What is workplace diversity and inclusion?

• Workplace diversity refers to the characteristics, beliefs, perspectives, abilities, traits, and experiences people bring to the workplace.
• Diversity exists wherever there are differences among a group of people.

Workplace diversity refers to the characteristics, beliefs, perspectives, abilities, traits, and experiences people bring to the workplace.

Characteristics include:

• Ethnicity
• Race
• National origin
• Age
• Sexual orientation
• Gender identity
• Disability
• Genetic information
• Social class
• Veteran status
• Pregnancy

Beliefs and perspectives include:

• Religion
• Opinions on various topics

Abilities is a broad category and may vary between:

• Physical skills
• Educational backgrounds
• Traits and experiences

Diversity exists wherever there are differences among a group of people. All employees share similarities and differences, and every workplace is diverse because everyone is unique. Just like no two people are 100 percent identical, no two workplaces are 100 percent identical.

Workplace inclusion is defined as the sense of belonging, connection, and community while at work. Employees in an inclusive organization commonly say they feel:

• Safe and comfortable being themselves,
• Comfortable asking questions and suggesting ideas,
• Respected and valued for being who they are,
• Trusting of their coworkers and managers,
• Heard when they express their ideas and opinions, and
• Treated fairly and have equal access to opportunities and resources that allow them to contribute fully to the organization’s success.

Is an employer required to provide an employee handbook?

• Employers are not required by law to provide a company handbook to employees.
• It is considered best practice to provide employees with an overview of company policies and procedures.
• Company policies may be compiled as a printed handbook, or electronically as a "library" of policies accessible to employees on line via the company intranet or a shared folder.
• If an agency wants to make employees aware of their rights under a law, they will require a posted notice.

Employers are not required by law to provide a company handbook to employees. However, providing the workforce with an overview of company policies and procedures is considered a best practice. This can be done in a printed handbook or on line. Policies that are made available electronically are easier to keep up-to-date. Make sure all employees know how and where to access the policies.

During employee orientation, refer to the handbook or online library of policies as the company’s rule book or code of conduct. Provide contact information in case the new employee has questions about the various policies in the future.

While specific policies are generally not required by federal law, developing a policy may be a condition of a government contract. For example, federal contractors may need an equal employment policy.

Similarly, federal law does not specifically require employers to have a sexual harassment policy, though some states do require this.

In most cases, however, where a state or federal agency wants to make employees aware of rights under a law, the agency will require a poster or other notice be placed in a conspicuous location, rather than mandate that an employer develop a policy.

For example, all employers must post notices about workplace safety as well as wage and hour laws, and most employers must post notices about equal opportunity employment, harassment, and workers’ compensation laws.

Should employers have a social media policy?

• Some social media activity can be protected activity under the NLRA.
• Because social media policies are so difficult to enforce, employers may not find them worth it.

The National Labor Relations Board (NLRB) has found that employee activity on social media can be protected activity under the National Labor Relations Act (NLRA). The NLRB has often found that policies which restrict employee use of social media are overly broad and constitute an unfair labor practice by chilling employees’ rights to discuss wages, hours, and working conditions.

Employers may not instruct employees to refrain from discussing any company matters or the terms and conditions of their employment on social media. While employers can expect employees to refrain from simply badmouthing the company online, a policy must leave room for employees to engage in protected activity.

Given previous enforcement efforts, constantly changing interpretations, and the need to monitor NLRB activity and update the policy regularly, some employers (and attorneys) find social media policies are not worth the effort. If the prohibited conduct is covered in other policies, such as professional conduct, off-duty conduct, or email and internet use, employers may opt to forgo a social media policy altogether. If employers do not have access to legal counsel to review their policy, this may be a safer option.

Alternatively, a social media policy might be pared down to the bare bones. It might simply clarify that the employment relationship continues to exist when employees are away from work, and that policies on discrimination, harassment, threats of violence, or other conduct remain enforceable when employees are not on the premises. This allows the employer to address conduct violations and protect other employees, but may avoid the potential pitfalls of imposing limitations that are later deemed to be overly broad.

What should an employer do about dress codes?

• It is recommended that employers have a written dress code policy.
• Employers should set a clear policy and example of how employees should dress.

Many employers implement dress codes to maintain and present a professional atmosphere. Some organizations need to restrict the type of clothing that can be worn for safety reasons (such as loose-fitting clothing that could be caught in machinery). However, safety is a legitimate concern for clothing restrictions, and generally doesn’t bring up the same issues as a general dress code. Dress codes may also involve the use of uniforms.

It is recommended that employers have a written dress code policy. Enforcing expected standards for clothing and appearance can be challenging if employees have never received any notice or indication that such standards exist. Without a formal policy, employers are more likely to face resistance about whether an individual’s appearance is inappropriate.

How can an employer create a dress code policy that will allow employees flexibility in their appearance, but still allow the company to present a professional image and determine that a particular outfit is not acceptable? Consider:

• Instead of listing every type of acceptable clothing, use concepts with general guidelines, such as business casual;
• Give examples of appropriate attire, especially using pictures of actual employees;
  • If there are different rules for different departments or positions, be sure to include all scenarios; and
  • If there are special rules for summertime apparel or for designated casual days, include those photos, too.

What is an Employee Assistance Program (EAP)?

• An employee assistance program (EAP) provides confidential counseling and referrals to employees and their families dealing with personal problems.
• Referrals to an EAP may be informal or formal.
• Educate employees on the availability of the EAP resources and how to access them.
• A formal referral, such as anger management courses, must be considered paid hours.

An EAP provides a confidential counseling and referral service to employees and their families for dealing with personal problems. These problems may include:

• Alcohol and drug abuse
• Marital and family difficulties
• Financial or legal problems
• Emotional and stress difficulties

The EAP represents an alternative that will help both the employee and the supervisor address personal problems which may affect job performance.

Referrals to an EAP (or to community resources, if an EAP is not available) may be formal or informal. An informal referral may not involve much more than letting employees know that assistance is available, and that taking advantage of the program may help them resolve personal problems—which not only helps employees, but should help address the impacts on the workplace. Employees should be educated on EAP resources and how to access them during onboarding, and reminded of them frequently throughout their employment.

A formal referral might require the employee to attend counseling sessions, perhaps even as a condition of continued employment. For example, if an employee has regular conflict with coworkers, anger management counseling or conflict resolution courses might be required as part of the disciplinary process.

Keep in mind that if an employee is mandated to attend counseling as a condition of employment, that time will have to be considered paid working time. Under the Fair Labor Standards Act, “hours worked” generally includes all time spent acting under the direction or control of the company.

What is presenteeism?

• Presenteeism refers to lost productivity due to illness, fatigue, or other conditions that inhibit peak performance.
• Employers can use anonymous questionnaires to gather information on common conditions affecting employees.
• Addressing presenteeism positively affects the company’s bottom line.

Absenteeism refers to lost productivity when employees don’t report for work, while presenteeism refers to lost productivity due to illness, fatigue, or other conditions that keep employees from working at peak performance. Perhaps managers overhear employees say things like:

• I can’t get ahead with this workload.
• This headache is killing me.
• I’m feeling stressed out.

The most common causes of presenteeism include:

• Allergies
• Migraines
• Asthma
• Depression

Often, the symptoms aren’t serious enough for an employee to miss work entirely. However, these conditions can distract employees, reduce productivity, and lead to increased accidents. Fortunately, the company can take steps to help the afflicted employees by using anonymous questionnaires that might include “distracted worker” factors during health risk assessments. The goal is not to identify “slackers,” but to try and learn how many workers suffer from common conditions, how often they have symptoms, how many hours they were affected by each condition in the last two weeks, and how many days they were affected in the last year. The list of conditions might include:

• Allergies
• Asthma
• Back/Neck pain
• Depression
• Fatigue/Low energy
• Migraine/Headache
• Sleeping disorders
• Alcohol use/Substance abuse

Targeting issues with the most hours or most days of lost productivity will show the largest return on investment. For example, if numerous employees report migraines, the company might offer a seminar on the causes, symptoms, and treatments for migraines. Treatments and counseling are also available for conditions like sleep disorders, asthma, and depression. In addition, the employee assistance program (EAP) may have resources available.

Some employees might have been suffering for years. They may have never told their personal physician, and they might be reluctant to seek help. Bringing up the issue and making employees think about the impact on their health and work can encourage them to do so, and letting them know that their condition is not unusual and that confidential help is available can give them the confidence to help themselves.

Strategies that offer self-help or self-care options allow employees some control over their treatment, which usually increases participation and helps reduce costs. An EAP or health care provider should be able to provide suggestions on what to offer.

Healthier employees are generally happier and more productive. Many will appreciate the employer’s concern for their well-being. Also, these screenings can identify potentially serious conditions before they fully develop, which can reduce health insurance and medical costs. When these savings are combined with increased productivity and reduced accidents, addressing presenteeism positively affects the company’s bottom line.

Difficult conversations with employees

• Sometimes, employers must have difficult conversations with their employees.

Find out more about how to handle difficult conversations with employees here.

How do I address an employee’s personal hygiene issue?

• An employee with offensive body odor is surprisingly common, and it should be handled with sensitivity and privacy.
• There are many reasons an employee might have body odor, some of which may be medical.
• Medical conditions for body odor might fall under the Americans with Disabilities Act.

The presence of an employee with an offensive body odor is a surprisingly common occurrence in the workplace, and the matter should be handled with sensitivity. First, address the problem in private. Employers should tell the employee it has come to their attention that the employee emits a strong odor. The employee may or may not be aware of it. Ask if the employee can come up with solutions to the problem and go over some possibilities together.

While it’s usually assumed an odor is caused by poor hygiene, that’s not always the case. For example, it could be:

• Diet related
• A product reacting badly with a person’s chemical makeup
• A reaction to medication

There may be easy remedies, depending on the nature of the problem. If it is a case of a product interacting with a person’s body chemistry to produce an unwanted odor, the solution may be as simple as switching to a different soap or laundry detergent. It may be something in the person’s diet, like an overabundance of garlic. Or it could be a personal hygiene issue, such as infrequent bathing. If necessary, remind the employee of the company’s dress code or personal grooming policy.

If there appears to be no easy solution, suggest that the individual see a doctor for any potential causes, then check back with the employee in a few weeks. It is a trickier situation if it is related to a medical issue. For example, an odor may be caused by a colostomy bag or certain medical conditions, such as:

• Gastrointestinal disorders
• Diabetes
• Urinary tract infections
• Kidney or liver failure

Tread cautiously, because the condition may be a disability and fall under the Americans with Disabilities Act, which may require making an accommodation and cannot be discriminated against.

Some employees may not bathe or may eat different foods during certain religious holidays. If an odor is due to a religious practice, an employer has an obligation to accommodate the employee, so long as it does not unduly interfere with other employees’ rights or with the legitimate needs of the business.

Whatever the case, express the desire to simply make sure the employee is well. The key is to show respect and compassion. As embarrassing as this conversation is for a manager or HR representative, it’s doubly so for employees, so try to minimize their embarrassment as much as possible. It’s also best to keep the discussion as confidential as possible. Simply monitor the situation or discuss it with the employee privately in a couple of weeks to see if any progress has been made.

How can an employer give recognition to employees?

• The delivery of employee recognition is as important as the content.
• Unless a company is small and has similar positions, multiple reward programs may be needed.
• A targeted reward program should provide individual recognition.

The way in which recognition is given is important. A good idea can be ruined by a poor presentation, such as tossing a certificate on someone’s desk as recognition for years of service. Be sure the way in which recognition is given is appropriate.

Unless a company is small and all positions are similar, an employer will likely need more than one type of reward program. For example, a reward system that is applicable for a sales team probably isn’t applicable for a manufacturing team. While some reward programs can apply across all levels of the organization, such as profit-sharing plans, these programs tend to lack the individual recognition that a targeted reward program can provide and the individual appreciation that the company hoped to show.

A reward program may therefore have to be based on the goals of an individual or team, rather than the overall goals of the company. The connection to the company goals should still be maintained, but a targeted reward will have a bigger impact on employee morale and motivation. Also, the reward need not involve cash or equivalent compensation.

Studies have shown that rewards which provide something more tangible may go further in motivating employees. Consider that the traditional gold watch given at retirement is intended, in part, to remind employees of their service to the company whenever they check the time. A reward need not be as elaborate as a gold watch, but the concept of providing a constant reminder remains the same.

What are employee service awards?

• An employee service award is when an employer celebrates an employee’s longevity with the company.
• There are companies available to design service award programs for employers.
• Awards can range from traditional merchandise to lifestyle gifts.

A service award, or milestone recognition, is when an employer celebrates an employee’s longevity with the company. The reasons for implementing a service award program can vary, but the most common reason is to publicly demonstrate to employees how much they are appreciated — either through a gift, a certificate, or a service award dinner. A service award is the most common and expected method of appreciating employees, and studies have shown that implementing an employee service award program can have significant impact on employee loyalty, morale, and turnover, while at the same time promoting the company’s culture.

The following factors should be considered when creating a service award program:

• Budget
• Number of service years to be recognized
• Administration of program
• Company culture
• Method of recognition

There are companies with experts available to design a service award program for employers. Their involvement can be very limited, like supplying a catalog of items for the employer to choose from, or more complex, like offering online ordering to employees for flexibility and paperless administration. These specialized companies can also help an employer communicate the recognition program to employees. Awards are often imprinted with the company logo.

Awards can range from traditional merchandise, like:

• Plaques
• Award pins
• Clocks
• Crystal
• Award rings

To lifestyle gifts, like:

• Electronics
• Tools
• Fashion accessories
• Home and garden items

A small company may choose to administer the program in-house, keeping track of service milestones on a spreadsheet and purchasing suitable gifts as needed.

The amount of money budgeted for a customized program is all that limits the possibilities.

How can an employer increase employee retention?

• Employers can use a variety of methods to retain employees.
• Many employers offer both traditional benefits and other strategies.

Once a company has found good, quality employees, it wants to keep them. Bringing in new employees almost always has an associated cost in both productivity and profits.

Employers use a variety of methods to lessen the risk of losing good employees. Some laws dictate certain treatment of employees, such as:

• Title VII of the Civil Rights Act (discrimination), and
• The Fair Labor Standards Act (minimum wage and overtime).

However, for the most part, the strategies that an employer uses to retain employees are left to the employer’s discretion. Many employers offer certain benefits to help increase employee retention, such as:

• Paid vacations and holidays;
• Health, dental, vision, and prescription coverage;
• Paid sick days; and
• Retirement plans.

This list is not at all comprehensive, and outside of offering traditional benefits, employers can use other strategies to entice employees to stay, like:

• Flexible scheduling,
• Casual dress code,
• Improving the physical working environment, and
• Simply appreciating an employee’s good work.

What tools can I use to communicate with employees?

• Good communication is integral to successful employee relations.

Good communication is at the core of employee relations. Both employers and employees must know where the other side is coming from, and both must be willing to adjust, as needed and as is reasonable and good for the organization, to the others’ feedback. Either side’s failure to meet expectations is guaranteed to hamper employee relations.

Ethics

• Ethics training programs may help establish a company code of conduct which requires employees to report questionable practices. Be sure employees are protected from retaliation for reporting wrongdoing.

How should an employer deal with attendance issues?

• An employer may need to take disciplinary action for excessive absences.
• An employee may have legitimate or unexcused absences.
• If an employee cannot fulfill the duties of employment, termination may be necessary.

Nearly all employers establish expected working hours when employees are required to be in the workplace, performing their job duties. Some employers may have flexible working arrangements or allow employees to work from home by telecommuting, but in all cases, employees who don’t put in the required time are less likely to meet other job expectations.

Some absences are protected by laws like the Family and Medical Leave Act (FMLA) and will have to be excused. However, unless otherwise protected, employers can take action against employees who regularly call in sick, show up late, go home early, or take extra time during meal and break periods.

The disciplinary actions will depend on the degree of the problem, company policy, and other factors. As with any disciplinary problem, employers generally begin with verbal and written warnings, then progress through other stages of the company disciplinary policy. Employers may need to determine if some absences are legitimate and others are unexcused.

Legitimate absences may be pre-approved, such as vacation, or beyond employees’ control, such as illnesses or injuries. Although legitimate absences can become excessive, employers must be careful addressing the issue with disciplinary action, especially if the employee has a disability protected under the Americans with Disabilities Act (ADA), or if the absence is covered by the FMLA.

Dealing with recurring legitimate absences should begin with interviews and counseling. If necessary and possible, consider a transfer to another position that supports the employee’s availability. Be aware that forcing a lower position on an employee might be construed as discipline and subject to challenge if the employee is protected by the ADA, FMLA, or similar state statutes.

Unexcused absences might include abuses of company policy, such as sick leave, and can be addressed with appropriate disciplinary action. For example, if an employee has a habit of calling in sick on days that she was denied vacation, the employer can take action based on suspicion of sick leave abuse, even without proof.

A pattern of absenteeism, as well as actions taken, should be documented. Also, the employer should have proof, or some reasonable evidence or suspicion, that the employee is abusing privileges. Employers should not violate the employee’s privacy in obtaining this evidence.

If the employee is unable to fulfill the duties and obligations of employment, termination may become an option. In some states, the employer may need to show not only that the missed work is excessive, but that the employee will continue to miss work.

What is remote (home) working or telecommuting?

• Remote work, or telecommuting, is performing work at a location other than an “official duty station.”
• Telecommuting is beneficial for both employers and employees.

Remote work, also called telecommuting, is performing work at a location other than an “official duty station,” most likely one’s home. With portable computers, high-speed internet, and smart phones, many employees can work almost anywhere at least some of the time.

Telecommuting provides benefits for both employers and employees. Research shows that working remotely often:

• Improves the quality of work/life and job performance;
• Reduces office overcrowding;
• Provides a distraction-free environment for reading, thinking, and writing; and
• Improves retention, leave usage, and productivity.

Employing remote workers also creates flexibility in hiring. If the company is restricted by location, it can hire the best and brightest individuals from just about anywhere.

What is part-time employment?

• How an employee is classified is often at the employer’s discretion.
• Part-time workers sometimes work longer hours.

Should a position be classified as part time? For the most part, state and federal laws only define an employee as a person “employed by an employer.” Otherwise, there aren’t any legal definitions to these terms. Employers may include them in the handbook, but the extent to which employee classifications should be mentioned really depends on how the company defines those categories, and whether they are or are not eligible for certain benefits.

The number of hours worked by an employee is generally at the employer’s discretion, and the company can determine whether to classify someone as full time or part time. Often, these distinctions are used by employers to determine eligibility for discretionary benefits, and there is no maximum or minimum number of hours that employers are required to apply. The number of hours an employee will be expected to work is a matter to be worked out by the company. A full-time employee might be expected to work five eight-hour days a week, and anyone who is regularly scheduled for fewer hours could be deemed part time.

In some cases, part-time employees will end up working longer hours (even overtime) for several weeks, or even several months. However, there is no obligation to consider them full time during that period. If the expected working hours over the course of a year still support the part-time status, the employee can remain classified as part time, even while working overtime. However, if the company expects the extended schedule to continue for a considerable amount of time, it should consider reclassifying the employee as full time.

Measuring diversity

• Organizations with more than 100 employees are required to report demographic data to the Equal Employment Opportunity Commission.
• Some organizations understand the benefits of diversity and collect demographic data voluntarily.

The Equal Employment Opportunity Commission (EEOC) requires organizations with more than 100 employees to report demographic data. Demographic data includes the gender, race, and ethnicity of employees. Federal contractors have similar reporting obligations.

Other organizations simply understand the benefits of diversity and choose to voluntarily collect and monitor demographic data to gain greater insight and a better understanding of the makeup of their workforce.

What are the benefits of a diverse and inclusive workplace?

• A diverse and inclusive workplace has many benefits.

There are many benefits of a diverse and inclusive workforce, including:

• Improved morale and engagement, resulting in reduced turnover;
• Easier recruitment of talent, making the goal of being fully staffed more achievable, which may keep individual workloads more stable and manageable;
• Improved communication, problem-solving, and greater focus on shared goals, which means successful outcomes are more easily achieved;
• Happier, less stressed employees, resulting in fewer sick days;
• Increased collaboration, which accelerates creativity, innovation, and can improve the job for everyone; and
• Fewer incidences of workplace bullying and harassment, allowing everyone to focus on their work.

Recommended policies

• The Equal Employment Opportunity Commission recommends having written policies on discrimination and harassment, substance abuse, and other topics.

The Equal Employment Opportunity Commission recommends that in addition to posting any required notices, employers should have written policies on:

• Discrimination and harassment
• Substance abuse
• Drug testing for reasonable suspicion
• Searches of work areas (to remove the expectation of privacy)

Additionally, employers may want policies on:

• Dress codes
• Workplace conduct
• Other pertinent work rules

Reading the company handbook

• It is important that employees read the company handbook or collection of policies.

There are several ways to get employees to read the company handbook, such as:

• Giving a quiz or test that incorporates various parts of the handbook, and
• Having employees sign and return a statement that they agree to read the handbook.

Avoid having employees sign a statement that says they “have read” the handbook if they have not done so. If there is a later dispute, a statement that says they “agree to read” the handbook more accurately reflects the situation and places responsibility on the employee.

How can an employer address dress code violations?

• If an employee violates the dress code, there are steps an employer can take to address it.

If employees arrive wearing inappropriate clothing, an employer might:

• Remind them of the policy with a verbal warning,
• Send them home to change if their attire poses a safety violation, or
• Revise the dress code to include new prohibitions. For example, if flip-flop sandals had never been addressed, but an increasing number of employees (or new hires) are wearing them, an employer might choose to revise the dress code, especially if it is deemed unsafe to wear them in the workplace.

In addition to safety, employers should consider factors such as:

• The image the company wishes to present,
• The expectations of their customers, and
• The social conventions for their business area.

Personal appearance can be a touchy subject

• Employers should always approach employees with sensitivity and respect.
• A recent change in appearance might be a sign of depression, and an employer should use discretion.
• Employers may be lenient on dress code to allow for religious expression.

If employees display a disheveled and untidy appearance, address it in private as a performance issue and reiterate the company’s expectations of professional attire. However, keep in mind that if this is a recent change, they could be suffering from depression or other problems. Without getting too personal or asking for details, simply state that the change has been noticed, and that if there is anything going on in their personal life that is causing stress, they might want to consider using the Employee Assistance Program (if available) or seek counseling. Ensure them that the company is supportive, but must still insist upon professional appearance at work.

Individuals may take criticism personally. Employers have the right to correct employees, and correcting them promptly will help avoid problems in the future and set the right example for other employees. But employers should be sensitive to avoid hurting employees’ feelings and making them feel uncomfortable. For any potentially embarrassing topic, especially one that might result in discipline, it’s a good idea to correct employees in private and reinforce that the company has no desire to embarrass them, but needs them to remedy the situation.

An exception might be if there’s a concern that correcting an employee’s attire could be construed as sexual harassment. While it’s rare that asking an employee to observe the dress code would result in a bona fide harassment claim, take extra time to consider how to approach the situation, and consider having another individual in the room. For example, if a male supervisor must address complaints about a female employee’s low-cut blouse, it may be a good idea to request the help of a female manager or HR representative.

There are times when an employer may not want to follow the dress code to the letter. For example, employers may be required to make exceptions as a religious accommodation. Religious expressions that may need to be accommodated might include, but are not limited to, beards, tattoos, or head scarves.

Most employees who aren’t following the dress code won’t put up a fight or feel as though they’re being harassed when questioned about their attire. When possible, reference the company policy when correcting employees. If the particular issue doesn’t appear in the dress code, try to explain why the issue is problematic in the workplace and that the dress code isn’t meant to be all-encompassing. Most employees will agree to remedy the situation without much of a fuss.

Can an employer prohibit employees from having tattoos?

• Employment laws don’t specifically bar employers from discriminating against tattooed individuals.
• Because so much of the workforce is tattooed, employers might opt not to adopt a policy that prohibits tattoos.

Because employment laws don’t specifically protect employees or applicants from discrimination based on tattoos, employers are generally able to discriminate. However, a considerable portion of the U.S. population has tattoos, so companies may want to consider the following questions before adopting a policy that prohibits employees from having visible tattoos or ruling out an applicant with ink:

• Is the tattoo offensive?
  • Offending customers has always been a common employer concern, but since tattoos have become increasingly common over the years, this is less likely. However, if a tattoo is racist, sexist, or vulgar, an employer’s concern may be valid.
• Can it be covered?
  • Rather than refusing to employ tattooed individuals, employers might require that tattoos be covered during work time.
• Is it religiously based?
  • Employers may need to make an exception to a policy of refusing to employ tattooed individuals if a tattoo is religiously based. Likewise, exceptions may need to be made to a requirement that employees cover visible tattoos if doing so would violate the individual’s religious beliefs.
    • The religion would have to either require or encourage the tattoo, and also forbid that it be covered.

What are some EAP delivery methods?

• Employers have many options when establishing an EAP program.

Employers have many options when establishing an EAP program. The most common EAP delivery models are:

• Management-sponsored EAP — In-house program staffed directly by an organization. Usually offered by large organizations.
• Fixed-fee contract — Employer contracts with outside providers for services like counseling, referrals, and supervisory training. Fees are based on the number of employees, regardless of their actual EAP use.
• Fee-for-service contract — Employer contracts directly with the EAP provider, paying only when the service is used.
• Consortia — Small businesses jointly contract for EAP services, lowering the cost per employee.
• Member assistance program (MAP) — Union-provided services ranging from prevention and problem identification to referral and counseling activities for employees and their family members.
• Peer assistance programs (PAP) — Sponsored by employers or unions, PAPs train peers to work with troubled employees to address substance abuse and other problems within predetermined rules and limits.
• Mixed-model programs — Often used by employers and unions with multiple worksites that have different needs and resources.

Recognition tips

• There are many ways to help make personal recognition of employees effective.

The following are guidelines and suggestions to help make personal recognition of employees as effective as possible. Make sure the recognition is:

• Specific — Recognize a specific behavior, event, or accomplishment. Describing it in detail will carry more meaning in the worker’s mind than simply saying, “Hey, nice job!”
• Sincere — Employees will quickly see through any lip service recognition. To be effective, recognition should be genuine and heartfelt.
• Timely — Thanking someone for actions taken three weeks ago will have little impact on an employee today, and may actually do more harm than good.
• Fair and consistent — In a typical company, not all relationships are cordial. Because of this, it is extremely important not to let personal feelings or bad chemistry play a part in personal recognition.
• Unconditional — True praise should ask for no work, response, or even leave room for a response from the recipient. A statement such as, “Pat, your performance is outstanding. Your numbers are by far our best. How are you doing it?” may not be true praise at all.