Many supervisors, however, are reticent to contact the EAP to discuss concerns about a troubled employee. This is understandable as most managers would like to avoid a discussion with an employee that may be confrontational. Because this conflict avoidance is typically considered part of our normal human behavior, it can be helpful for supervisors to view the meeting with an employee as a “constructive” confrontation; one where an employee is simply held accountable for inappropriate performance, attendance or conduct, and these workplace issues are kept as the focus.

Many types of personal problems can affect an employee's performance. Common life problems such as marital strife, financial difficulties, or child care complications occasionally affect many people. More serious difficulties such as a developing or existing substance abuse problem or a serious emotional conflict may also be the cause of a more serious performance decline.

An employee with an external issue that is impacting workplace behavior or conduct usually does not respond to management techniques that might otherwise be effective. This lack of employee improvement can contribute to feelings of frustration, guilt, anger, inadequacy, or fear within the supervisor. It is usually helpful for a supervisor to first acknowledge these feelings and then to consider how such feelings might affect the objective assessment and monitoring of a problem employee.

Consultation with the Employee Assistance Program (EAP) can serve as an effective first step for the supervisor before referring the employee for counseling. Employee Assistance is a formal organizational activity that can provide consultation to managers and to employees. It is often difficult for supervisors to be objective, and supervisors are not trained as counselors. Advanced preparation and organization can enhance the effectiveness of the consultation with the employee. Anxiety about confronting another individual is natural. The EAP counselor can assist the supervisor in objectively reviewing the employee's declining performance issues. Role-playing is sometimes a useful technique to deal with a supervisor's anticipatory anxiety. The counselor can then assist the supervisor in developing a plan to address declining performance or inappropriate conduct. Supervisors are usually encouraged to address developing problems before they become critical, and to avoid trying to figure out the cause of an employee's problems. The focus of a supervisor's discussion with an employee should be performance, not his or her personal problems.

Workplace problems usually fall within three categories:

• Attendance: The availability of the employee: absenteeism, excessive leave, excessive tardiness.
• Performance: The productivity of an employee: lowered job efficiency, confusion, diminished concentration.
• Conduct: The demeanor of an employee: conflicts with other co-workers, mood swings, or other disruptive behavior.

Once the supervisor has identified the performance decline, and developed a plan for addressing the inadequacies, the employee can be confronted. Constructive confrontation is an effective management technique. The first corrective interview is a discussion between the supervisor and employee that is designed to accomplish the following:

• To clarify existing performance standards and/or conduct expectations.
• To identify the indicators of performance decline or a problem with conduct or demeanor.
• To develop a plan to address the existing problem.
• To communicate the consequences of a continuing problem.
• To set a date for a follow-up discussion to assess progress.
• To modify the plan, or to initiate consequences for lack of improvement.

Preparation for the first corrective interview should involve taking time to develop a plan, documenting facts on which to base the ensuing discussion, consulting with a Human Resources Specialist regarding any discipline or administrative action, and arranging for an appropriate time and place to conduct the meeting privately. It is helpful to make an outline of the content of the meeting since corrective confrontation can become emotional. If the employee is to be referred to the EAP, a consultation with the EAP counselor, at least by phone, should be conducted prior to the referral. Also, with advance contact by the supervisor, the counselor may confirm the employee's initial contact with the EAP.

Conducting the corrective interview early in the day is best. Privacy without interruption is important. It is essential to remain calm and focused on the job issue and to avoid meeting anger with anger. It is helpful to comment on an employee's contribution to the workplace and to focus on the importance of improvement. Employees may be resistant, hostile, and defensive. Employees with problems may try to offer excuses or to focus attention on the supervisor as a diversion from the main issue. It is best to avoid discussing personal problems in this context. It is more helpful to concentrate on performance. If, however, the employee suggests that a personal problem exists, this provides an excellent opportunity for the supervisor to recommend use of the EAP. The employee and supervisor may then develop a plan, which may include the EAP, to address existing problems. A follow-up meeting should be scheduled to monitor progress. It is helpful to end the meeting by focusing once again on the importance of improvement.

Often, a single corrective interview is sufficient to elicit a sustained, positive employee response. If the performance improves and the improvement is sustained, this is an optimum outcome. If there is no improvement, or only temporary improvement, a second corrective interview may be required, which would be of a more serious tone. Other administrative action may also be necessary according to NASA policies. Each corrective interview should convey an increasing sense of urgency in encouraging the use of the EAP.

An employee cannot be forced to utilize the EAP, but it is an available resource that is often helpful. The crucial issue to be emphasized is that performance must improve. Documentation of each corrective interview should be maintained. Assure employees that participation in the EAP will not affect future employment or career advancement. Participation is confidential and does not become part of an employee's personnel record. Any information shared with management is shared only with written release by the employee.

Although constructive confrontation is never easy, devising a plan and sticking to it can facilitate this process. Dealing with problem performance promptly and firmly will provide the employee with an optimum opportunity to correct a performance deficiency and to retain employment.

For more detailed information on the process of a "constructive confrontation" and how the EAP can assist managers, review NASA's online EAP supervisor briefing.

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