Do not rely on successful progress in the EAP to justify failure to respond to job performance problems. Focus on performance. Many supervisors struggle with the decision to take disciplinary action if the employee is doing well at the EAP, but not on the job. In instances where the status of EAP participation is unknown or unknowable, supervisors become frustrated with the EAP and risk a crisis resulting from the employee's continuing performance issues.
Will I cause the employee to fail? Your decision to take a legitimate administrative or disciplinary action in response to ongoing performance problems cannot be blamed for your employee's failure in treatment. You can't ignore ongoing job performance problems or they will jeopardize your organization. No organization can place the employee's personal issues ahead of an organization's well-being.
Tip If your employee needs specific accommodations that include modifying the level of performance previously required of the position prior to using the EAP, or entering a treatment program, it is your employee's responsibility to make these needs known. Such requests should then be a subject of discussion between you and your human resources advisor.
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