Case Study

Regional Healthcare System

Industry: Healthcare

Challenge

A regional healthcare system with thousands of employees, including clinical staff, physicians, and advanced care providers, faced significant workforce challenges during the COVID-19 pandemic. Increased stress, burnout, anxiety, and emotional fatigue affected employees across the organization, while physical distancing requirements created feelings of isolation and disconnection among staff members.

To support employee well-being and maintain emotional resilience during a period of unprecedented pressure, the organization needed accessible, flexible, and confidential support resources capable of meeting the unique demands of healthcare professionals.

Solution

The healthcare system partnered with MYgroup to provide Employee Assistance Program (EAP) services tailored to the needs of a complex healthcare environment. Leveraging its healthcare industry expertise and flexible service model, MYgroup quickly transitioned support resources to virtual and online formats, making it easier for employees to access care despite demanding schedules and increased personal responsibilities.

Employees were able to utilize confidential assessments, short-term counseling, referrals, and follow-up support services remotely, allowing them to seek assistance conveniently and privately. The accessibility and confidentiality of the online platform helped foster trust and encouraged utilization among healthcare professionals who may otherwise have hesitated to seek support for themselves.

Results

The partnership with MYgroup helped the organization strengthen support for employees during a period of extraordinary operational and emotional strain. Staff across a wide range of roles gained access to free, convenient, and confidential counseling and work-life resources designed to help them manage personal and professional challenges.

MYgroup’s flexibility, responsiveness, and healthcare-focused expertise made the organization an important partner in supporting employee well-being, reinforcing the belief that when healthcare employees are properly supported, they are better equipped to care for patients and their communities.

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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?