Supporting Employees Facing Personal Challenges

Employees may sometimes face personal or family challenges that impact their work performance. As a manager, you are often in a position to notice these changes. When this happens, should you step in or wait for the situation to resolve itself?

Your role in supporting an employee struggling with personal difficulties is similar to addressing performance issues related to a lack of skills or training. You are not expected to diagnose or solve their problems, but you can guide them toward appropriate resources and help develop a plan to improve their performance. Your goal is to help them recognize that they may need support and encourage them to seek help.

How Can You Help?

An employee may openly share their struggles with you during a casual conversation or crisis. In these cases, your role is straightforward: listen, show understanding, and encourage them to seek appropriate support.

However, the situation is more complex when an employee does not acknowledge their challenges yet declines in work performance or behaviour without an apparent reason. In such cases, you must help the employee recognize the issue and encourage them to act.

Identifying the Problem

Before addressing the issue, gather concrete facts about the employee’s performance or behaviour. Consider:

• When did you first notice a problem?

• Is the employee frequently late or absent?

• Are they displaying inappropriate or unsafe behaviour?

• Are they struggling to maintain relationships with colleagues, clients, or other departments?

• Has their performance deteriorated significantly?

• Has this issue developed over time, or has it appeared suddenly?

Objective, fact-based observations are essential when discussing concerns with an employee. Personal impressions or assumptions are not enough—clear indicators of performance or behavioural changes will help you begin a constructive conversation.

Addressing the Problem

Once you have identified a pattern, schedule a private meeting with the employee to discuss your concerns.

1. State the reason for the meeting. Be clear and direct.

2. Review the facts. Explain what you have observed and why you are concerned.

3. Ask for their perspective. Allow them to share their thoughts.

4. If they do not acknowledge a problem, be more specific. Provide concrete examples of behaviours that need to change and explain why they are unacceptable.

5. Clarify expectations. Define what improved performance looks like and outline the steps required.

6. Explain the consequences. Specify what actions may be taken if the situation does not improve within a set timeframe.

7. Offer support. Ask if they need help and remind them of available resources, such as an Employee Assistance Program (EAP).

8. Confirm understanding. Ask them to summarize what they heard to ensure alignment.

9. Schedule a follow-up. Agree on a date to review progress.

If employees share personal difficulties affecting their work, encourage them to seek help through the EAP or other confidential support services. If they do not acknowledge any personal challenges, suggest that such issues could contribute and remind them that support is available.

Following Up

Revisit the situation at the agreed-upon time or sooner if performance declines further. During this follow-up:

• Ask the employee if they feel they have made progress.

• If improvements are evident, acknowledge them with specific examples.

• If little or no progress has been made, continue the corrective process.

• If necessary, implement formal administrative or disciplinary measures.

• Continue to encourage the employee to seek support.

• Consult with Human Resources if further steps, such as a formal referral to the EAP, are required.

Ending the Process

The issue is resolved when the employee meets expectations, and no further intervention is needed. At this point:

• Hold a final meeting to acknowledge their progress.

• Encourage them to maintain their improvements.

• Reinforce that support is available should they need it in the future.

Pitfalls to Avoid

1. Attempting to Diagnose the Problem

   As a manager, you are not expected to assess or resolve personal difficulties. If needed, you must address performance concerns and direct the employee to professional support. Overstepping into a diagnostic role can create ethical and professional risks for you and the employee.

2. Ignoring the Issue Due to Personal Bias

   Managers sometimes hesitate to intervene because they know the employee well, view them as friends, or assume the situation will resolve itself. However, if unacceptable workplace behaviours persist, you must act.

3. Assuming Your Role Ends with an EAP Referral

   Referring employees to the EAP or other support services does not mean the issue is resolved. If their performance does not improve, you must continue to manage the situation and apply the necessary workplace policies.

What If You Need More Support?

If you are unsure how to handle a troubled employee, seek guidance from your organization’s HR department or your EAP. These resources can help you navigate sensitive conversations and ensure your approach is appropriate and effective.