EMPLOYEE ASSISTANCE PROGRAM
When the University employee's
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 job performance.
II. APPLICABLE TO:
All University employees.
Vice President for Human Resource Administration 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
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.
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 this program.
4. Nothing in
this policy abrogates established University policies and procedures regarding
nor does it alter the provisions of the union contracts.
Administrators and supervisors should be alert, through continuing observation,
to changes in the work and
behavioral patterns of personnel under their supervision.
should document all specific instances where employees fail to meet established
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 occur.
Interviews should focus on job deficiencies rather than personal observations or
judgments. 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.
4. During the
first interview employees should be confronted with documented instances of
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.
should continue to document the employees' job performance. If it continues to
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 agencies.
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 employee chooses 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 employee's 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 employee to improve.
After a reasonable period of time, job performance must return to satisfactory levels or traditional
disciplinary procedures will be implemented.
employee who seeks assistance through this program may voluntarily discuss the
matter with the
the Assistant Vice President for Human Resource Administration without involving any other University
Record. The Assistant Vice President for Human Resource
Administration will be responsible for
the generation and confidential retention of this record. The record will not be included in the employee's
personnel file or any other University file.