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FEI’s Manager Exchange

28 Oct. 2015 Posted by aadams

Reimagining Wellness: Putting People First

(Written by Amy Haft, FEI Senior Account Manager)

Stories are a compelling motivator for change. Hearing about colleagues and employees who are thriving after a weight loss, a new exercise routine, or who no longer need to take costly medication for high blood pressure creates an awareness of the prize of well-being and can give our own wellness journey greater purpose. Developing an awareness of how much better we feel when we make healthy choices is a powerful intrinsic motivator and leads to sustainable behavior change.

14 Oct. 2015 Posted by aadams

Domestic Abuse and the Workplace

(Written by Marcia O’Boyle, FEI EAP Services Center Manager)

Domestic abuse is a pattern of behavior used against an intimate partner or family member to secure and maintain control over that person. Behaviors can include physical and sexual abuse, psychological attacks, stalking and economic coercion. Domestic abuse affects people across the spectrum and in any setting, including the workplace. What are some possible warning signs that might cause you to consider whether an employee is experiencing domestic violence?

1 Oct. 2015 Posted by Amber Alles

Suicidal Employees: What Do You Do?

(Written by Janice Lieber, FEI EAP Counselor)

What should you do when an employee tells you they want to die or kill themselves and they’re at work or calling in to work? The answer isn’t to have them call the EAP, although that may be your first thought. We generally refer individuals to those who have experience in areas we’re unfamiliar with, but time is of the essence in these kinds of situations and you must call 911 so the employee can be evaluated immediately by experienced medical staff who can determine the volitional desire of the person and the present risk.

29 Sep. 2015 Posted by Amber Alles

A Solution: The Realities of Managing Cost Containment (Part 2)

(Written by Jon Buchler, FEI EAP Counselor)

James – our director of the medical transcription department – knows many transcriptionists are unhappy with the company’s mandatory overtime policy and that five senior transcriptionists will leave if he does not take action to change the policy. He recognizes the need for both a short-term and long-term solution in order to maintain the staffing level necessary to get work done. He also knows that any solution which adds cost to his budget will need approval “up the line” and will likely encounter resistance.

16 Sep. 2015 Posted by Amber Alles

A Scenario: The Realities of Managing Cost Containment (Part 1)

(Written by Jon Buchler, FEI EAP Counselor)

James is the director of the medical transcription department for a health care system which operates a large hospital and a sizeable network of outpatient clinics. Three managers report to him and manage over 60 medical transcriptionists. From a fiscal standpoint, the department is a cost center, generating no revenue for the health care system. James has learned through years of experience that he is held accountable for four things: cost containment, productivity, timeliness in getting medical records completed, and keeping errors to an absolute minimum.

3 Sep. 2015 Posted by Amber Alles

Well-Being: Work-Life Balance in the 21st Century (Part 2)

(Written by Julie Sharp, FEI Account Manager)

In part one we introduced the PERMA acronym as a new way of looking at work-life balance, or well-being. PERMA stands for the five essential elements that should be in place for us to experience lasting well-being. These elements, which we choose in our efforts to flourish, are the rock-bottom fundamentals to human well-being. The goal is to increase the amount of flourishing you can accomplish in your own life.

1 Sep. 2015 Posted by Amber Alles

Well-Being: Work-Life Balance in the 21st Century (Part 1)

(Written by Julie Sharp, FEI Account Manager)

The concept of work-life balance is an idea that stretches back to the 1800s, when the need to limit work hours was recognized by the federal government. In the 1980s, “work-life balance” became an official term to describe the ideal balance between work and leisure life to which employees aspired. Workplaces put policies like maternity leave, telecommuting and employee assistance programs into place to support their employees’ quality of life.

20 Aug. 2015 Posted by Amber Alles

Understanding Hostility in the Workplace

(Written by Gary Skaleski, FEI EAP Counselor)

The issue of increasing hostility and violence has grown over the years, noting the rise of mass and individual attacks across the nation. In the workplace, hostility must be addressed quickly to avoid any escalation of anger towards co-workers. Managers are often on the alert and sensitive to signs of hostility among employees, however, it’s important for them to understand how hostility develops so that they are able to determine the best approach to defuse a potential situation.

6 Aug. 2015 Posted by Amber Alles

When Personal Problems Come to Work

(Written by Randall Kratz, FEI Senior Account Manager)

Every day, managers are challenged to motivate, train, problem-solve, correct and evaluate. They are also challenged by conflict, stress, organizational change and employee productivity issues. Some of these productivity concerns can be resolved through training, coaching or process improvements. There may be times, however, when an employee’s work performance is affected by a personal problem. For example, approximately one in five Americans report being treated for depression at some point in their lifetime. In 2013, Gallup reported that depression was linked to higher rates of absenteeism, costing employers an estimated $23 billion in lost productivity each year.

24 Jul. 2015 Posted by Amber Alles

Do You Value Your B-Players?

(Written by Freya Cooper, FEI Account Manager)

“B-Player” employees usually are not sought after by top recruiting firms, hiring managers, or CEOs. In fact, some managers lose respect for B-Players because they can appear less motivated than other employees. Because of this perception they are often under-valued. B-Players are not exactly high performing “A-Players,” nor do they want to be. B-Players serve as equipoise to the high-performing A-Players who are often visionaries in a company. However, B-Players are skillful, solid and can be crucial in the supporting roles they play.

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