Employee Assistance Program
DATE: April, 1980
When University employees' job performance is adversely affected
by personal problems, the University's commitment to excellence and
the general health and welfare of the University community requires
that immediate corrective action be taken to assist such employees
and their families by referring them to professional counselors. It
shall be the policy of the University through this program to assist
employees who are identified as having problems that interfere with
1. Assistant Vice President for personnel to develop policies and
procedures and to administer the program.
2. Supervisors to recognize and motivate troubled employees to
acknowledge the need for help and to seek treatment when it adversely
affects their job performance.
3. Employees to seek counseling, diagnosis, and treatment, where
necessary, when problems cause unsatisfactory job performance.
Employees with problems are strongly encouraged to discuss the
matter with their supervisors or seek help on their own. However,
supervisors may refer employees to this program with the intention of
arresting job-performance deterioration before disciplinary action is
necessary or the employee becomes unemployable.
Public counseling and referral services available in the local
community will work with the University by accepting referrals for
diagnosis, treatment, and counseling.
Documentation will be limited solely to a record that a referral
has been made. Records of referral will be kept strictly
confidential. Moreover, no employees shall have their job security or
promotional opportunities jeopardized as a result of participation in
Nothing in this policy abrogates established University policies
and procedures regarding disciplinary action nor does it alter the
provisions of union contracts.
Administrators and supervisors should be alert, through
continuing observation, to changes in the work and behavioral
patterns of personnel under their supervision.
Supervisors should document all specific instances where
employees fail to meet established standards or where the individual
patterns of performance appear to be deteriorating. This will provide
supervisors with meaningful data to use in discussions with
employees. Incidents such as declining job performance, poor quality,
and developing absenteeism patterns, should be written down as they
Interviews should focus on job deficiencies rather than personal
observations or judgements. Be sure the employees understand their
duties, what you expect of them in work performance, and specifically
where they are failing to meet these standards. Interviews should be
constructive, confidential, and held in private settings. Make no
attempt to diagnose or counsel; a diagnostic and referral agent has
specific training in these areas.
During the first interview employees should be confronted with
documented instances of unsatisfactory job performance and given
suggestions for correcting them. Suggest the availability of the
Employee Assistance Program including professional help to assist
them in improving their declining job performance. Emphasize that
their job performance must improve immediately and be maintained at
adequate levels. Record the highlights of the interview and contact
the union representative if appropriate.
Supervisors should continue to document the employees' job
performance. If it continues to deteriorate or does not improve,
supervisors should warn the employees that continued poor performance
may result in disciplinary action or dismissal. Strongly recommend
utilization of the Employee Assistance Program. If employees
acknowledge the need for help, refer them to the Employee Assistance
administrator who will make appointments with appropriate agents or
If employees do not feel personal problems are contributing to
unsatisfactory work performance, they must be given a firm choice
between accepting the employee assistance, or accepting the
consequences of continued, unsatisfactory job performance. They must
be told that a period of poor performance has been tolerated but
cannot be permitted to continue. If the employees choose to utilize
the service of the Employee Assistance Program, they should be
reminded that their jobs are not jeopardized and traditional action
may be waived as long as the employees' job performance continues to
improve. However, they will have no special privileges. It is the
responsibility of the supervisor to monitor the adequacy of job
performance and to determine whether or not the program is having the
desired outcome of helping the employees to improve. After a
reasonable period of time, job performance must return to
satisfactory levels or traditional disciplinary procedures will be
An employee who seeks assistance through this program may
voluntarily discuss the matter with the Assistant Vice President for
Personnel without involving any other University employee.
Referral Record. The Assistant Vice President for
Personnel will be responsible for the generation and confidential
retention of this record. The record will not be included in the
employees' personnel file or any other University file.