berkeley
- 10. Definition 10 The ongoing processof communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results. - University of California, Berkeley
- 11. Organizational Impact 11 Itis impossible for organizations to grow, thrive, and survive when performance management is not considered a top priority that is expertly handled.
- 12.
- 13. Consequences of PoorPerf Mgmt 13 Poor employee performance Organizational inefficiency Lost productivity Low employee morale and engagement Decreased workplace safety
- 14. Benefits of GoodPerf Mgmt 14 Increased productivity Motivated employees across the organization Healthier financial situation Greater clarity regarding roles and responsibilities Improved employee morale and retention
- 15.
- 16. 16 Barriers to Effective PerformanceManagement
- 17. It is uncomfortable! 17 Imagecredited to http://www.thetraininglink.com.au/
- 18. Challenges for Managers 18 Do not understand the process Not trained in how to effectively complete and deliver an effective performance appraisal Can be a time consuming process Uncomfortable delivering negative feedback Disconnected from employees and their day-to-day activities
- 19. Challenges for Employees 19 Performance reviews can be stressful and anxiety provoking Lack of clarity around their role and responsibilities Lack of clarity around the performance management process Feedback can feel subjective and personal It is difficult to receive negative feedback Communication is one way
- 20.
- 21. Impact on Employees 21 Decreased motivation Decreased productivity and performance Disconnection from the workplace Increased presenteeism and absenteeism Confusion about their role and responsibilities
- 22.
- 23. Impact on theOrganization 23 Frustration across all levels of the organization Lack of effective coaching for employees Departmental inefficiency Employee turnover Increased absenteeism
- 24. 24 How EAP ServicesEnhance Performance Management
- 25.
- 26. The Role ofEAP Services 26
- 27. Tools for Managers 27 Identifying potential performance issues Promptly addressing performance issues Respectful communication, coaching Determining the root cause of issues Lack of training? Something more?
- 28. Manager Referral toEAP 28 Informal referral Respectfully suggesting that the Employee access EAP services Providing the Employee with EAP information including phone number and a list of available services Formal referral Referral as a response to a documented performance issue or behavioural issue Regulatory referral Referral as a response to an incident or objective concern in a safety-sensitive position subject to provincial, state, or regulatory guidelines
- 29. Creating a HealthyWorkplace 29 Mental health promotion in the workplace Understand duty to accommodate Eliminate discrimination against employees who experience mental health diagnoses and concerns Create a non-judgemental and supportive workplace community Ensure managers and staff have access to support and resources for managing mental health in the workplace Adapted from www.mindfulemployer.ca
- 30. Why Managers shoulduse EAP as a tool 30 Demonstrates genuine compassion and caring for staff members EAP is an appropriate vehicle to address personal issues that may be impacting workplace performance Provides support and tools to employees dealing with difficult situations EAP address concerns before they impact performance Or after performance has been impacted
- 31. Training for Managersabout the EAP 31
- 32. Tools for Employees 32 Short-term counselling Life coaching Resiliency training Stress management Workplace conflict issues
- 33. Tools for Employees 33 Conflict and communication training Team building Mental health strategies Time management Work/Life balance strategies
- 34.
- 35. Creating Value 35 Ameaningful part of the organization’s strategic plan Custom services Risk mitigation
- 36.
- 37. THANK YOU! 37 Thank youfor the opportunity to present to you today!
- 38.
- 39. We are hereto help! 39 #517-7620 Elbow Drive SW Calgary, AB T2V 1K2 403-264-5288 www.hylton.ca 800-449-5866 chris@hylton.ca
- 40. Let’s get social! 40 Facebookfacebook.com/pages/cghylton Twitter @HyltonYYC Google + plus.google.com/u/0/109237546846077340442/posts YouTube youtube.com/user/CGHylton LinkedIn ca.linkedin.com/in/cghylton
Editor's Notes
- #7 Also talk about the use of the perf management interview to discuss the value of the EAP for ees in need
- #8 You can use this image to talk a bit about performance management programs across organizations. Provide anecdotes of ineffective performance management programs that you have seen over the years. Example: Performance management systems that consisted of managers conducting a review once a year (or less!) without providing any tools or feedback at any other time. Ones that fail to engage employees, fail to have specific goals, specific training plans Ones that fail to train managers in how to do performance appraisal review interviews Talk about performance management trends that ended up being ineffective. Example: Performance appraisals that assess only behaviors/traits instead of outcomes related directly to the job Example: Forced ranking systems which identify an organization’s best and worst performing employees and uses person to person comparisons Example: Salary Grids, typically used in government or union environments where salary increases occur purely as a result of seniority, regardless of performance Image obtained from http://hrdailyadvisor.blr.com/2012/04/22/12-performance-appraisal-best-practices/
- #10 Flip to next slide
- #11 - This definition really highlights the fact that performance management is not just a theory or a value, it is an series of actions.
- #12 Discuss how an organization operating without a strong performance management strategy is similar to a plane trying to fly without a pilot.
- #13 - Image from http://baltimorespectator.blogspot.ca/2015/02/southwest-airlines-plane-makes.html#.VcO3YPlViko
- #14 Discuss consequences of these factors: poor performance management -ees do not know what is expected of them Ees do not go to work to do a bad job, they want to make a difference But without performance management, they are just going thru the motions Org Inefficiency – if ees do not know what to do, do you think the org is productive? Noooo Ees are the organization Lost productivity – if there is no goals and objectives, no measuring stick, there can be no accountability Low ee morale and engagement – Decreased worklpace safety – if ees are not engaged, just going thru the motions, not following safety procedures, they are putting themselves and others at risk Workplace safety requires constant reminders to staff, it is not a one time thing If Managers are not conducting the Annual Performance Review or not conducting the Review properly, they will not take time with the ee to determine if suffering from any mental health issues that the EAP could address
- #15 Increased productivity Ees know what to do Know how to work safely Know they are part of a team that cares about them Motivate ees Once ees know what they are supposed to do, they step up to the plate, they do their best Healthier financials All this translates into a better bottom line Greater clarity around roles and responsibilities It is all outlined in the job description which forms part of the Annual Perf Review Improved ee morale and retention We have not spoken of retention, how to keep staff working for the organization. Why do ees leave? Usually not monetary, use they have a bad boss, a boss that does not provide thanks and guidance, does not provide effective performance management Conversly why do ees stay? They are engaged, they know what their roles is, as identified by the goals and objectives outlined in the job description which has been updated in the Annual Performance Review. They know they are appreciated, they know their career path, backed up by a training plan, also updated in the Perf Review
- #16 Organizations transform into highly efficient and impressive entities! Does anyone know why Canada geese fly in a V formation?
- #18 Image credited to http://www.thetraininglink.com.au/ Does anyone know organizations that have bosses like this? Does anyone have a performance review story they wish to share?
- #19 Review each point and discuss in further detail, providing examples or anecdotes if applicable. Managers do not understand the Performance Review process Do not understand the overall purpose The purpose is not to berate the ee about the organization’s failings Not to list all the ee’s faults Process is designed to get chart a course for the coming year WITH the ee in terms of what the ee is doing Process is more effective the more ee centric the process is. What are specific and measurable goals and objectives? What does the ee need to be successful? Tools and equipment? Training? Backup and support? Are there any mental health issues for the ee or family members, that the EAP can help with? Not trained in how to do the Performance Review with their staff What is the number one fear of most people? (Public Speaking) What is the second most feared task of most managers? (Conducting the Performance Review) Training Managers in how the process is not only vital to the success of the organization, but it is also a great way for the Manager to thank the ee, and check in with them around their role, and needs. View it as time consuming And a waster of time, because they don’t understand the benefits of the Performance Review Managers are uncomfortable delivering negative feedback No one likes to be the bearer of bad news Performance management should be an ongoing process so that the ee does not fail Thru training the Manager learns how to mix good and bad news in a constructive manner that permits the ee to feel good about making positive changes Managers are disconnected from ees and their day to day activities This may be do, but Managers that are disconnected are not being good Managers Through the Performance Management process the Manager can check in with staff throughout the year and at the Annual Performance Review
- #20 Performance reviews can be stressful and anxiety provoking Ees should view this as a positive experience, providing them with feedback on how to do their job better both throughout the year and at the Annual Review Lack of clarity around their role and responsibilities This can be corrected in discussions with their Manager Lack of clarity around the performance management process Managers can clarify the purpose of the process, and show how useful it is for ees and the organization Feedback can feel subjective and personal Managers can make the process less subjective and personal by addressing issues on a generic basis, avoiding personal accusations It is difficult to receive negative feedback Managers can mix the positive with the negative and provide the ee with the training they need to overcome any negatives Communication is one way
- #21 Poorly handled performance management processes can have a significant and deleterious impact on employees. The negative ramifications can affect employees professionally and personally. Ees see themselves as a failure, they become disenchanted, they feel defeated and angry All this can be avoided and turned into a positive
- #22 Review each point, adding additional information and anecdotes if applicable. Decreased motivation Ees are easily demotivated Decreased productivity and performance If they are demotivated, they are not going to be productive Disconnection from the workplace Increased presenteeism and absenteeism Confusion about their role and responsibilities They are then confused about what they are supposed to be doing
- #23 Studies and experience have repeatedly demonstrated that all of the previously listed factors can be key contributors to workplace stress and can lead to diagnosis of depression and anxiety. Depression, stress, and anxiety are common contributors to absences from work and disability. Elaborate with additional information and anecdotes if applicable. The EAP is perfectly capable of addressing depression and anxiety But if the Managers and the Performance Management system in general is not set up to Identify troubled staff the EAP will not be able to reach as many staff as possible
- #24 On an earlier slide, we reviewed just some of the eventual organizational consequences of poor performance management. Here we are looking at the impact on the day-to-day operation and effectiveness of the organization. Review each point, adding information and detail from own experiences if applicable.
- #26 - Get the audience giggling a little with some humour; let them know that you will be presenting some ideas and strategies that will really push the boundaries of traditional relationships between EAP providers and the organizations they work with
- #27 Typically, EAP professionals remain at arm’s length from the various human resources functions of an organization. With respect to performance management, EAP professionals have a unique and useful set of skills, experience, and tools to help organizations weather the performance management storm. EAP professionals can offer a variety of tools in partnership with HR and management teams to help organizations develop, implement, and sustain effective performance management programs.
- #28 Review each point Identifying potential performance issues Performance management is ongoing and at the annual review Promptly addressing performance issues Respectful communication, coaching Assisting staff to be their best Determining the root cause of issues Lack of training? Something more? Managers can be trained by the EAP to identify the troubled employee, to look for the small things that may point to larger issues in ee’s lives, that EAP can then address
- #29 - Provide scenarios for each type of referral
- #30 Review each point, adding information and anecdotes from your own experience if applicable. Mental health promotion in the workplace EAPs often has a wellness component that employers can use to enhance mental health within the workplace Benefit carriers can be asked to provide the top ten list of prescription meds used by the organization’s staff This can be used to create a series of workshops about the underlying issues – typically depression, stress, insomnia, as well as diseases Understand duty to accommodate Creating a return to work strategy for employees should involve a mental health component and EAP Eliminate discrimination against employees who experience mental health diagnoses and concerns Workshops can normalize many mental health wellness issues and show that the vast proportion of staff experience mental health challenges from time to time Create a non-judgemental and supportive workplace community Wellness programs have proven to be very good at creating a supportive workplace I can remember one employee that was very reluctant to return to work after his office meltdown To the contrary the employer was so pleased that the EAP and time off interventions worked so well that the employer created a sense of celebration around the ee returning, which created a positive buzz with all staff, and the workplace! Ensure managers and staff have access to support and resources for managing mental health in the workplace HR and EAP have to align against the common enemies of ignorance and lack of training within the workplace Adapted from www.mindfulemployer.ca
- #31 - Review each point, adding information and anecdotes from your own experience if applicable.
- #32 For a long time, EAPs were renowned for providing confidential counselling services to employees, most often to address substance abuse issues. Not only is it helpful to train Managers in how to do an effective performance interview, BUT, it is also vital to communicate to Managers the value of mentioning EAP to employees who appear to be struggling with personal issues in the interview. Managers are not there to solve employees personal issues, but they are there to ensure that employees are productive while at work, and EAP can provide the support needed
- #33 - Review each point, adding information and anecdotes from your own experience and expertise if applicable.
- #34 - Review each point, adding information and anecdotes from your own experience and expertise if applicable.
- #35 Organizations want to see an ROI from EAPs. Programs and services will have more opportunity to stay and grow with organizations if they can effectively demonstrate their value in multiple and meaningful ways. To continue to grow and have an impact, EAP professionals must bridge the gap between focusing exclusively on employee health and start addressing organizational goals. EAP professionals are in a unique position to do so as they are at arm’s length from the organization and can be more objective while still understanding the organizational culture and concerns.
- #36 Within the existing framework of the organization, EAP can become a strategic partner to help reach performance management goals. Custom services demonstrate an EAP professional’s commitment to innovation; shows that they are dedicated to finding solutions for the organization and not looking to force the organization into a cookie cutter solution. Offering to unbundle services and provide them with custom options that are aligned with the organization’s performance management program shows the organization that the EAP professional has been listening and is responding with relevant thoughts and suggestions, not just trying to sell one line of services to as many organizations as possible. EAP professionals are in a unique position to help organizations understand and mitigate risks. By using experiences from comparable organizations, the EAP professionals can help companies understand where they may be at risk and help them mitigate these risks with services. Example of risk: employees working while trying to deal with a mental health condition “on their own” Example of mitigating risks: offering accessible counselling and other onsite services designed specifically to enhance overall mental health and wellbeing.
- #37 Offering services specifically tied to organizational performance management goals provides EAP professionals with the opportunity to collect and analyze data about the program’s value and effectiveness. Program data can help with overall engagement and enhanced communication between EAP professionals and the organization because it provides objective insight into what is working well and what areas require additional attention or improvement. Using a combination of data and narrative reports, EAP professionals can demonstrate how programs and services have/or could have impacted overall performance management strategies. Add information and anecdotes from your own experience and expertise if applicable.