AuthorPompe, John C.
JournalJournal of Employee Assistance
MetadataShow full item record
AbstractThe COVID-19 pandemic has brought significant emotional and social strain on employees and left employers looking to their EAPs for ways to expand support for their employees’ health. This heightened focus has resulted in unanticipated growth in the world of workplace mental health. Stigma around mental health has reduced and the demand for EAP services has increased. And yet EAPs find themselves under scrutiny, with skepticism about their value and readiness to respond. Mental health encompasses a broad range of conditions, from the routine to the disabling. In the context of the workplace, such problems present a significant cost burden in terms of HR and leader- ship time, organizational effectiveness, safety risks, and increased healthcare costs. EAPs are sold as a potential solution. When the EAP concept took hold roughly 50 years ago, they were delivered by actual employees of a given organization who engaged in a variety of supportive roles to help employees and mitigate the risks brought on by employee mental health and substance abuse. Over time, internal EA professionals began collaborating with HR, occupational health, wellness, security, and safety professionals to support functions such as: performance management, drug testing, fitness-for-duty, threat assessment, health promotion, and critical incident response.
CitationPompe, John. (2021). EAP at a Crossroads Pandemic Drives Business – but What’s Next? Journal of Employee Assistance. 3rd Quarter. pp 18-21.
Rights/TermsAttribution-NonCommercial-NoDerivatives 4.0 International
outpatient mental health services
internal EAP models
Employee assistance programs
Stigma (Social psychology)
Health Care Costs
Identifier to cite or link to this itemhttp://hdl.handle.net/10713/16411
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Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 International