1. New Leader Orientation US MY EMPLOYEE ASSISTANCE PROGRAM
CATERPILLAR CONFIDENTIAL: GREEN

2. Employee Assistance Program (EAP)
What is Caterpillar’s EAP?
The EAP is a voluntary, confidential, FREE benefit designed to help you and your family address and resolve a variety of personal issues before they impact your well-being, health or productivity.
The EAP offers traditional counseling benefits as well as work-life resources to help in many other areas of our lives.
1-866-CAT-0565

3. Why Do We Offer EAP?
All of us face circumstances that distract from our important roles at home and work.
Rarely do life’s demands come neatly packaged, one at a time.
We recognize the importance of:
Resolving personal issues early and staying healthy
Balancing the competing demands of our personal and work lives.
It is a win/win for employees and Caterpillar

4. Most people do very well most of the time. BUT. . .
Resolving identity theft
can consume over
60 hours of time
Anyone with a new
baby will eventually
have a teenager
Most people do very well most of the time.
BUT. . .
Life gets complicated. Everyone, at some point, has to address personal problems and balance the demands at home and work. Often, we don’t know where to turn for assistance.
Anyone with a parent
may eventually have
to find elder care
At any time, nearly 7%
of Americans suffer
from Depression
1 out of 7 employed
Americans has a
substance abuse problem
The divorce rate for first
marriages is about 50%

5. Personal face-to-face counseling
The EAP offers:
Personal face-to-face counseling
Confidential assessment, short-term counseling (up to 6 sessions) with licensed professional counselors
Referrals to specialty providers as needed
Carefully selected counselors available in communities where Caterpillar has facilities
On-site services available in some locations
Confidential and free to you and your immediate family

6. Counseling can help with:
Depression/Anxiety
Marital, family or relationship difficulties
Drug, alcohol and other addictions
Child and adolescent issues
Stress management
Work-related and performance issues
Grief and loss
Managing and coping with change

7. The EAP offers: Work-Life Services
Confidential consultation, assessment, information and referrals for a wide variety of personal and social issues– both big and small
Web-based information and real-time chat with work-life consultants
Detailed resources and referrals that match your needs- referrals have confirmed availability
Delivered, on average, within 12 business hours – 6 business hours for emergency requests
Many resources for you and your family

8. The EAP provides consultation, assessment, information and referrals for:
Childcare, back-up care, summer camps
Eldercare, in-home support, assisted living centers
In-home eldercare assessment
Identity theft
Legal consultation
Financial consultation and money management
End-of-life issues: living wills, power of attorney forms
School information
Adoption assistance and referrals
Resources and referrals for daily living: home improvement, pet care, and entertainment
These new services are called Work-Life services. They are designed to help make your life, both at home and at work, more manageable.
Just to name a few.

9. Accessing the EAP Free, confidential assistance
By phone: CAT-0565
By web. Click on the Employee Assistance Program tab at:
On-site EAP offices
Free, confidential assistance

10. The Employee Assistance Program tab on CatHealthBenefits
The Employee Assistance Program tab on CatHealthBenefits.com connects you to:
Thousands of articles and other expert resources
Podcasts, Webinars and Videos
Self assessments on personal and work-related issues
70+ Locator Tools to help you find local resources
CareSolutions self search tool for location-specific child care and older adult care provider referrals 10

12. Accessing the EAP- on site
866-CAT-0565
Mid Illinois/Indiana
Mossville Sue Kirk
E. Peoria: SS and AD Sue Kirk
Morton Sue Kirk
Tech Center Sue Kirk
Mapleton Dennis Crowell
Decatur Kathy Gissler
Pontiac Diana Brandt
Aurora Kelly Long
Joliet Katie Valentino
Lafayette Bill M/Susannah D
Corporate
Monica Ratcliff
EAP services are available on-site in these locations. All internal EAP professionals are available for consultation.
OPTIONAL SLIDE for all facilities without an internal EAP.

13. The possible effects on the organization
Struggling employee
Potential for Lowered Productivity
This diagram illustrates how employee personal problems MAY impact the workplace. It is an important legal distinction that not ALL personal problems impact performance. And NOT ALL performance problems are a result of a personal problem. But personal problems can impact performance and our business.
Loss of ee/
turnover
Absenteeism/Presenteeism
Increased medical costs
Increased accidents
Supervisory Time

14. Be aware. . .
Although we recognize that employee personal problems are common and can influence job performance, such problems do not excuse poor performance.
Therefore, it is most beneficial to identify struggling employees early and assist them in resolving their personal problems before there is a risk of performance decline and negative impact to the organization.
Stress the importance of supervisor’s role to BOTH maintain job performance AND to assist troubled employees. Supervisor’s should not excuse poor performance based on their knowledge of an employee personal problem.

15. What if there is a performance or behavior problem and you have a hunch it is related to a medical problem?
Unless you have an employee working under a reasonable accommodation, you can not discriminate supervisory actions based on our perceived knowledge of a medical problem.
If the behavior violates a rule, policy or demonstrates poor performance
Take action as you would with any other employee
Consider a referral to EAP or a Fit-for-Duty referral to Medical after you have taken your supervisory action.
If the behavior is unusual or may indicate a medical problem:
Refer to EAP
Consider a Fit-for-Duty referral if the behavior significantly impacts the workplace
Stress the importance of supervisor’s role to BOTH maintain job performance AND to assist troubled employees. Supervisor’s should not excuse poor performance based on their knowledge of an employee personal problem.

16. Participation in the EAP does not excuse an employee from applicable discipline. Also, an employee can not be disciplined for lack of participation in the EAP.
Note
Self explanatory

17. Supervisor’s Role
Supervisors and leaders are often the first to notice changes in employee behavior and performance.
It’s not a supervisor’s role to be a counselor or to help employees resolve their personal problems. In fact, they should avoid these roles.
It is supervisors’ responsibility to manage performance and guide employees to the appropriate resources.

18. Supervisor’s role Do not ignore the problem. Know the signs.
Do not diagnose, assess severity, or choose interventions
Consult (HR, security, EAP, medical) as soon as problems emerge
Respond early and refer to EAP, medical or HR
Be cautious about linking personal problems with performance; personal problems do not excuse performance problems
Supervisor’s must remain objective. Do not ignore the problem. But do not get so involved that objectivity and supervisory judgment about performance is jeopardized. Don’t be a counselor. Listen and make referrals. Act early before problems escalate.

19. The earliest signs- life stressors and triggers
Loss of a job or raise; missed promotion; layoff
Serious ongoing conflict with leaderships at work
Losses; including death, divorce, custody problems
Family problems, including domestic violence
Substance abuse
Isolation or a lack of social support
Significant financial or legal problems
All of us encounter life stresses. Experiencing these stresses does NOT mean we will become violent. But addressing employee stress at the earliest signs can go a long way to preventing routine stresses from worsening into mental health conditions. In many cases, violent acts are committed by people with a long list of unaddressed, unresolved stresses and mental health problems.
NOTE: while all of these are common, it is important to recognize with someone is experiencing these or similar problems. Most importantly, look for patterns where problems are multiple, or when they are prolonged.

20. The earliest signs-declining job performance
Don’t diagnose or counsel. Be aware, but focus on performance-based signs that an employee is struggling. Regardless of the problem, workplace behaviors will look the same. Performance decline can be one of the earliest of signs of larger problems. When a pattern of these is present, refer to the EAP, report upward and consult with HR.
Excessive absenteeism or tardiness
Difficulty with coworkers or social withdrawal
Accidents and injuries
Poor or declining work quality
Missed deadlines
Sudden or significant deterioration in performance
Difficulty accepting constructive criticism or guidance
All of us encounter life stresses. Experiencing these stresses does NOT mean we will become violent. But addressing employee stress at the earliest signs can go a long way to preventing routine stresses from worsening into mental health conditions. In many cases, violent acts are committed by people with a long list of unaddressed, unresolved stresses and mental health problems.
NOTE: while all of these are common, it is important to recognize with someone is experiencing these or similar problems. Most importantly, look for patterns where problems are multiple, or when they are prolonged.

21. Severe A change from the norm An emerging pattern
*Look out for problematic situations and behaviors of concern, particularly if they are:
Pattern
Severity
Change
Highest
Risk
Severe
A change from the norm
An emerging pattern
Human behavior can be unpredictable. While more instances of workplace violence will follow a pattern warning signs, some occur without any notice. Since people are all so different and there are so many forms of workplace violence, THERE IS NO SINGLE PROFILE THAT INDICATES A RISK OF VIOLENCE. We have to be aware of high risk situations and behaviors of concern.
The risk is highest when and employee. . .
Appears different than they normally do (change)
Demonstrates severe behaviors, circumstances or symptoms
Demonstrates a sustained pattern of several of the warning signs.

22. Remember… Everyone exhibits some of these behaviors some of the time.
Look for and document objective behavioral patterns that are well-defined and work-related
Do not ignore
Maintain your performance expectations
Know your resources
As soon as a pattern emerges, take action

23. 4 Types of EAP Supervisory Referrals
Friendly Referral: The employee’s performance is considered satisfactory.
The employee or a co-worker confides to the supervisor the presence of a personal problem. The supervisor encourages the employee to seek EAP services and provides contact information. Typically no documentation is necessary.
Most EAP cases come from either self-referrals or informal referrals- which is good. Ideally we want supervisors and employees to use the EAP BEFORE problems rise to the level of needing to be documented. However, when problems result in objective observations that are well documented- or when there is significant impact to the workplace- supervisors can use EAP as a tool for intervention with the employee. A formal (non-mandatory) referral to EAP may be included in a disciplinary action or last chance agreement. If in doubt, supervisors should consult with HR, EAP, Legal, etc.

24. 4Types of EAP Supervisory Referrals
Formal Referral: The employee has developed a pattern of poor job performance or unacceptable behavior and has been unresponsive to normal supervisory action.
The supervisor constructively confronts the employee on the basis of job performance problems, and refers the employee to the EAP as a resource for resolving any personal issues which may be contributing to the performance decline. EAP is “strongly encouraged” but not mandatory.
The supervisor contacts the EAP to provide background information about the employee’s work related problem. Only with employee consent, the EAP will report back to the supervisor whether or not the employee has contacted the EAP and if they are cooperating with recommendations. Further personnel action should not be taken if there is a refusal to access EAP.

25. 4 Types of EAP Supervisory Referrals
The fitness-for-duty referral is part of a comprehensive approach to identify and refer employees at the work site who may be unsafe to perform their duties due to impairment (chemical, psychiatric, or medical). When drug testing policies are in place, this may be referred to as a referral for “reasonable cause” testing. When reasonable cause testing is not in place at a facility, the fitness-for-duty referral can be used when a supervisor expects impairment due to drug or alcohol use.
The purpose of the fitness-for-duty referral is to protect the health and safety of the employee and the work environment.
This referral is done only when specific behavioral indicators are present (more training is available on this point).
It is completed with consultation from medical and human resources.
Must be supported by location policy, particularly where drug testing is an issue.

26. 4 Types of EAP Supervisory Referrals
Last Chance Agreement (LCA) referral. When an employee is brought back to work following a suspension or termination and required to sign a LCA, EAP involvement may be mandated as a portion of the contract.
When a LCA requires EAP involvement, the employee’s continued employment may be contingent on following through with the recommendations of the EAP.

27. Suggestions on helping an employee who is experiencing a personal problem
Do: Talk confidentially about the problem
Don’t: Ignore it
Do: Find a private place to talk
Don’t: Talk in public or in front of others

28. Suggestions on helping an employee who is experiencing a personal problem
Do: Listen without judgement
Don’t: Talk too much, criticize, or give opinions
Do: Use “I” statements
Don’t: Be aggressive or blaming
“I” statement refer to discussing issues by talking about the supervisor’s concerns, rather than the employee’s behavior. Doing this is less threatening and will increase the chance that the employee will accept the intervention. Examples include “I am concerned about XYZ.” Or “I have notice XYZ.” This is better than saying “you are doing XYZ” which has a way of making someone defensive.

29. Suggestions on helping an employee who is experiencing a personal problem
Do: Document everything, giving specific examples of problematic behavior
Don’t: Be vague or generalize
Do: Keep an “open-door policy”
Don’t: Pester, investigate, or stalk the employee

30. Suggestions on helping an employee who is experiencing a personal problem
Do: Encourage them to get help
Don’t: Try to fix the problem yourself
Do: Offer information about the EAP
Don’t: Make general comments about “getting help”

31. Suggestions on helping an employee who is experiencing a personal problem
Do: Stay focused on job performance
Don’t: Diagnose or get too involved in the details of the problem
Do: Use your resources. Contact HR and EAP.
Don’t: Act alone

32. No YES Documenting Patterns examples
“I can’t keep her around anymore. She’s going to mess up again and hurt someone. What a klutz.”
YES
“Sally has demonstrated an increase in workplace accidents. Though she has had no accidents in three years, she has been involved in the following incidents in the last month: ”

33. No YES Documenting Patterns examples “He’s never here on time.”
“Bob has been late for work 8 times this month, on the following dates: ”
These are examples of how to and NOT TO document performance problems. It is very common for very good supervisors to act appropriately but write down very little. This causes numerous problems down the road, particularly as frequently as supervisors can change jobs. A trail of documentation is essential for our (and the employee’s) understanding of a performance problem.
Be specific, objective, and detail oriented. Don’t insert judgment, opinion, or diagnosis. Tell what, when, how, who, what was said, and the outcome. Use quotes if possible. Include date, time, and witnesses. Avoid allowing emotion to enter into this documentation. Know the “patterns” and use them in this documentation.

34. No YES Documenting Patterns examples
“She is really out of it. Jane doesn’t remember anything anymore. Maybe she’s depressed or has ADHD. She’s definitely losing her mind.”
YES
“Jane failed to follow through on an assignment doing XYZ. She missed two deadlines last week.”

35. What is Workplace Violence?
Any Action that:
Threatens the safety of an employee or visitor
Impacts an employee’s physical and/or psychological well-being
Causes damage to property
Compromises the safety, security, or reputation of Caterpillar
Discussion point- before discussing the slide, have the audience discuss their definitions and preconceived ideas of what WPV is and is not.
WPV definition: notice the broad definition of workplace violence. Typically we think of WPV as physical violence. The definition includes behaviors that impact the employees’ sense of safety and psychological well-being, as well as damage to property and reputation.

36. Workplace Violence Behaviors
Workplace violence refers to a broad range of behaviors falling along a spectrum that, due to their nature and/or severity, significantly affect the workplace, generate a concern for personal safety, or result in physical injury or death. [1]
These behaviors can follow a spectrum of:
Behaviors of Concern
Threatening Behavior
Physical Assault
Injury/Death
We tend to focus on the “worst case scenario” such as active shootings and homicides that attract media attention. Most often, our definition of WPV is defined by the mass media. It’s important to remember that behavior of concern can run along a spectrum and take many forms.
We tend to focus our attention here.
[1] “Workplace Violence Prevention and Response Guideline” (ASIS GDL WPV ) ASIS International 36

37. Warning Signs- Behaviors of concern
EAP:
24/7365
History of violent behaviors
Irrational or unpredictable behavior patterns
Significant changes in behavior, appearance, hygiene
Holds grudges, obsessive, preoccupation with situations- including a fascination or stalking of another.
Unwilling to accept responsibility or constructive criticism. Appears defensive or insubordinate. Blames others.
Most of these are self-explanatory. The largest predictor of violent behavior is a history of violent behavior.
The fundamental responsibilities of supervisors are to identify patterns of ‘behaviors-of-concern’, refer to EAP and report upward.
Identify
patterns
Refer to
EAP
Report
upward and
to HR

38. Warning Signs- Behaviors of concern
Easily frustrated or angered.
Appears intimidating, negative, harassing, inappropriate or aggressive
Chronic relationship problems with customers, co-workers or supervisors
Social avoidance, withdrawal or isolation
Signs of depression, anxiety or substance abuse
EAP:
24/7/365
More behavioral indicators. Again, we want to look for patterns of these.
If anyone sees these indicators, it may be time to consult with upper levels of leadership and HR. A referral to the EAP is a must.
Identify
patterns
Refer to
EAP
Report
upward and
to HR

39. Warning Signs- Behaviors of concern
Personal, behavioral or work performance problems that continue after help has been offered or sought
Violent words, writing or threats (including veiled or possibly joking)
Accusations or complaints of being conspired against, misjudged, made fun of, persecuted, or discriminated against
Bringing a weapon to work. Exhibiting fascination with weapons or other violent events
NOTE: rarely do threats come to us as clearly articulated (e.g. “I’m going to come into the building and attack my boss at 9:15 on Tuesday morning.”) Most often the are “veiled” or said with a joking tone (e.g. “You really don’t want to give me a poor rating. There’s no telling what I may do.” or “If he doesn’t leave me alone, I may go postal.” or “Do you really want to suspend me? I own guns, you know.” or “killing runs in my family.” or “I could blow this place up and no one would know it was me.”) Veiled threats should be taken as seriously and acted on as full, direct threats.
Remember that risk of violence increases with employees are struggling with personal problems (as indicated in the previous two slides) AND they find themselves in situations where they can find no clear solutions.
Also, these Situational Indicators are more abstract than the behavioral indicators. In many cases, these will need further investigation to clarify the nature of the problem. For example, an employee complaining of being persecuted, followed or spied upon may be suffering from a serious medical condition. But they may also have a valid complaint of harassment. We just don’t know; but will need further investigation.
If such Situational Indicators are present, consult with upper levels of leadership and HR is needed. Referrals to the EAP will also be appropriate.
Identify
patterns
Refer to
EAP
Report
upward and
to HR

40. Other examples of Workplace Violence
Verbal abuse
Insubordination
Threats from vague to specific, incl. veiled
Harassment of all kinds
Verbal, physical, sexual
Stalking
Domestic violence carried over into the workplace
Product contamination / sabotage. Vandalism.
Physical assaults
Damage to property/ company reputation
Breach of security; I.T. or physical
All of these behaviors are contrary to our Values in Action. Ignoring these behaviors is also contrary to the Values in Action
Employees and supervisors have some responsibility in protecting our workplaces.
Again, we tend to think of WPV in terms of the media images we see- which are often of serious assault, shooting and murders.
It is risky to focus on these forms of WPV because.
Large scale incidents, shootings and murders are very rare. If we focus only on these we may miss the many other incidents that need our attention.
By focusing on the more common, less severe forms of WPV we stand to prevent the more commonplace incidents from escalating into more severe forms of WPV.
Here is a list of just a few forms of WPV. Keep in mind that WPV is more than just assaults and can include stalking, harassment, domestic violence, IT security breeches and damage to company property. ALL OF THESE BEHAVIORS ARE CONTRARY TO CATERILLAR’S VALUES. IGNORING THEM IS ALSO CONTRARY TO OUR VALUES.

41. Global Caterpillar Emergency Number
ALL THREATS AND INCIDENTS OF WORKPLACE VIOLENCE MUST BE REPORTED IMMEDIATELY
Employees, front-line supervisors and HR reps should report concerns upward and to their ERTs.
Senior HR, facilities managers and ERTs can consult with the Threat Assessment Team members, call or Caterpillar emergency response
Global Caterpillar Emergency Number
or toll free in North America
We will talk much more about this as the presentation continues. But let’s level set. You are required to seek consultation and report ANY risk or incidents of workplace violence. The key message is that WHO and HOW you report will depend on your work responsibilities.
1. Employees, HR reps and front-line supervisors are to reports risks and WPV events upward. This is covered in the 1st half of the presentation and in the “Level 1” training.
2. Those receiving the reports (senior HR, facility managers, senior managers, local ERTs etc.) should determine if a localized response is appropriate, OR if they need to seek the consultation of the Corporate Crisis Management Team (CCMT). In emergency situations, local responders can call or the 24/7 Caterpillar emergency response.
These are the 24/7 numbers that can connect you with Global Security and others who are involved in threat assessment and response. REPORT AND CONSULT AT THE EARIEST SIGNS.

42. Consultation, Reporting and Referral Options
Reporting situations
and behaviors of
concern is NOT
optional.
Local Emergency Response Team (ERT)
Corporate Threat Assessment Team (TAT)
EAP 24/7 – CAT-0565
On site in some locations
Corporate- Dr. John Pompe –
Caterpillar’s Global Emergency Number- 24/7 Corporate Security link to the Emergency Response Teams and Corporate Crisis Management Teams
9-1-1 is an option (U.S. - rarely used)
Global Caterpillar Emergency Number
or toll free in North America
(Customize this slide with relevant local information)
Your local ERT is the front line for WPV reporting. When a formal ERT is not in place, facility and senior management and local HR should receive reports about WPV risks.
In URGENT situations, local ERT members can contact members of the CCMT for support, consultation and action planning.
HOWEVER- CCMT members are not always available. After hours and when internal SMEs can not be reached, local and BU ERT members can also contact Caterpillar’s Global Emergency Number at the number in the Blue Box. CRG is available 24/7 and can respond to URGENT situations. They will contact the regional Security Managers (North America- Fred Albert, Latin America- Dan Donohue) for next steps.
In CRITICAL AND EMEMERGENCY SITUATIONS- calling 911 is appropriate BUT SHOULD BE USED WITH CAUTION. When possible, calls to should be made by senior leaders or on-site security. We generally want to avoid having local law enforcement respond (with lights and sirens) to non-critical situations at a Caterpillar facility unless it’s necessary.

43. Accessing the Corporate Threat Assessment Team (TAT)
Bobbie Lambert - Global Security
Lisa Cordani - Corporate HR
Dr. John Pompe - Corp. Medical/EAP
Monica Ratcliff - Corp. Medical/EAP
Johna Hedden - Legal Services
Kendrick Cobb - Legal Services
Caroline Davidson-Hood
Don Knox - EH&S
Jeff Schaeffer - EH&S
Jim Burwitz – HR Communications
EAP services are available on-site in these locations. All internal EAP professionals are available for consultation.
OPTIONAL SLIDE for all facilities without an internal EAP.

44. Supervisors can play a role- “QPR”
Suicide Prevention
Supervisors can play a role- “QPR”
Question if they have thought of suicide.
- “Have you had thoughts of hurting yourself?”
Persuade them to get help
- “I’m concerned about you. I really would like for you to talk to someone about this.”
Refer to the EAP or other resource
- “Here’s the number for the EAP. It’s completely confidential.”

45. Case Examples Frank Sarah Charlie Lucy
Break into groups of four. Discuss and determine:
Type of EAP referral?
Why?
What should/could have been done differently?

46. Case Example I
Frank has worked with me for 20 years and I have been supervising him for the past 5 years. He recently lost his wife of 35 years and I know that he must be depressed, but he refuses to go to EAP. I keep telling him to go, but he keeps telling me he is fine. There haven’t been any work-related problems or changes in his production levels.
 Supervisory Referral Option: Friendly Referral
  There is no indication that this employee’s work environment is being impacted. Many people are able to suffer great losses with minimal impact on their work.
  Be aware not to diagnose “I know that he must be depressed.” Depression is a clinical term that may or may not be appropriate for this employee. Only through a clinical evaluation by a qualified professional can someone be diagnosed with depression. This is not a supervisor’s role.
  Do not pester or stalk the employee. “I keep telling him to go.”

47. Case Example II
Sarah’s husband of 5 years died suddenly. I just started supervising her, so I am not sure if her work has been impacted or not. She seems okay, so I don’t want to bring the subject up in case it makes her depressed. Besides that, this is a sensitive issue and I don’t really feel comfortable bringing it up with her.
Supervisory Referral Option: Friendly Referral
  This is a major life event and one of the red flags that someone may need help, so do not ignore the event. Take Sarah into your office, empathetically express your concern and let her know you want her to be aware of all supports available to her.
  Use your supports, if you are unsure if an employee’s behavior is of concern, contact HR/LR/EAP and/or the employee’s former supervisor.

48. Case Example III
Charlie has been a great employee, always coming to work on time, good quality control, never had an injury or issue with co-workers. Several months ago his wife died after a long illness. A few months ago he started coming into work late once every few weeks, then it was at least once a week. Then I noticed he was arguing with one of his co-workers, and last week he cut his finger. It was a minor injury, but very out of character for Charlie as it was easily avoided. This week a couple of his co-workers came up to me with concerns about Charlie not paying attention and working very slowly. Today I noticed his hands shaking and he passed me and it was like he didn’t even see me.

49. Case Example III (continued)
Supervisory Referral Option: Fitness for Duty
  This employee is exhibiting documentable behaviors that can be considered a safety issue in addition to performance becoming an issue. A lack of concentration, carelessness, and lethargic behaviors can be attributed to a physical or emotional issue that needs to be ruled in/out by a qualified examiner. In this case, the supervisor should send the employee to the onsite or contracted medical clinic. Once there, the occupational health physician will assess fitness and collaborate with EAP as needed.
  Keep in mind to refer to EAP when behavior changes first start. As soon as this employee started coming into work late, he could have been referred to EAP as a Friendly Referral. The supervisor could have contacted EAP/HR/LR at any point for a supervisor consultation.

50. Case Example IV
My employee, Lucy, is a good worker, but I find myself dreading seeing her. I feel like I am spending a great deal of energy on her. When I told her that overtime was mandatory, she screamed and fell to the floor saying she couldn’t take any more. That CAT asks too much from everyone. This is not the first time she has done this, which then interrupts the line production as everyone in the area is disturbed by her actions. I usually take her to my office, but then spend an hour trying to get her to calm down. I’ve had some people say they feel like they are walking on eggshells around this employee. The other day I noticed that she seemed to be mixing something at the desk in her area. I watched to see what was happening and witnessed her pour batter into a baking pan, and then put the pan in one of the production ovens. When I confronted her, she became upset stating that she was just trying to do something nice for everyone since they had been working so hard. Most days she seems to be in a happy mood, but I never know when that will be and I feel exhausted dealing with her. I saw a commercial about mood swings and I think she is Bi-Polar so I don’t want to punish her.

51. Case Example IV (continued)
Supervisory Referral Option: Formal Referral
  Strongly recommend EAP, offer to make an appointment for the employee or to walk the employee to the EAP office.
  Hopefully, the supervisor has already discussed with the employee her inappropriate behaviors, which have led to interruption in production. Keep the focus on the behaviors and disruption to the work environment.
  At any point, the supervisor can contact EAP for a consultation to discuss how to approach the employee
  At this point, if the employee refuses EAP no disciplinary action can be taken against the employee for not contacting EAP. But, you can continue to address behaviors per CAT policy & procedure.

52. Questions?
Monica Ratcliff, LCSW, PHR
EAP Manager