Case Study

Regional Healthcare Provider

Industry: Healthcare

Challenge

EAPs with robust offerings can be costly. At this regional healthcare system, the team needed mental health services with good value beyond that of a standard EAP. Their prior EAP provider was acceptable. It was average–not bad, just average. A member of their team had previous experience with MYgroup, so she asked if their organization would be willing to look into it. MYgroup provided greater value at less cost. Plus, they considered MYgroup’s product and services overall to be better, and the service to be unmatched.

Solution

By nature, this organization has a great deal of turnover. Being able to provide a robust EAP gives them an extra leg up over other sources of employment for their workforce. Plus, given that their employees change often, many could miss the annual enrollment and explanation of corporate benefits. This organization’s account manager with MYgroup has been really responsive to this situation, offering other ways of getting the information out, making sure they constantly have what they need and that their employees know about the EAP through MYgroup.

They experience lots of change at this organization but to them, MYgroup is always consistent and constant.

Results

In addition to being able to offer such a robust EAP, MYgroup has training opportunities available for this workforce. This helps retain employees too, as well as grow and develop them. They regularly communication that their service with MYgroup is exceptional.

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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?