SEAP

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SEAP
Supervisor-Manager Session
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Objectives...
Enabling behavior
Performance-based intervention
COCE
Higher risk behavior
On-site services
Using SEAP Services
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Enabling Behavior
Any action or inaction that allows an individual
to continue negative/inappropriate behavior
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Enabling examples
Overlooking lateness/absences
Accepting excuses
Doing work for employee
Making special arrangements
Counseling the employee for personal problems
Covering for the employee
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Why Supervisors Enable
Emotionally manipulated by employee
Personal friendship
Ignore problem and hope it will go away
Fear of damaging employees career
Thinking it will help
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Consequences of Enabling
For the employee?
For the workplace?
For the supervisor?
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Consequences of Enabling
For employee
Situation will escalate Issues will get worse
and more burdensome Potential for serious
outcomes increases
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Consequences of Enabling
For the workplace
Co-workers resentful/increased stress Interperson
al problems created Disrupt work site and create
new problems Morale may decrease
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Consequences of Enabling
For the supervisor

• Supervisors credibility compromised
• Situation more complex difficult to handle
• Increased chance of labor disputes over disparate
  treatment

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Performance Based Intervention
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Progressive Discipline
Corrective Counseling
Verbal/Written Reprimands
Suspension
Termination
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Six levels of SEAP Intervention
Awareness
Suggestion
Recommendation
Strong Urging
COCE
Termination
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Effective Intervention Five Steps

• Identification of impaired employee
• Documentation
• Preparing for a constructive interview
• Conducting an interview
• Post Referral/Follow Through

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Identification
Employee properly trained?
Work-related factors beyond employee control have
been addressed?
Employee aware of performance standards?
Persistent pattern of performance or behavior?
Level of functioning ever at acceptable level?
Repeated warnings?
Frequent assistance/close supervision?
Understanding of whats acceptable?
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Documentation
Who, what, when, where
Record while the facts are still clear
Record factually and objectively
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Preparing for Interview
Gather documentation and review
Identify objective information to discuss
Anticipate employees possible reactions
Consider level of intervention
Have information on SEAP handy
Contact union steward if appropriate
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Conducting Interview
Private and uninterrupted
Keep any personal information disclosed
confidential
Treat with respect and dignity
Make expectations clear
Make SEAP referral
Schedule follow-up meeting
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How to Make Referral
If personal problems are affecting your
performance and/or behavior at work, assistance
may be available to you through SEAP
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Follow Through
Hold follow-up meeting
Dont let matter drop
Remain focused on performance
Remain aware of employees attitude and effort
Communicate and work together!
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Six levels of SEAP Intervention
Awareness
Suggestion
Recommendation
Strong Urging
COCE
Termination
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1st Level -Awareness
Before formal discipline required
Make employee aware of changes in
performance/behavior
Provide printed SEAP material to all staff
FYI
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2nd Level-Suggestion
Possible discipline level - verbal reprimand
Requires one-on-one discussion
Maybe SEAP can help
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3rd Level-Recommendation
Possible discipline level - written reprimand
Appropriate to more assertively recommend SEAP
Still looking at performance/behavior as primary
indicator of change
You should really consider contacting SEAP
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4th Level-Urging
Possible discipline level-suspension
Still voluntary SEAP referral
Be direct in communicating consequences if there
is no improvement
Nothing has worked, and Im urging you to call
SEAP
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5th level-COCE
Final level of discipline/point of termination
OR
Violation of Substance Abuse Policy
OR
Fitness for Duty
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COCE's - Fast Facts

• Comprise only 2 of all SEAP referrals

• Must be approved by OA-SEAP

• Appropriate approvals within agency required

• Require signatures of employee, union
  representative, supervisor, labor relations
  specialist, and SEAP Coordinator

• Can only be offered in lieu of termination

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COCE's - Fast Facts

• Are not discipline

• Agency not required to offer COCE

• Cannot be offered when Code of Conduct requires
  termination

• Require employee to cooperate with all
  evaluations and treatment recommendations

• Not a bar to further discipline

• One per lifetime

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But what happens if...

• Employee refuses to sign?
• Union refuses to sign?
• Employee signs under protest?
• Agency not prepared to terminate employee?
• Employee doesnt call SEAP for evaluation?
• Employee fails to comply with treatment
  recommendations?
• Employee follows all treatment, but commits
  infraction at work?

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What happens next?

• SEAP-CCO notifies OA SEAP and agency SEAP
  Coordinator within 5 working days

• SEAP-CCO provides written documentation regarding
  level of treatment recommended and progress on an
  on-going basis

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Confidentiality - COCE's
Confidentiality regulations still apply
Only consent form and final written notification
can be placed in personnel folder
SEAP Coordinator maintains all other SEAP info
If treatment and one-year follow-up successfully
completed, all SEAP documents are purged from OPF
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SEAP Confidentiality
All information about SEAP participation is
confidential
No information can be shared without written
consent
Fines from 500 to 5,000
If employee self-discloses involvement in SEAP,
you may not redisclose information to anyone,
including persons in your chain of command,
without written consent
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6th level-Termination
SEAP benefits end at discharge
May be the consequence that causes the individual
to acknowledge problem
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Higher Risk Employees
Normal behavior
Inappropriate/abnormal behavior
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Abnormal Behavior
Deviations from pattern appropriate behavior OR

• Consistent inappropriate behavior

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Be on the look-out for
Personal problems Substance abuse Absenteeism Chan
ges in personal appearance demeanor Poor
interpersonal relations On-the-job
absenteeism Change in job efficiency
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Characteristics of higher risk employee
Chemical dependence
History of violence
Depressed
Pathological blamer
Mental illness
Interest in weapons
Relationship problems
Impaired neurological functioning
Elevated frustration with environment
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Activities that are higher risk behavior
Harassment
Intimidation
Assault
Physical Violence
Coercion
Stalking
Damage to Commonwealth property
Threats
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Why is it a problem?
Workplace impact Employee performance Coworker
performance Morale Supervisor ability to manage
operations
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Why no intervention?
Fear Cause incident Dont know what to do Dont
recognize behavior as performance issue
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What do you do?
Use performance based intervention
Document
Counsel employees as warning signs arise inform
them of SEAP
Initiate corrective action or discipline
Be familiar with emergency procedures
Consult with SEAP
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Skills for dealing with higher risk behavior
Stay calm De-escalate dont engage Be
courteous Listen attentively - maintain eye
contact Signal for help Dont endanger yourself
or others Know emergency procedures
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Responses to higher risk behavior
Counseling or Discipline
Fitness For Duty Guidelines
Removal from workplace
Mandatory SEAP evaluation
COCE
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Responsibilities
Do something Dont ignore the situation Report
behavior Use performance based intervention
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On-site Services

• Critical Incident Stress
• Debriefing
• Management Consultation
• Clinical Consultation
• Training, coaching and/or
• education sessions

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Critical Incident Stress Debriefing
When an event overwhelms employees normal
ability to cope
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Reactions to Critical Incident
Inability to perform job duties
Loss of emotional control
Anger
Grief
Anxiety
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Examples of Critical Incidents
Sudden death of coworker at workplace
Violent incident at workplace
Fire, explosion, or other life-threatening event
at workplace
Robbery
Search Rescue mission
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A CISD is most effective 24 to 72 hours after
the event
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What is a CISD?

• Conducted at work site by trained mental health
  professionals

• Not therapy, but psycho- educational

• Goal is to mitigate acute stress reactions,
  accelerate normal healing process

• Emotional first aid

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Other events with major impacts
Furloughs
Terminal illness of a co-worker
Reorganizations
Closing of an agency or facility
Major changes in policy
On-site service may be appropriate
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Process for accessing On-site Services

• Supervisor follows chain of command to SEAP
  Coordinator
• Provide information to SEAP Coordinator
• Assess impact on employees
• Involve SEAP early
• Follow up with employees

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Why do we promote On-sites?

• Reassures employees
• Helps calm fears and anxieties
• Supports employees in grieving and healing
  process
• Reduces absenteeism
• Reduces Workers Comp claims costs

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Professional Health Monitoring Program
Physician Assistant
Osteopathic Physician
Dentist/Dental Hygienist
Registered Nurse
Social Worker
Veterinarian
Pharmacist
Psychologist
Physical Therapist
Podiatrist
Medical Doctor
Licensed Practical Nurse
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Professional Health Monitoring Program
Mandatory reporting to Department of State if
there is substantial knowledge that an employee

• Has an addictive disease, or
• Is diverting a controlled substance, or
• Is physically or mentally incapable
• of carrying out duties,
• AND
• Is not receiving treatment

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Substantial Knowledge
Essential, important, not imaginary or illusory,
established by proof or competent evidence
Does not include subjective information such as
feelings, gossip and rumors
Examples Self-disclosure, documented unfitness
for duty
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Reporting Required when...
Licensed employee is terminated and there is
substantial knowledge that an alcohol, drug,
mental health or other impairment exists
Licensed employee is participating in SEAP on a
COCE and is subsequently discharged for
noncompliance
Employee resigns in lieu of termination and there
is substantial knowledge of above circumstances
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Consultation Line
1-800-662-9206
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Consultation Line
Support service for supervisors, managers, and
union Staffed by clinicians with additional
training in Commonwealth procedures and policies
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Use the consultation line when...

• You are unsure how to approach a difficult
  situation with employee
• You need technical assistance or techniques on
  how to motivate an employee to make initial
  contact
• As an early intervention tool

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What to expect
Practical advice
If the information isnt helpful - call back to
let clinician know
SEAP will not tell you whether an employee is
involved in SEAP
Information you provide will not be shared with
the treating clinician
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Questions
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