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dc.contributor.authorAttridge, Mark
dc.contributor.authorBurke, John J., M.A.
dc.date.accessioned2021-04-01T18:39:37Z
dc.date.available2021-04-01T18:39:37Z
dc.date.issued2012-01
dc.identifier.citationAttridge, M., & Burke, J. (2012). Future trends in EAP: Highlights from an industry survey. Journal of Employee Assistance, 42(1), 24-27. [Commentary on pages 28-29.]en_US
dc.identifier.urihttp://hdl.handle.net/10713/15061
dc.descriptionFor a more detailed report see: Trends in EAP services and strategies: An industry survey. EASNA Research Notes, Vol. 2, No. 3. http://hdl.handle.net/10713/5106en_US
dc.description4-page article with one table. Plus 2-page commentary.en_US
dc.description.abstractIn the fall of 2011, the authors conducted a survey to examine trends in the services and strategies offered by employee assistance programs (EAPs). This article features some of the key findings from this research. Data was collected via a secure website from 150 EA professionals in the U.S. and Canada. Most were in senior management or clinical leadership roles. Respondents were associated with the EAP field in a variety of roles, including working for external vendors of EA services (51%); working for internal programs (23%); an individual provider of clinical services (11%); consultant or academic (5%); or “other” (9%). The following seven services were included: 1) Counseling with assessment, brief clinical support, and referral; 2) Management consultations and organizational support; 3) Critical incident response; 4) Integration of EAP with work/life and wellness; 5) High-risk case finding and long-term case management; 6) Support for employees on STD/LTD disability leave; and 7) Technology and web-enabled services. Each of these services were rated on three issues (a) estimated frequency of use by organizational clients; (b) importance in defining EAP; and (c) business value. The potential for providing more strategic consulting by EAPs at the organizational level was also examined with a qualitative question. Results and strategic implications are presented.en_US
dc.description.sponsorshipAttridge Consulting, Inc. and Burke Consulting.en_US
dc.description.tableofcontents1) Introduction. 2) About the Study. 3) Part I - A Profile of EAP Services. 3a) Cluster 1 = EAP Core Capabilities - the "Big 3"; 3b) Cluster 2 = "Pareto" Cases with High-Touch EAP Services; 3c) Cluster 3 = Connecting Cases with High-Tech EAP Services. 3d) A Service Life Cycle Interpretation. 4) Part II - The Proactive EAP. 5) Conclusions and Future Directions - The Core and More. Companion article of commentary from six EAP industry leaders: Richard Hopkins, Bernard Dyme, Bruce Prevatt, Craig Thompson, Mark Cohen, and Sandra Turner,en_US
dc.language.isoen_USen_US
dc.publisherEmployee Assistance Professionals Association (EAPA)en_US
dc.relation.ispartofJournal of Employee Assistanceen_US
dc.subjectEAPen_US
dc.subjectcrisisen_US
dc.subjectCISMen_US
dc.subjectintegrationen_US
dc.subjecttrendsen_US
dc.subjectworkplaceen_US
dc.subjectmanagement consultationsen_US
dc.subjectsubstance useen_US
dc.subject.lcshEmployee assistance programsen_US
dc.subject.lcshTechnologyen_US
dc.subject.lcshDisabilitiesen_US
dc.subject.meshSurveys and Questionnairesen_US
dc.subject.meshReturn to Worken_US
dc.subject.meshCommenten_US
dc.titleFuture Trends in EAP: Highlights from an Industry Survey & Commentaryen_US
dc.typeArticleen_US
dc.identifier.ispublishedNoen_US
refterms.dateFOA2021-04-01T18:39:37Z


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