HUMAN SERVICE MANAGER EXERCISE

Human Service Manager Exercise

Human Service Manager Exercise

Introduction

Employee Services Management (ESM) Association proudly presents our newest publication, Employee Services Management: A Key Component to Human Resources Management. Based on the ever-changing business climate, the shortage of skilled workers and the dream of striving for balanced lives, this is the prime time for employee services to be recognized for the gem that it is. Innovative employee programs are the vehicles that provide a solution to the ongoing challenge of recruiting the best workforce. In the interest of the bottom line, by way of reducing employee turnover, it is critical that managers invest effort in retaining employees as well. This is why increasing numbers of managers are looking to implement employee services that give their company the competitive edge. The best managers understand that employees are individuals with personal lives. To be successful, employers need to provide opportunities for employees to meet their daily needs through convenience services. The successful implementation of these programs and management's favorable support of employee services directly affect the image of the company and the public's desire to work for it. ESM Association is the only national association focused on effectively managing employee services programs.

Case A

Human Service Manager's have a great deal of responsibilities, including communication and interviewing skills. Human service staff relies on the assistance, support and directives from his or her manager. This paper will discuss the recommendations and strategies for three staff Case Study situations.

Tom Martin, a 32 year old divorced, Caucasian male, is employed as an individual counselor for adult clients with an agency for four years. Tom has displayed mediocre job performance, complaints have been filed against him and several female clients terminated service.

A female client has informed Tom's supervisor of sexual comments Tom has made, their out-of-office date and gifts he has bought for her. Tom denied the accusations although admitted to his attraction to his client.

Tom's supervisor should have addressed some issues before it had gotten to this point. He should have been referred for additional supervisory support and monitoring due to client complaints and client termination of counseling. Tom should have also been referred to re-training for his average job performance after four years in that position. The supervisor should have referred Tom to counseling due to his obvious issue with intimacy and boundaries.

I believe Tom should be released from his position as an individual counselor. Had Tom's supervisor addressed these concerns, Tom may have had the opportunity to work on his job performance and sexual issues. Out-of-office dates and gifts are acceptable if it relates to the client/clinician relationship. Sexual comments made to a client are unacceptable and violates the counselors code of ethics. Counseling is an intimate experience in which lots of feelings can arise, including sexual ones (Dillon & Murphy, 2003, p. 268). Due to Tom's history with female clients and over-stepping the boundaries, the appropriate action is termination.

I released Mr. Martin because he failed to follow the boundaries regarding out of office contact and ...