The University of Maryland School of Social Work – the only social work program with a dedicated Employee Assistance (EA) curriculum as part of the larger MSW program – hosts the Employee Assistance Digital Archive.

The Employee Assistance Digital Archive is a free, publicly accessible site where EA professionals can post original works, historical documents or other related papers. The intent of the Archive is to preserve important historical documents in the EA field as well as to provide a national depository for all significant articles in the field.

Please visit our Employee Assistance Digital Archive Homepage to learn about how you can submit and use the Archive.

Recent Submissions

  • The Workplace Inclusion Scale - Another Tool for EAPs

    Herlihy, Patricia A.; Sharar, David A., 1961-; Robey, Molly (EAPA, 2022-01)
    Chestnut Health Systems, the parent company of CGP, recently created a new psychometrically informed instrument to help the EAP field integrate inclusion into its services: the Workplace Inclusion Scale (WIS). The WIS is a tool that organizations can use to quickly assess the impact of diversity and inclusion efforts as perceived by those employees working within one or more departments and regional offices of an organization. Specifically, it is a method for EAPs, as management consultants, to offer HR, ben- efit departments, and diversity, equity, and inclusion (DEI) programs a unique lens to assess the perceived level of employee inclusion.
  • Work Outcomes and EAP Use During the COVID-19 Pandemic

    Attridge, Mark; Steenstra, Ivan (EAPA, 2021-10)
    Brief article summarizing key findings of 2021 survey of EAP professionals and 11-years of research data collected from over 45,000 EAP counseling cases with data on Workplace Outcome Suite (WOS).
  • Enhancing workplace civility

    Norton, Bob (2009-06-18)
    This is a set of slides from 2009 around the topic of workplace civility. At the time of this presentation 79% of employees reported a lack of courtesy in the workplace and thought this was a serious national problme. Another 61% stated that they felt this lack of civility was a worsening in the last several years. This presentation presented information to help employees understand the difference between Workplace Civility (WPC) and Workplace Incivility (WPI). Next it addresses the impact of WPC & WPI. And finally it addresses strategies to increase civil behavior in the workplace.
  • Making the Most out of Change

    Norton, Bob (2021-06-02)
    This is a set of slides for the NIST employee population about the topic of dealing with constant change. According to research 15% of the population welcomes change while another 70% eventually accept change. Finally the last 15% continue to resist change no matter what.... This set of slides defines the concept of Change versus Transition and then explores some techniques that might help employees deal with change in a more positive and productive manner.
  • EAP Critical Incident Response Multi-Systemic Resiliency Approach: An Overview

    Intveld, Robert (2021-10-12)
    This is an Overview of Robert Intveld's approach to Critical Incidents - called Multi-Systemic Resiilency Response MSRA - This set of slides is a presentation to an EAPA Chapter about this particular approach to CIRs... Since MSRA's release in 2013, this remains a fundamental principle if you are going to be successful providing EAP CIR. ​As EAP professionals, we need to recognize and fully understand the resiliency process. Knowing this, we can complement ongoing successful operations with safe, resilient focused EAP interventions. Coordinating the four key systems (organization, employees, EAPs, onsite providers) to work synergistically towards an optimal outcome, is what this training provides. It goes beyond the focus of mitigating stress responses to providing an EAP mission oriented service that is inclusive of the organizational culture, and consistent with research informed principles. The central theme of our 2021 training remains the application of core clinical and EAP operational components and resilience based interventions.
  • Drinking More to Cope During COVID

    Hedblom, Lawrence (2021-09)
    It’s useful to realize that drinking is an integral part of our culture. In normal circumstances, about 70% of adults will report drinking alcohol in the past year and 55% in the past month, according to a study by the National Institutes of Health in 2019. Further, about 25% report binge drinking in the last month which is defined as four or more drinks in a two-hour period for women and five or more for men. And drinking comes with a high health cost. "An estimated 88,000 people die from alcohol-related causes annually, making alcohol the third leading preventable cause of death in the United States," according to the National Institute on Alcohol Abuse and Alcoholism. Increased drinking during Covid has been reported in different studies. A Kaiser Family Foundation study reports a 13% increase for all adults (and 25% among younger adults).
  • Trends in DEI Practices and Policies

    Fickess, Jim (WorldatWork, 2021-09-28)
    Trends in DEI Practices and Policies - shows that both management and employees see dramatic increase in DEI activities in the workplace. The study’s findings support what many observers have been saying: The social movements of 2020 and 2021, such as Black Lives Matter, provided an “a-ha” moment to business leaders. Instituting workplace DEI initiatives went from sounding like a noble concept to being a top-priority action item. Just look at the numbers. More than eight in 10 (83%) of the 656 responding organizations say they have been taking action on DEI initiatives in 2021, a 13 percentage-point increase from 2020. Of those 83%, 29% said they took their first action on DEI initiatives during the past 12 months. Nearly all (97%) of those DEI-active organizations have an established DEI strategy (56%) or are actively working on one (41%).
  • 9/11 - A personal and professional Recollection

    Maynard, John Blackwell (EAPA, 2021-10)
    At 7 a.m. Tuesday morning, 9/11/2001, I was sitting in our dining room in Boulder, Colorado eating breakfast. My wife, Sue, was upstairs getting ready for work. Suddenly, she came downstairs, turned on the TV, and called me into the family room. Sue had heard on NPR that there had just been an explosion near the top of the North Tower of the World Trade Center. As we watched the initial coverage, we witnessed live video of a jetliner crashing into the South Tower. It almost immediately became clear that both explosions had been caused by planes flying into the towers, and that it must have been intentional. A Father’s and Mother’s Fears – The Personal Side of 9/11 Instantly, Sue and I became alarmed on a very personal level. Our daughter, Danna, was a United Airlines flight attendant based in New York City. We had no idea if she was flying that morning or at home. Neither she nor we had cell phones back then, and when we called her home, we got no answer. Glued to the unfolding live coverage, I remained at home close to our phone. Sue went to work, where she found everyone also gathered around TVs. Finally, 2-3 long hours after our initial call to her, Danna called to say she was safe but shaken. She had returned home from a flight late the night before, slept in a little, and gone to the grocery store. When she got home, her phone was ringing. Close friend and fellow flight attendant, John Raulli was on the line. He said there had been a crash, and he thought it might be UA175, which both Danna and John had worked many times.He didn’t have access to a computer, so he asked her to log in to the United employee intranet to see who the crew was that morning. They knew most of them well; in fact, two of them had just become engaged the week before. As Danna was looking at the screen, it went black. United had cut all intranet access system wide. That’s when she called us.
  • “The Great Attrition” - Wednesday EAPA Calls

    McNutt, Bryan R. (2021-10-27)
    These are a set of slides used for the EAPA Wednesday call on October 27th, 2021 around the topic of the Great Resignation: “Recent data from economic, business, and labor sectors indicates that the U.S. workforce is experiencing one of the most significant periods of job transition and change on record. Nearly 20 million U.S. workers have quite their job since April 2021. The “Great Attrition” or “Great Resignation” is impacting the workforce across industries, and many organizational leaders are struggling with how to adapt to the rapid fluctuation and change. The disruption of the COVID-19 pandemic has led to millions of Americans reevaluating their working lives and reconsidering different priorities for their overall wellbeing: more flexibility with work schedules, hirer wages, more meaningful work. A majority of workers are considering changing jobs, and many cite burnout as a reason for that change. A recent report from McKinsey & Co (2021) has highlighted the disconnect of perception between employers and employees in understanding the primary concerns driving decisions surrounding job satisfaction and employee needs. EAPs find themselves right in the middle of this evolving change across the workforce, which reveals another shift in the crossroads between employer-employee-labor relations. EAPs have an opportunity to help bridge the gap of understanding through their consultative guidance with organizational leadership and labor representation, as well as continued support of individual employees.”
  • Mental Health in the Post-Pandemic Workplace: A Culture Shift towards Transparency & Empathy

    Lawler McHugh, Tina; Fraone, Jennifer Sabatini; Zhang, Zachary (Boston College Center for Work and Family, 2021-12-06)
    Over the past several years, there has been an increasing recognition of the impact of mental health in the workplace. From the pervasive problems of stress and burnout, to the movement toward creating cultures of authenticity and belonging, to the examination of the costs of absenteeism and presenteeism, employee mental health has emerged as a critical component in building and retaining a productive and engaged workforce. The COVID-19 pandemic has brought mental health into even sharper focus. Anxieties about health and safety, social isolation, stress related to job loss and a lack of child care contributed to an alarming increase in mental health distress and diagnosable mental health conditions. From the chief executive ranks, through HR, down to front line workers, employers now recognize the importance of focusing on mental health and creating a supportive culture in the workplace.
  • Use Data to Improve DEI Performance Through an EAP Lens

    Sharar, David A., 1961-; Herlihy, Patricia A. (World at Work, 2021-12-07)
    A prevailing discussion in today’s workplace is the dialogue around diversity, equity and inclusion programs (DEI). Joan Williams and David White’s article in the Harvard Business Review suggested that past efforts to deal with these issues have basically failed. “White Americans are finally starting to understand that racism is structural,” wrote Williams and White. “The problem is not just a matter of a few bad apples, and it certainly won’t be solved by a few good conversations. To dismantle structural racism in our organizations, we must change our cultures.” The question is whether programs have actually stalled or has the “playing field” shifted and changed? The 2020 deaths of unarmed Black Americans, including Ahmaud Arbery, George Floyd, and Breonna Taylor, generated widespread agitation and protests across the United States. In the aftermath of the violence and unrest, many Americans have come to believe that the country needs to pass new civil rights laws to counter racial discrimination. This realization has also spilled over into private sector employee recruitment and retention practices. A majority of Americans believe private sector organizations bear responsibility for helping to create a more equitable and just society. As a result, a renewed urgency is being seen within workplaces to revise diversity policies and foster inclusion. A recent Fortune/Deloitte Survey found that 96% of CEOs agree that DEI is a strategic priority for their companies.
  • Provisional Numbers and Rates of Suicide by Month and Demographic Characteristics: United States, 2020

    Curtin, Sally C.; Hedegaard, Holly; Ahmad, Farida B. (US Dept of Health and Human Services; Center for Disease Control and Prevention; National Center for Health Statistics and National Vital Statistics System, 2021-11)
    Objectives—This report presents provisional numbers of deaths due to suicide by demographic characteristics (sex and race and Hispanic origin) and by month for 2020 and compares them with final numbers for 2019. Both age-adjusted and age-specific suicide rates are presented by sex and race and Hispanic origin and compared with final 2019 rates. Methods—Data are based on 99% of all 2020 death records received and processed by the National Center for Health Statistics as of May 19, 2021. Comparisons are made with final 2019 data. Deaths due to suicide were identified using International Classification of Diseases, 10th Revision underlying cause-of-death codes U03, X60–X84, and Y87.0. Results—The provisional number of suicides in 2020 (45,855) was 3% lower than in 2019 (47,511). The provisional age-adjusted suicide rate was also 3% lower in 2020 (13.5 per 100,000) than in 2019 (13.9). The monthly number of suicides was lower in 2020 than in 2019 in March through October and December. The largest percentage difference between monthly numbers for 2019 and 2020 occurred in April, where the provisional number in 2020 (3,468) was 14% lower than in 2019 (4,029). The age-adjusted suicide rate was 2% lower in 2020 than in 2019 for males (21.9 compared with 22.4) and 8% lower for females (5.5 compared with 6.0). Females in all race and Hispanic-origin groups experienced declines in suicide rates between 2019 and 2020, although only the 10% decline for non-Hispanic white females was significant. Rates declined for nonHispanic white and non-Hispanic Asian males but increased for non-Hispanic black, non-Hispanic American Indian or Alaska Native, and Hispanic males.
  • Employee Resource Groups: A Strategic Business Resource for Today’s Workplace

    Casey, Judith C. (Boston College Center for Work & Family, 2021-11)
    Employee Resource Groups (ERGs) have existed in organizations for more than 40 years. In the past 5 years, however, ERGs have evolved from network- ing groups that promote diversity and inclusion to become key contributors to business strategy and operations. In our current global economy, multicultural competency and understanding is critical for business success. ERGs can utilize employee knowledge and expertise for talent management (recruitment/retention of diverse employees); to create culturally sensitive product development, marketing, and customer service as well as supplier diversity; and for building an inclusive and engaged workforce. ERGs are known by various names including affinity groups, employee networks and diversity councils. DiversityInc found that organizations often use the word “resource” to reflect the benefits of ERGs to the business mission, approach and outcomes. Welbourne, Rolf & Schlachter (2015) suggest that the term “business resource group” will be used more in the future to emphasize the benefits of ERGs to both employees and organizations. In this Executive Briefing Series, we will use the term Employee Resource Groups (ERGs). A 2011 Mercer report of 64 employers found that the average membership rate for ERGs was approximately 8% of the total global employee population ranging from less than 1% to over 20%, depending on the organization. The Employer Assistance and Resource Network on Disability Inclusion (EARN) indicates that 90% of Fortune 500 companies have ERGs.
  • Tips for EAPs Working With Law Enforcement

    Rascati, James N. (WriteitRight, 2021-06)
    Law enforcement has long been a challenging and stressful occupation that has come under immense pressure due to civil unrest stemming from recent police shootings and related events. James Rascati, MSW, LCSW, is the Director of Organizational Services at Behavioral Health Consultants, LLC, which provides EAP services for 145 organizations including 54 police and 28 fire departments. Employee Assistance Report (EAR) had the opportunity to speak with Jim about the challenges facing EAPs who count municipal unions (including police officers and firefighters) among their clients. The resulting piece is the Q & A from that interview.
  • Fatigue and Fortitude - Where We Were, Where We Are, and Where We're Going

    Gorter, Jeff (2021-11-16)
    Mental fatigue within the workplace can affect employees within all occupations and work environments. If left unaddressed, it can lead to inadequate performance, mental health consequences, loss of workforce, and more. This presentation and slides will address the following issues:  The impact of workplace fatigue on employees. How to support employees with workplace fatigue and resources available. The ability to better see signs of employees struggling with workplace fatigue. Improved skills to encourage resilience and fortitude in your workplace moving forward, increasing productivity along the way.
  • You Don’t Look Sick: Assisting Individuals with Invisible Disabilities

    Hotchner, Maureen (WriteItRight LLC, 2021-12)
    Parking Lot Vigilantes Abuse Woman with Invisible Disability.” This was the headline in the January 2, 2015, edi- tion of the South Florida Sun Sentinel. Shocking? Yet, this is precisely what happened to 58-year-old Debbie Mizrahi, a brain cancer survivor, who faced abuse from strangers who accused her of faking her disability. It would not be obvious from looking at her, but Debbie suffers short-term memory loss, and has a handicap placard which she relies on in order to find her car. But parking lot vigilantes yelled at her and left nasty notes on her car. Worse still, she returned to her car to find a bent windshield wiper, snapped antenna, and smashed side view mirrors.
  • Mental Health in the Workplace

    Beyer, Cal (Spray Polyurethane Foam Alliance, 2021)
    In today’s rapidly changing economy, mental health is top of mind for business leaders from various companies in all industries. This includes construction companies. It has not always been that way. Historically, mental health was a taboo topic in the workplace and even more so on jobsites. Stigma was the barrier that kept people from acknowledging that they were not OK. Seeking help was seen as a sign of weakness rather than as a sign of strength. Stigma remains a barrier that keeps people from either offering or seeking help. Stigma is a fear of the unknown combined with a fear of judgement from others or fear of con- sequences – both real and perceived.
  • Integrating Suicide Prevention into the SBIRT Model

    McPherson, Tracy; Harris, Brett (2021-10)
    This is a set of slides from a presentation by Brett Harris - Assistant Professor at the University at Albany School of Public Health. The presenter addresses the issue of death rates in the US and compares them to suicidal ideation in adolescence as well as the number of drug overdoses in this age group. It is a wonderfully detailed set of slides on this topic that addresses Suicide as a Public Health Issue and introduces SAMHSA's Call to Action: Substance Use and Suicide: A Nexus requiring a Public Health Response.
  • Burnout: How it Affects You and Your Employees - and What to Do About It

    Gorter, Jeff; Saggau, Linda (2021-10-19)
    If stress remains unaddressed for a long period of time, it can erode the mental health and wellbeing of people by way of burnout—defined as physical, emotional, and mental exhaustion caused by long-term involvement in emotionally-demanding situations. Unfortunately, these days, burnout is rampant. According to an Indeed survey, 67% of people feel as if they are more burned out now than before the pandemic began. Burnout affects wellbeing and performance on three levels: 1) personal, 2) professional, and 3) organizational —making it critically important to address. In this webinar, you will learn to recognize the signs and symptoms of burnout (in your employees and yourself) and become acquainted with effective routes of support. This webinar features R3 Continuum’s Vice President of Crisis Response Clinical Services, Jeff Gorter, MSW, LMSW, who will be co-presenting with Linda Saggau, R3 Continuum’s Chief of Staff. Linda has been researching burnout for over fifteen years and is an expert in helping leaders and employees mitigate it in order to revitalize wellbeing and performance. They’ll provide expert insight on the impact of stress and burnout, in addition to practical advice for leaders.
  • Depression in the Workplace: What Can We Do

    VandePol, Bob (2021-09)
    Although you might not know it, depression touches everyone in the workplace. Affecting nearly one in ten adults each year, depression is one of the top reasons for lost productivity, sick days taken and disability leave. Unaddressed depression in the workplace can contribute to lower profits and morale as well as increased mistakes and accidents. Ignoring depression is no longer an option. Rather than be bystanders, everyone in the workplace can help to address this issue. Depression is a serious medical illness of the brain that affects a person’s mood, concentration, activity level, interests, appetite, social behavior and physical health. Although depression is treatable, oftentimes it is a lifelong condition with periods of wellness alternating with depressive recurrences.

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