EMPLOYEE ASSISTANCE PROGRAMME

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EMPLOYEE ASSISTANCE PROGRAMME Powered By Docstoc
					  EMPLOYEE ASSISTANCE
      PROGRAMME
 INTRODUCTION
 EAP is a worksite-based programme designed
  to assist in the identification and resolution of
  productivity     problems      associated    with
  employees impaired by personal concerns,
  including, but not limited to, health, marital,
  family,    financial,   alcohol, drug,     legal,
  emotional, stress, or other personal concerns
  which may adversely affect employee job
  performance
                   EAP
AIM OF EAP
 Help employees overcome their personal
  problems
 Lighten the burden of supervisors
 Increase productivity
FUNCTIONS OF EAP
 To take measures and support employees in the
   prevention and treatment of psychological and
   social malfunctioning which has a negative impact
   on the job satisfaction.
                     EAP
EAP Functions can be categorized as follows:
• Providing a professional and confidential
  counselling service for any employee or his/her
  dependants who experience personal problems
• Referrals to more specialized services if
  necessary psychologists, psychiatrists and
  speech/occupational therapists.
• A programme promoting healthy lifestyles and
  skills
                     EAP
 FUNDAMENTAL PRINCIPLES OF EAP
  1. Confidentiality
 It is the cornerstone on which this programme is
 based. Employees utilizing the programme
 should be assured that personal information will
 be treated with confidentiality. It is an ethical
 obligation for counsellors to keep their client’s
 communication confidential.
                    EAP
 2. Neutrality
 The programme should not clash with existing
 administrative procedures and contractual
 agreements. The programme should be free from
 management or labour influence.
 3. Impartiality
 Participation in the programme should not in any
 way jeopardize an employee’s job, job security,
 chances for promotion , merit awards and notch
 progression
                       EAP
4. Accessibility
  •   All employees should have reasonable access to
      the programme. Participation should be
      voluntary.
  •   But when a decline in productivity is noticed, the
      supervisor may direct the employee’s
      participation in the programme.
  •   Failing to participate, a disciplinary action can
      be taken for continued poor performance in
      accordance with the Disciplinary Code and
      procedures for the Public Service.
                      EAP
5. Equal and Dignified Service
  •   Employees treated should receive the same
      consideration as those with medical problems.
  •   Employees should be treated with respect and
      their dignity
          ROLES AND
       RESPONSIBILITIES
1. Supervisor
  •   Supervisors should be the first to identify poor
      performance of subordinates especially which
      results from personal problems.
  •   Supervisors should not be expected to attend to
      these problems over and above their normal
      workload.
  •   However, supervisors should have the following
      responsibilities:
       Bring to the attention of the affected officials, the
        availability of the programme
  ROLES AND
RESPONSIBILITY
Referring employees to the programme only when
 need arises.
Continuously reminding their subordinates of the
 existence of the programme.
Supervisors should not see EAP as a burden but
 should provide assistance in ensuring that employees
 participate in the programme
              ROLES AND
           RESPONSIBILITIES
2.      Peers
     • Peers like the supervisor by virtue of their close
       working relationship, should be in a position to
       identify colleagues who may be experiencing
       problems.
     • However, peers are usually misguided by the
       notion that they will be putting colleagues in
       trouble should they report their observation.
     • But they cause more harm by not reporting such
       observation, thereby contributing to no corrective
       action being taken.
               ROLES AND
            RESPONSIBILITIES
•       Employees who identify colleagues with problems,
        should encourage them to utilize the programme or
        report their observation to the supervisor
•       Employee
    •     Employee utilizing the programme must be
          committed to the success of the programme
    •     Attendance to programmes, workshops and
          information sessions are the responsibility of the
          employee.
    •     The success of the programme depends on the
          individual’s commitment, dedication and
          willingness to change.
           ROLES AND
        RESPONSIBILITIES
4. Management
•   Management should accept the EAP programme as
    a management and strategic tool that will assist in
    managing employees who are experiencing personal
    work related problems.
•   Management must ensure that all staff under their
    control know of the existence of the programme.
•   Management must pledge their support to the
    success of the programme
          ROLES AND
       RESPONSIBILITIES
5. HRM Managers/Directors
  •   It should be their responsibility to manage
      EAP in the most efficient and cost
      effective way
  •   The HRM Manager/Director should be
      responsible for monitoring the
      appropriate EAP interventions and
      solutions
          ROLES AND
        RESPONSIBLITIES
6. Director General
  •   The Director General should be the
      ultimate responsible person for the
      wellness of the employees in the
      workplace
  •   He should acknowledge that personal
      problems directly impact on productivity,
      therefore he should approve that those
      officials in need of assistance be
      accommodated accordingly
    REFERRAL AND
ASSESSMENT PROCEDURE
Ways of referral to programme:
 Voluntary
  The employee should voluntarily approach the for
  assistance. An appointment with an EAP practitioner
  can be arranged telephonically or personally
 Peers
  Colleagues and friends may arrange an appointment
  for a co-worker. Colleagues and friends on noticing a
  sudden change in the behavioral pattern of a co-worker
  should support and encourage him/her to seek
  assistance from the programme
             ROLES AND
          RESPONSIBILITIES
       Family members
    •   Family members who become concerned about
        an employee’s behaviour, may seek the advice of
        the programme coordinatordirectly. If the
        employee is eventually brought to the counselling
        process, this will be regarded as a family referral.
    •   Just like any other referrals, the family referrals
        should be treated with the utmost confidentiality.
FINANCIAL IMPLICATIONS
Principles of payment for treatment
   Every employee is encouraged to have a medical
    aid for the payment of their treatment
   Employees who do not wish to be members of a
    medical scheme shall be responsible for fees of the
    professional treatment they receive. This should be
    viewed as a first step of the employee’s acceptance
    of responsibility for his/her recovery.
   Where a member’s medical aids does not cover
    100% for the treatment, the department should
    settle the remaining amount
FINANCIAL IMPLICATIONS
  Only treatment that is not provided for by
   provincial hospitals should be accommodated.
  Payment for treatment of officials should be made
   from Professional & Special services expenditure
   budget allocation.
  Therefore Managers must ensure that budget is
   allocated for the treatment of officials referred to
   the EAP
          EAP IN THE FSPG
 The policy on EAP has already been drafted by the
  Department of the Premier.
 The provincial EAP committee has been established.
 EAP has not yet been implemented by Departments in
  the FSPG.
 However, the Department of Public Works (Special
  Programmes Unit) already has a counselling service
  available to their employees.
 The Department of Works utilizes a Social Worker
  and a Professional Nurse for the programme.
          EAP IN THE FSPG
 The Department of Education has already appointed
  counsellors for their role in the EAP
 In other provincial departments, Special Programmes
  Officers have been appointed to handle EAP.
 In some departments, Personnel Practitioners handle
  EAP.
 There needs to be uniformity among departments
 Benchmarking is therefore necessary.
           CONCLUSION
 Departments should be committed in
  ensuring the well-being of their employees.
 HR Managers and EAP Practitioners
  should assist and advise other line
  Managers regarding the programme and
  the treatment of their official where
  necessary

				
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