RESOURCE GUIDE For supervisors, managers and other people leaders

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It’s easy to reach us.

Simply dial this toll-free number to talk with an inConfidence program consultant

1 -866-721-1738

You may want to keep this booklet in a place where you can refer to it easily.

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RESOURCE GUIDE

FOR SUPERVISORS, MANAGERS, AND OTHER PEOPLE LEADERS

Contents

4 Introduction

6 When to contact us

7 Help with a wide range of employee needs

When an employee is experiencing personal problems or emotional difficulties

11 How we can help

14 Using the inConfidence program for work performance issues

20 Following up

21 Commonly asked questions

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Introduction

In today’s changing workplace, your job as a people leader is more challenging than

ever. You may be managing a diverse work force, with people of many different ages,

backgrounds, races, and religions. You may be managing a more independent work

force, with employees who work remotely, hundreds of miles from you. Perhaps your

company has undergone a recent reorganization and you are supervising employees

adapting to new systems, new co-workers, new policies and procedures.

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We understand the issues people leaders face today, and the pressures they’re up against. And we’re here to help. We’re here to offer coaching, resources, and referrals to you and your employees. We offer the resources employees need to balance work and family problems, parenting and child care concerns. We’re here to assist with personal issues, legal matters, stress and depression, substance abuse, and other issues that affect work and productivity. And through our management consultation service, designed specifically for managers, supervisors and other people leaders, we’re here to assist you. We can help with problem-solving, performance issues, and issues resulting from organizational change. Our team of knowledgeable specialists understands the workplace from the business side as well as the human side.

Please note that there may be times, such as during a period of major organizational change, when a more involved intervention from an outside consultancy, such as a human resources, or management psychology firm, may be required. Whether we can assist you directly, or we determine that your organization needs more specialized services, we will always connect you to the help and resources you need.

Help is just a phone call away. We can:

▪ discuss your workplace questions and concerns with you

▪ provide a confidential sounding board and third-party view

▪ help you sort out complex, sensitive issues ▪ help with problem-solving and communication

techniques ▪ help with identifying and evaluating resources ▪ help employees in their work and personal lives— no

matter what their needs or concerns ▪ provide support to employees when life’s challenges

get in the way of work ▪ help when you need to refer an employee to the

EFAP program

▪ recommend involvement of human resources when appropriate

▪ provide coaching in preparation for a difficult conversation with an employee

Simply dial our toll-free number and you’ll be connected to:

▪ our team of master’s-level consultants, who have extensive training in a variety of employee-relations and workplace issues—we help and listen 24 hours a day, 7 days a week, 365 days a year

▪ ongoing support for you as a people leader about any work-related issue

▪ professionals to help with a wide variety of employee concerns from child care, schooling, and finances, to substance abuse, family problems, and mental health issues

▪ a voluntary, private, and strictly confidential program ▪ a consultant who can mail or fax written materials

that provide tips and coaching on several areas of management and employee-relations issues

▪ help during a crisis

In this booklet, you’ll learn how to use the inConfidence program and how other people leaders use it to help with employee issues and problems that affect work performance. You’ll learn how to recognize when there is in fact a problem; document performance issues; discuss the problem with the employee; and refer an employee to us. You’ll learn how to help employees get the resources and support they need to work productively.

With a simple phone call, you’re on your way to getting support. We’ll listen, ask questions, answer your questions, and help you assess options and find solutions. We also offer written materials and online resources. Working together, we’ll help you build a stronger, more productive team whose members all have the support they need to reach their full potential.

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When to contact us

A death or sickness in the family. A drinking problem. An older relative who suddenly needs

help. A child having trouble in school. From the normal transitions of life to serious problems

and concerns, real-life issues like these interrupt work and can get in the way of productivity.

The inConfidence program is here to help. We’re here to help your employees in their personal lives and in their work—no matter what their needs or problems. Employees, their immediate family members, and eligible dependents are free to contact us any time they need information, referrals, or support. Most of the time, employees contact us on their own, perhaps because they are facing a personal issue or challenge. Sometimes, a supervisor encourages an employee to contact us. And in some cases, such as when there is a performance issue, employees are required to contact us. (You will read more about referrals later on in this booklet.)

People leaders contact our service for consultation and support about:

▪ tardiness and absenteeism problems ▪ performance and productivity problems ▪ employees with substance abuse concerns ▪ conflicts among co-workers ▪ problems managing employees during times of

change

People leaders contact us when they are concerned about an employee. They contact us when they need help with a variety of organizational issues. They contact us to prepare for a difficult conversation with an employee.

That’s the value in having a trained specialist to talk with—you have an objective third party, a trained ear to listen, clarify, offer moral support, and help you identify problems and come up with solutions. The management consultant may ask any number of questions over the course of your conversations together “What have you done thus far?” “What has worked?” What hasn’t worked?” “What other company resources are available?” “Have you had performance issues with this employee before?” “What do you want to accomplish?”

We aren’t here to replace your human resources department. Sometimes, depending on the issue, we may suggest that you contact your HR representative. And sometimes, we will work with your HR department. If your specific needs require more specialized human resources, outplacement, or industrial psychology services, we would make that assessment at the time of initial contact. Whatever the issue or concern you have, help is offered immediately when you access the inConfidence program. We will always connect you to the help and resources you need.

The inConfidence program consultant —provides assistance to employees. The employee may contact

the consultant on his own at any time. You may encourage or suggest that the employee contact us. In

some cases, you may refer the employee to the inConfidence program. The inConfidence program

management consultant —provides assistance to managers, supervisors and other people leaders for

any employee or work-related issue.

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Help with a wide range of employee needs

SUBSTANCE ABUSE | STRESS | MONEY | CHILD CARE | DIVORCE | CHANGE

In your day-to-day job as a people leader there will likely be times when you are

concerned about an employee who may be facing a challenge at home or at work

that is affecting job performance. The employee may need help caring for an older

relative, help finding child care, or help going through a divorce. The employee may

be facing financial problems, trouble with a landlord, or a personal difficulty such as

depression. Learning to recognize when there is a problem is the first step in offering

support and coming up with solutions.

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We’re here to help with a wide range of real-life issues that affect work performance and productivity.

Contact us for help with:

Parenting and child care ▪ becoming a parent ▪ adoption ▪ child care options ▪ emergency and backup care ▪ before- and after-school care ▪ child development ▪ parenting skills ▪ discipline, setting limits, safety ▪ special needs issues ▪ step-parenting Education issues ▪ choosing a school ▪ help with homework ▪ study habits ▪ tests ▪ talking with teachers ▪ special needs programs ▪ preparing for college ▪ scholarships and bursaries Personal and family issues ▪ separation and divorce ▪ couple issues ▪ grief and loss ▪ gambling ▪ depression ▪ stress ▪ suicidal thoughts ▪ eating disorders ▪ domestic violence

Addiction and recovery issues ▪ alcohol and drugs ▪ gambling ▪ eating disorders ▪ other addictions ▪ support groups ▪ prevention ▪ monitored referrals

Work issues ▪ workplace change ▪ communication ▪ time management ▪ conflict management ▪ job-related stress ▪ discipline ▪ co-worker relationships ▪ supervisor relationships ▪ short/long-term disability ▪ remote workers ▪ work force reduction ▪ termination ▪ diversity issues ▪ performance concerns ▪ career development ▪ workplace violence threat ▪ critical incidents

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Legal issues ▪ attorney issues ▪ consumer protection ▪ estate and probate law ▪ family and elder law ▪ real estate issues ▪ living wills

Disability and accessibility ▪ family and caregiver support ▪ confronting discrimination ▪ accessing services ▪ advocating for special needs students

independent living skills Financial issues ▪ budgeting credit and collections ▪ home buying and renting ▪ saving and investing ▪ planning for retirement ▪ taxes

Everyday issues ▪ time-saving services ▪ consumer resources ▪ buying and leasing cars ▪ home repairs and remodelling ▪ real-estate agents and apartment ▪ listings house cleaning and lawn care ▪ health and wellness information ▪ emergency services

Resources for older adults ▪ retirement planning ▪ living safely ▪ senior health ▪ living arrangements ▪ paying for care ▪ caregiver resources ▪ living with a disability ▪ retirement communities ▪ nursing home care

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When an employee is experiencing

personal problems or emotional difficulties

Studies show that employees with serious personal difficulties have far higher rates of absenteeism and take

more sick days than other employees do. They file more grievances and workers’ compensation claims.

An employee who is experiencing personal problems or emotional difficulties may exhibit some of these signs

▪ shows an unusual disinterest in or disregard

for work ▪ has a change in work behaviour, including

missed deadlines, unusual mistakes, or difficulty understanding assignments

▪ is forgetful or shows poor concentration ▪ irregular or reduced productivity ▪ is frequently absent or late ▪ takes longer coffee or lunch breaks ▪ makes excessive demands on the people

leader’s time ▪ interact poorly with co-workers ▪ is moody, or shows uncharacteristic

irritability ▪ has uncharacteristic outburst of anger or

belligerence ▪ seems indifferent, lacks interest in daily

activities ▪ extreme fatigue

On occasion everyone is forgetful, “isn’t his/herself”, or has higher and lower periods of productivity. What you are looking for is a pattern of behaviour over a sustained period of time or a change in an employee’s behaviour over time. If you observe these signs over the course of a couple of weeks, you might remind the employee that resources are available, including the human resources department and the inConfidence program. You might also contact a inConfidence management consultant to discuss your concerns.

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How we can help ASSESSMENT | COACHING | SUPPORT | REFERRALS

Whether you’ve been a people leader for 6 months or for 20 years, you’ve

probably seen employees go through difficult times. And you’ve had to

handle difficult situations with employees. You’ve had to manage problems

like tardiness, absenteeism, poor performance, and friction between

workers. And you may have had to handle the unexpected problems that

sometimes follow a company reorganization, such as a drop in morale or

increased stress among employees.

Individual problems. Crises. A situation in your department that is

affecting the whole group – our management consultants assist

supervisors, managers and other people leaders with situations like these

every day. Here are some of the ways we help:

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An employee is repeatedly late for work. The people leader learns from a co-worker that the employee’s sibling is dying of cancer. A management consultant coaches the people leader on ways to approach the employee. The consultant may also suggest that the people leader contact the human resources department to talk about flexible work arrangements for the employee.

We provide a confidential sounding board.

A people leader overhears an employee telling others in the group that life is not worth living and that he is planning to commit suicide. The people leader wants to respond immediately and contacts a management consultant for assistance. The consultant helps the people leader refer the employee to the inConfidence program to get the immediate help he needs.

A problematic employee tells her people leader she needs to take time off due to job-related and personal stress in her life. The people leader feels sympathetic and wonders what’s the best way to respond to the employee. A management consultant talks with the people leader about ways to handle the situation and encourages the people leader to refer the employee to the inConfidence program to get the resource she needs

An employee shows up for work with alcohol on his breath. The people leader knows that this is the second time in a week that this employee has arrived at work with the smell of alcohol. A management consultant coaches the people leader on what steps to take, what to say to the employee, and how to refer the employee to the inConfidence program.

An employee has called in sick repeatedly over the last two months. The people leader wonders whether something is wrong, and wants to talk with the employee, but isn’t sure what to say. A management consultant coaches the people leader on how to approach the employee.

A 24-year-old employee who has been a strong, consistent performer has not been herself for the past two weeks. While her performance hasn’t dropped, the people leader is concerned and would like to approach the employee. A management consultant helps prepare the people leader for how to talk with the employee.

We help with problems that affect individuals and the whole team.

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Two employees have complained about a team member’s personal hygiene. They are asking that something be done. The people leader wants to take action right away, but isn’t sure what the best approach would be. A management consultant offers tips on how to talk with the employee about the hygiene problem, and how to handle the issue with the rest of the team.

Two team members have complained to their people leaders about each other’s work habits. The people leader knows there is friction between the two and that productivity is dropping. A management consultant helps the people leader explore what’s happening and discusses options for handling the situation. The consultant encourages the people leader to involve the human resources department in the problem as well.

We’ll help you sort out complex, sensitive issues. We listen, ask questions, and help you find answers.

Following a recent merger, a people leader is seeing more stress among employees. Uncertainty and changes in personnel have caused even top performers to be tense and anxious. A management consultant talks with the people leader about the normal behaviors employees exhibit during times of change and coaches the people leader on how to work with employees and help keep them focused during this period.

A co-worker dies in a car accident. The whole department is affected. A management consultant coaches the people leader on how to handle such a crisis. An on-site inConfidence consultant provides support to affected employees.

We offer coaching on a variety of workplace issues. A people leader is very concerned about an

employee who has made threats to harm another employee at the company. He isn’t sure what steps to take first. A management consultant coaches the people leader to contact his human resources representative right away so that HR and the people leader can review policy and procedures and determine what actions to take. If necessary, the consultant also assists the people leader in contacting and reporting the threat to local authorities.

There is about to be another round of lay-offs. Morale is low and anxiety is high in the department. Employees and their families are feeling the effects. A management consultant offers support surrounding the emotional impact on employees and resources to affected employees and people leaders.

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Using the inConfidence program for work performance issues

A STEP-BY-STEP GUIDE

To use the inConfidence program for work performance issues, simply

follow the step-by-step guide described on the following pages.

Getting started is as easy as picking up the phone. At each step along

the way we offer coaching reminders, and support.

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1. Contact a management consultant if you have

a question or concern about an employee or an employee’s work performance. The earlier you contact a consultant, the more successful the outcome will be. To reach a management consultant, simply dial the toll-free number that you wrote down at the front of this publication.

2. Consult your human resources representative

about the situation when you are concerned about an employee. It’s best to do this as soon as you are aware that

there is a problem. Your HR representative is familiar with your

company’s policies and can provide you with coaching and

direction. Often, your HR representative will advise you to

contact the inConfidence program for further help.

3. Document work performance and other

problems. Carefully documenting an employee’s performance

problems over time will help give you a better sense of the

issues and the appropriate action to take. A management

consultant can coach you on what to look for and how to keep

careful notes. You will want to:

▪ observe your employee’s performance, attendance, and

behaviour ▪ write down any patterns of tardiness, absenteeism,

examples of any unacceptable work performance, behaviour, or unacceptable conduct

▪ record dates and write down specifics

When it is time to talk over your concerns with the employee,

you will need clear examples so that the employee is able to

see that there really is a problem. You will need to collect

samples of the employee’s work that demonstrate the

problem. (In addition to being helpful when you talk with the

employee, this documentation will be critical if the employee

is to be disciplined or eventually terminated.)

Your record or notes might look something like this:

March 17 Employee arrived at 10 a.m., one hour late for work.

No explanation given.

March 18 Left for the day at 3:15, one hour and 45 minutes

early. The next morning, the employee apologized and said,

“My babysitter had to leave early.”

April 2 Missed first meeting of the day at 9 a.m.

April 8 Employee not prepared for team meeting. Seemed upset

about something.

May 12 and 13 Employee absent both days. Called in to say

her child was ill.

In the above example, the people leader could see how stress

at home—a sick child, problems with child care—were affecting

the job performance of a valued employee. Keeping careful

records over a period of weeks will help you identify certain

patterns of behaviour. Remember that you are looking for

changes in work performance and behaviour patterns over a

period of time.

4. Discuss the problem with a management

consultant in follow-up conversations if the situation is ongoing. You will describe what you have observed, exchange

information, and be given strategies on how to handle the

situation. The consultant can coach you on ways to approach

performance problems, and help you shape an improvement

plan.

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5. Meet with the employee.

A management consultant can help prepare you for your meeting

with an employee. You will want to:

▪ schedule a private meeting with the employee

▪ make it clear that your goal is to help the employee improve

the situation

▪ talk with the employee in a caring and concerned way

▪ be positive about some aspect of the employee’s performance

whenever possible

▪ be specific about performance problems and the need to

improve performance

▪ set clear expectations and timelines

▪ let the employee know there is a place to turn for help

▪ encourage the employee to contact the inConfidence program

and give the employee the telephone number to call

▪ inform the employee that inConfidence is a voluntary, private,

strictly confidential program—no one will know the employee

called unless he tells them

▪ set up a time for a follow-up meeting

▪ write up a brief summary of what was said for your files after

the meeting is over

6. Refer the employee to the inConfidence program.

Referring an employee to the inConfidence program allows you

to fulfill your responsibilities as a people leader while a trained

consultant provides assistance to the employee. You are

helping the employee get the help needed. The referral may be

to address problems affecting performance; as part of a

performance plan; or to provide assistance to an employee who

is having personal problems. There are three ways an employee

can be referred to the inConfidence program:

▪ Self-referral. Most employees seek assistance from the

inConfidence program on their own—for help with personal and

family issues, work issues, and other concerns. This is called a

self-referral. Employees may contact the program at any time.

You can encourage employees to seek help from the program

by providing them with the inConfidence program telephone

number and contact information. Remind employees that the

program is free and confidential.

▪ Informal referral. An informal referral is a reminder or

suggestion to the employee that the inConfidence program is

available to help. People leaders might make an informal

referral to the inConfidence program when an employee with a

good or excellent performance record is experiencing problems

outside of work. The employee may be going through a

separation, have a sick child, or be experiencing some other

hardship. You are encouraging the employee to make use of

the program because you are concerned.

You may, for example, have an employee whose father was

recently diagnosed with a terminal illness. You might

informally refer the employee to the program by following

these steps:

▪ Schedule a time to meet with the employee in a private

place

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▪ Express your concern. You might begin the

conversation by saying, “I’m really sorry about your

father. And I’m concerned about you. I know it’s been

hard with your father’s illness.”

▪ Provide the employee with information about the

inConfidence program. If you have a relationship with

the employee where you feel it’s appropriate, you

might say, “Have you thought of using the

inConfidence program?” Or you could say, “I’d like to

let you know that you have a resource—a service

available to you through work—that you can use to

get support and help.” Give the employee the

telephone number of the program. Remind the

employee that the program is free and confidential.

When you make an informal referral, it is up to the

employee whether or not he or she chooses to contact

the program. No documentation goes into the

employee’s personnel file, and you do not call the

program to let them know you made the referral. You

do not request any information from the inConfidence

program about whether the employee contacted the

program.

▪ Monitored referral. A monitored referral to the

inConfidence program is used in cases involving ongoing

work performance issues. With this type of referral, a

people leader identifies the performance issue and reminds

the employee that the inConfidence program is available as

a resource to help with personal issues that may be

affecting performance. The employee may be a good

performer who has developed a pattern of missed

deadlines or of handing in unsatisfactory work. Often,

performance problems are the result of personal issues

outside of work. It is not your job to diagnose employee

problems. That is what the inConfidence program is for.

Your job is to strongly suggest that the employee contact

the program.

Here are the steps to taking when making a monitored referral:

▪ Contact the inConfidence program to let them know

you will be referring an employee. The first step when

making a monitored referral is to contact the program

before you sit down to meet with the employee. That

way, the inConfidence consultant knows what your

concerns are about the employee and is better able to

offer help when the employee calls. An inConfidence

management consultant can provide you with expert

and confidential guidance on how to document

performance issues, develop a performance

improvement plan with specific goals and time

frames, and prepare for the conversation with the

employee.

▪ If you are handling a difficult workplace issue, be sure

to contact your HR representative to learn about your

organization’s policies and procedures.

▪ Schedule a time to meet with the employee in a

private place.

▪ Show your concern and support when you meet with

the employee. Acknowledge both past and present

positive job performance. For example, if you have a

valued employee who has been late for work and

missing deadlines recently, you might say, “I’ve

noticed you’ve been late this month. And you missed

an important deadline. That isn’t like you. Your work is

usually excellent.”

▪ Focus on work and performance issues at the meeting

and explain what your concerns are. Be specific. You

might say, “I’m concerned about your performance.

You were more than thirty minutes late five times this

month. And the deadline you missed last Wednesday

was a very important one.”

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▪ Refer the employee to the inConfidence program. You

might say, “Performance issues like these may be the

result of things going on outside of work. Whether

that’s the case here is really none of my business.

However, I am concerned about your performance. I

want to remind you that you have a resource—a

service available to you through work—that you can

use to get help and support. I encourage you to

contact the inConfidence program and to use the

resources available to you to address any issues that

may be affecting your work performance.” Remind

the employee that the program is free and

confidential. Provide the employee with the program

telephone number and contact information.

▪ Explain that the program is voluntary. You might say,

“Whether you call the inConfidence program or not is

up to you. I’m concerned that these performance

issues get resolved. If they’re not corrected, I may

have no choice but to take further action.”

▪ Let the employee know that there is a time line.

Explain that you will follow up and set a time for

another meeting.

A monitored referral may or may not go into the employee’s

personnel record and may or may not be part of a corrective

action plan. Even if the employee chooses not to contact the

inConfidence program, you have taken the steps necessary to

begin addressing the performance issues. An inConfidence

consultant can discuss with you what steps to take next.

In some cases and at some organizations, a monitored referral is

mandatory and it may be a condition of the employee’s

continued employment with the organization. In such cases, the

individual’s poor performance would suggest termination;

however, the follow-through with the EFAP is considered to be

“one last chance.”

Check with your HR department to find out what the policy is at

your organization. Normally, a mandatory referral is made at

the same time that an employee is going through the final

stages of a progressive discipline action (for example, when an

employee tests positive for substance abuse). Always check

with your HR department if you are facing a difficult workplace

issue.

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Do’s ▪ Do contact an inConfidence consultant before

making a monitored referral. ▪ Do try to be patient, understanding, and

sympathetic when you meet with the employee. Show support.

▪ Do emphasize that your goal is to help the employee improve the situation.

▪ Do focus on behaviour. ▪ Do remind the employee that the program is

confidential. Make sure the employee understands that he can contact the program from the privacy of his own home, any time of the day, and the conversation between him and the consultant will be kept strictly confidential.

Don’ts ▪ Don’t get involved in the employee’s personal

problems. ▪ Don’t diagnose or assess your employee’s

problems. Leave this to a trained professional. ▪ Don’t offer advice or recommendations about

what the employee should and should not do. ▪ Don’t discuss the employee’s problem with

anyone except your supervisor, the human resource representative, or an inConfidence program consultant.

▪ Don’t avoid the problem and assume it will go away. The sooner you seek help, the better it will be for you and your employee.

Step-by-step reminders when making referrals

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Following up

After referring an employee to the inConfidence program, a consultant can help you design a follow-up plan. It’s important to follow through until problems and work issues improve. It’s equally important to regularly acknowledge progress when an employee is working to correct a problem. Remember to give praise. As things improve, remember to show you are pleased. You might say, “I’m really pleased at how much better things are going. You did a great job on that last report.”

While all information that the employee shares with the inConfidence program is confidential and may not be shared with you, the management consultant can:

▪ help you gauge whether the employee is making progress with performance goals

▪ help reduce barriers and assist with re-entry issues when the employee returns to work after a leave

▪ be a source of ongoing support for the employee ▪ be a source of ongoing support for you

The consultant can also offer help with sensitive situations like the following: ▪ An employee returns to work after a

prolonged absence. Perhaps the employee was in a treatment program for drug dependency or was hospitalized for depression. The employee may be embarrassed about the absence. A management consultant can coach you on how to talk with the employee before his return to work; what to say to colleagues; and how to ease the employee’s transition back to work. The consultant may coach you to meet with the returning employee to find out what he would like to discuss with other employees.

▪ An employee requires special

accommodations returning to work following a disability leave. A management consultant can play an important role in coaching the people leader on the value of clear expectations. A consultant can also help prepare the people leader for any changes or accommodations, and set clear expectations with co-workers, especially if the employee is coming back at less than full capacity.

▪ Performance goals are not being met. The

management consultant might advise you to work with your HR representative on a course of action and, if necessary, disciplinary steps.

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Commonly asked questions

Is the inConfidence program available to both employees and their family members? Yes. It is available to the employee and their family members.

What if an employee doesn’t want to be helped? While no one can force another person to get help, your concern can help an employee feel more open to support. When you do meet with the employee, you might say, “I strongly encourage you to seek assistance by contacting an inConfidence program consultant to discuss any issues that may be affecting your performance. I want to see your performance improve.” How do I show my concern without getting too involved? If you encourage the employee to talk in too much detail about personal issues, you may give the impression that you can solve the problem or that you are giving the employee permission not to do the work. Instead, express your concern. Then emphasize that help is available through the inConfidence program. Here is one way you might express your concern: “I really want to see your productivity improve. If there is anything I can do to help you succeed, let me know. I encourage you to contact an inConfidence program consultant to discuss any other issues that are keeping you from being fully productive at work.” If I need to call more than once, can I talk to the same consultant? Yes. You are encouraged to talk with the same consultant.

Is there a limit on the number of times a people leader may call to talk with a management consultant? No. You may talk with a management consultant as often as you like. What about confidentiality? All of the information that you or your employee discusses with the inConfidence program is confidential. No one will find out any information about your conversation with an inConfidence program consultant without your explicit written consent—not your boss, your employer, or even a spouse. The only exceptions include abiding by federal and provincial regulations regarding duty to warn of harm to self or others, and compliance with court orders. In these instances, the inConfidence program consultant may be mandated to report a situation to the appropriate authority.

What kind of information do people leaders receive when they make a monitored referral to the inConfidence program? In general, people leaders, or human resources when appropriate, receive basic information that includes: the date of the inConfidence program consultation; verification that the employee was assessed; and notification as to whether or not the employee is complying with treatment recommendations.

Our inConfidence service provider is Ceridian LifeWorks.