Supervisor Referral Process

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Supervisor Referral Process

• As a supervisor or manager, you have the ongoing
  responsibility for what
• goes on in the workplace and for the performance
  of the employees who
• report to you. Additionally, you form a link
  between employers and various
• support groups such as Human Resources, Employee
  Relations, Security,
• etc.
• One of the most effective approaches for a
  supervisor is making sure that
• each employees performance and behavior
  continues to meet all job
• descriptions and standards of conduct.
• Focusing on job-related behavior and performance
  allows you to balance
• The rights of individual employees to privacy and
  fair treatment
• The rights of the organization and the work group
  to have a safe, secure and productive work
  environment.

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There are 5 basic steps in the referral
process1. Observation Some guidelines for
observing employee performance are -Pay
attention to changes in behavior or conduct.
There may be early warning signs of possible job
performance issues -Focus on job performance
issues as soon as possible (the cause of the
problem may not be your concern). -Apply the
same standards to all employees. -Don't let
age, seniority, acquaintance, or sympathy deter
you from an honest evaluation of an employee's
performance -Do not discuss your observances
with other employees -Consult with someone who
can provide professional advice or guidance.
This may be someone in Human Resources, Employee
Relations or an EAP counselor,.
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• 2. Documentation

Observation alone cannot form the basis of a
constructive performance management approach.
Supervisors must keep a written record of your
observations and discussions of employee job
performance-To record conversations with the
employee rather than rely on memory, which may
have a different interpretation. -To give the
employee specific evidence of how his or her
performance is being affected. -To help the
supervisor recognize a pattern of problem
behavior and be confident that confrontation is
necessary.
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3. Preparation Consult with an EAP counselor to
report a supervisor referral. There may come a
point when an employee must be confronted
concerning job performance issues. The employee
has a right to know how he or she is doing and
have a chance to correct the problem. As a
representative of the company you have an
obligation to expect appropriate behavior and
satisfactory job performance. As a supervisor it
will be important for you to make the interaction
as constructive as possible -be well-prepared
-have yourself mentally prepared for the
meeting -keep the focus on performance issues
-anticipate ways the meeting could potentially
play out.
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• 4. Coaching

During the meeting with the employee certain key
actions must take place in order for effective
interaction to occur-Express your concern
about the job performance state the problem, and
be prepared with specific documentation. This
action should take place quickly and calmly.
-Establish an action plan by developing specific
goals and time frames. Make sure these are
measurable, realistic and achievable. -Obtain a
commitment from the employee in writing if need
be that the problem will be corrected and by
what date. -Explain the consequences to the
employee of what can occur if the goals and time
frames are not met. Be sure that consequences
follow company policy and procedures.
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5. Follow-up At the follow-up meeting the
supervisor will need to address one of the
following -Commitment made by the employee is
not kept and performance remains the same or
has further deteriorated. -Commitment by the
employee is kept and performance improved. It
is important to do this component even if
everything has turned itself around. It is
important to be able to let the employee know
that their hard work has been noticed and
appreciated.
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The Process-Observe and document problems
-Confront employee with performance issues
-Decision to make a supervisor referral -
Call EAP 704.384.7475 or 800.688.9013 identify
yourself, your department, and say "I want to
make a supervisor referral". A counselor will
talk with you about the performance issues. -
Supervisor or employee makes appointment -
Counselor will meet with employee - Counselor
will discuss compliance focusing on
recommendations and EAP attendance
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Employee Performance Checklist
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Employee Performance Checklist
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Meeting Preparation Checklist
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Diagnosing Performance Problems

• Does the employee have the chance to do the job
  as delineated by
• having the authority to match level of
  responsibility
• receiving the support of management in decision
  making
• being given appropriate pay and incentives to
  make employee want to work
• getting the needed resources to carry out the job
  
• receiving appropriate supervision to allow
  achievement
• having management explain to co-workers the
  change in position and the expectations placed on
  them
• Employees "wanting to" do the job ties directly
  into their level of motivation. The
• other areas can be remediated but motivation
  typically is an intrinsic factor.
• Determining the motivation of the employee is
  important. Some individuals are
• motivated solely by money which makes them happy
  employees only on payday.

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Diagnosing Performance Problems

•                                              
• Does the employee want to
• do what is required in the job
• be competitive and assertive in the job
• assist the company in reaching its goals
• work for the pay, benefits and incentives the job
  offers
• work as independently as the job allows
• resolve issues that come up in the job and with
  coworkers
• change as the job needs change be a "team player"
  working for the common good

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Diagnosing Performance Problems

• Does the employee know how to
• perform the duties of the job
• keep timelines in mind when working on projects
• use interpersonal and technical skills
• embrace technology
• establish proper habits for attendance,
  tardiness, use of company time for personal
  issues, etc.
• self motivate
• separate personal and work environments
• take care of self sufficiently to be a positive
  asset to the workplace (grooming, appropriate
  clothing, manners)