• Addressing Opioid Overdose Deaths in the Workplace

      National Institute for Occupational Safety and Health (2021-03-09)
      On average, 115 Americans die every day from an opioid overdose, according to 2017 data from Centers for Disease Control (CDC). Since then, the United States has experienced a surge of overdose deaths during the 2019 novel coronavirus disease (COVID-19) pandemic, according to a CDC health advisory (https://emergency.cdc.gov/han/2020/ha...) issued in December of 2020. Some states have reported an increase in opioid deaths as high as 98%. Overdoses are becoming increasingly common in the workplace. Naloxone can reverse many of the potentially fatal side effects of an opioid overdose. Having naloxone on hand can provide a tool that a workplace can use while waiting on first responders to arrive on the scene. National Institute for Occupational Safety and Health (NIOSH) developed this video based on our fact sheet (https://www.cdc.gov/niosh/docs/2019-1...) to help employers decide if having naloxone available is right for their workplace. It provides a series of steps for employers to consider when deciding whether their workplaces should make the overdose reversal medication available on-site in the event of an overdose. It also gives employers and workers information on how to implement and maintain a workplace naloxone program. Overdose deaths from opioids is a serious health issue in the United States. Naloxone is an effective drug for reversing opioid overdoses. Consider establishing a naloxone program in your workplace.
    • Are Your Addicted Employees Mentally Ready to Go Back in the Office?

      Narine, John (2021-10-25)
      The idea of what it means to be an employee and part of company culture has truly shifted due to the COVID-19 Pandemic. For the past 12 months, I have been working out my basement, secluded from what it means to be in an “office” setting. The days when I could get up from my cubicle, walk over to my boss’s office, and ask a quick question were immediately replaced by increased physical isolation and scheduled Zoom meetings. Speaking as an addict this type of change was very difficult to get adjusted to and remain engaged. Not only did my interaction and connection with co-workers decrease, but the 12 step in-person meetings that I relied upon to stay sober faced disruption and moved online, thereby significantly increasing isolation and risking my recovery.
    • 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.
    • Business Resilience Arrives: The Wellbeing Market Matures

      Bersin, Josh, 1956- (The Josh Bersin Company, 2022-01-01)
      This report, prepared by Josh Bersin and with MeQuilibrium, provides an overview of data collected at workplaces to summarize how employers have responded to employee stress over the years. In addition to providing definitions of resilience as a strategy as compared to a program, this report provides case studies of companies who are working to build resilience throughout their workforce.
    • Counteracting Cyberbullying in the Workplace

      EAPA - South Africa (2021-02-05)
      The standard definition of bullying is, “repeated and unreasonable behaviour directed towards an employee or a group of employees that creates a risk to their health and safety”. The uncertainty and constant change brought about by the coronavirus pandemic has already led to the increased risk of the psychosocial drivers that can result in bullying – and particularly cyberbullying. Examples of cyberbullying might include frequent interruptions or ‘talking over’ a colleague during virtual meetings, unkind emails or repeated and excessive emails from managers.
    • Data Game Changer: Current Utilization Figures Inaccurate

      Masi, Dale A.; Frey, Jodi J; Harting, James; Spearing, Michelle (EAPA, 2022-01)
      In late 2020, Dr. Dale Masi wrote a letter to the editor that was published in the Journal of Employee Assistance titled “EAP Utilization: EAP Field Doesn’t Do Itself Justice.” In the letter, Dr. Masi brought attention to the EAP field citing a 5% employee utilization in one given year as the goal of EAPs. For example, 50 employees using an EAP in a company with a total of 1,000 employees would have 5% utilization. Using this method resulted in a great deal of criticism, as seen in two recent articles – the first published in the Wall Street Journal article (Feintzeig, 2020) while the second was an article in the Society for Human Resource Management (Agovino, 2019). Dr. Masi went on to explain how EAPs responded by using various methods to raise the utilization count using their services. These included counting the employees’ family members, employees who used Work/Life services, and even individuals who didn’t show up for counseling. These figures were added into the numerator of employees using programs without changing the denominator of the number of employees. EAPs calculated these as part of their annual utilization count.
    • 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.
    • Digital Solutions for Employee Mental Health: Landscape Overview, Employer Experiences, & Best Practices

      London, Emily (Pacific Business Group on Health, 2020)
      Employers are the largest purchaser of health care services1, yet there is minimal research on employer use of digital solutions. This report summarizes qualitative research on the use of digital tools for mental health (MH). Interviews were conducted in the Summer of 2019 with 10 large employers who represent over 1M employees, and 22 mental health vendors. This report describes: • The mental health crisis • The impact on the workplace • The rise of digital tools for mental health • Does digital work? • Research findings: employer perspectives • Research findings: vendor perspectives • Is digital the future for mental health? • Best practices for employer purchasers. Key Findings A rise in mental health conditions and a lack of access to treatment are top concerns for employers. Benefits teams are interested in digital solutions as a means to increase access and provide multimodal support. Amongst the interviewed group, use of benefits that included a digital component through a smartphone or computer was common. Telemedicine was the most widely used offering; the majority of employers offer employees the opportunity to access video visits with a therapist, psychologist, and/or psychiatrist through their health plan, EAP, a standalone point solution, or an employer-owned on-site clinic. Use of apps that connect users with a coach by text, or provide online, self-guided content were uncommon. Efficacy and return-on-investment of digital offerings was difficult to assess due to low utilization, leading several employers to drop all-digital tools. However, when employees did engage with the tools, reported feedback was positive. Both employers and vendors cited the need for a strategic communications strategy to educate employees and increase adoption of the services. Employers also struggled with evaluating the quality and use case for digital solutions; more work is needed to develop criteria and guidance for benefits managers from trusted sources.
    • Do You Know What An EAP Is?

      Narine, John (2021-11-08)
      When I was in active addiction, I would be continuously absent from work. And when I finally gathered myself enough to make it in, my work performance and behavior significantly declined. My boss did the best she could to guide me towards getting help for my addiction, while constantly assessing how willing I was to seek out the help myself. However, her main focus was on my work performance and related behavior. And after seeing no true progress being made in that area, she finally asked Human Resources to step in. Through private conversation, HR made the suggestion that I call our assigned EAP (Employee Assistance Program) provider. HR said that the EAP would give me free counseling sessions and assist me with any additional help that I may need. My HR representative would periodically check on whether I’d called and would promote their usefulness; however, never did they specify the confidentiality I would have. I was skeptical to take their suggestion, I told myself: If my employer is suggesting that I call this number, well… what information are they going to relay back to my employer? If I ask my employer about what my confidentiality rights are, are they going to wonder why I am asking about confidentiality? Will that raise more questions and suspicion?
    • EAP and COVID-19: A Missing New Ingredient in our Messy New Reality: Flexibility

      Fraone, Jennifer Sabatini (Center for Work and Family - Boston College, 2020-04)
      For nearly two decades now at the Boston College Center for Work & Family, we have studied the issue of flexibility and remote work and collaborated with organizations on the development of their flexible work programs. The very first concepts I introduce when speaking with individuals or groups are the two most common components of flexibility: flextime and flex place. The concepts are pretty self-explanatory: flex time refers to ​when ​you get your work done and flex place refers to ​where​.
    • EAP and COVID-19: How U.S. Companies Can Support Employees of Color Through the Pandemic

      Roberts, Laura Morgan; McCluny, Courtney L.; Thomas, Erin L.; Kim, Michelle, B.S. (Harvard Business Publishing, 2020-05-22)
      Executive Summary (from article): While there’s plenty of rhetoric about how we’re all in the Covid-19 pandemic together, the fallout clearly shows that we are not in the same boat. The direct impact on Black and brown communities in the U.S. is staggering, both from a physical and mental health perspective. Employers can help support their employees of color and their communities in three key ways: on the individual level, by asking specific questions about how to provide support and making room for people to care for themselves; on the organizational level, by setting up communication, hiring, and benefits systems that support employees of color; and on the societal level, by focusing corporate giving and political action toward communities of color.
    • EAP and COVID-19: Return to Work Safely Protocol: COVID-19 Specific National Protocol for Employers and Workers

      Government of Ireland. Department of Business, Enterprise and Innovation and the Department of Health (2020-05-08)
      We are all confronted with a situation that was unimaginable a few short weeks ago. The COVID-19 pandemic has impacted severely on every part of our society and our economy. In the face of this, the biggest challenge we have encountered in decades, Irish people have almost universally stepped up to the plate and adhered to the strict guidelines put in place by the Government, following the advice of the National Public Health Emergency Response Team (NPHET). Because of this strict adherence to the rules, we have all contributed to the progress that Ireland has made in containing the spread of COVID-19 and, in so doing, we have saved lives. Now, because of the progress made, we are beginning to move to the next phase in reducing the spread of the virus, while starting to gradually re-open our economy and our society. In doing so, we still need to make sure that we adhere to the rules of the new way of living and working, so that we maintain the gains we have made, and continue to suppress the spread of the virus. Work is a key part of life and most of us want to return to our jobs as soon as possible. But we need to get back to work safely.
    • EAP and COVID-19: The pandemic makes it clear: It's time to finally address the mental health crisis in America

      Kennedy, Patrick J. (Patrick Joseph), 1967-; Gorin, Norm (Business Insider, 2020-06-21)
      The authors of this article, Patrick J. Kennedy, a former U.S. Representative, author, and founder of the Kennedy Forum, and Norm Gorin, the vice president of MindWise Innovations, astutely analyze the impact of COVID-19 on the mental health of people in the U.S. They explore the burden of mental illness on the economy and workplaces and conclude with three ways Congress can act to address this issue, through passing and/or enforcing national legislation.
    • EAP and COVID-19: Top Priority: Employee Mental Health & Well-being During & Beyond COVID-19

      Center for Workplace Mental Health (2020)
      Employers recognize their workforce as a highly valuable resource. Over the past few years, employers of all sizes and representing diverse industries began to focus on more effectively addressing workplace mental health. No longer was it an afterthought, but a business imperative. Now, with the COVID-19 pandemic, our nation is experiencing a surge in people showing signs of depression, anxiety, and other serious mental health distress. Recent data from the U.S. Census Bureau shows nearly a tripling of people experiencing signs of depression and anxiety.
    • EAP and COVID-19: Work Safely Protocol: COVID-19 National Protocol for Employers and Workers

      Government of Ireland (2020-11-20)
      The COVID-19 pandemic has affected every part of Ireland’s society and economy. In the face of this, the biggest challenge we have encountered in decades, the people of Ireland have universally stepped up to the plate and adhered to the strict guidelines put in place by the Government, following the advice of the National Public Health Emergency Team (NPHET). We have all contributed to the progress that Ireland has made in containing the spread of COVID-19 and in so doing we have saved lives. However, our continued progress in reducing the spread of the virus remains challenging. We collectively and individually need to continue our efforts to keep the virus under control. The revision of the Return to Work Safely Protocol has become necessary to ensure that it reflects the Government’s Resilience and Recovery 2020-2021: Plan for Living with COVID- 19 as well as updating the public health advice available since its first publication. This revised document is now called the Work Safely Protocol. It continues to be designed to support employers and workers to put infection prevention and control (IPC) and other measures in place to prevent the spread of COVID-19 in the workplace. The Work Safely Protocol also covers the measures needed to both ensure the safe operation of workplaces and the re- opening of workplaces following temporary closure due to local and regional restrictions.
    • EAP and COVID-19: Worker Alcohol Abuse: Employers Can Help

      Sonnenstuhl, William J., 1946- (Cornell University, IRL School, 2020-04-11)
    • Employee Alcoholism Programme

      Quinlan, Maurice (1980-09)
    • Employee Assistance as a Career: For Students and New Professionals

      Johnson, Cicely; Miller, Leo, LC.PC, CRADC.; Fitzgerald, Paul , Psy.D, CEAP; Cullen-Benson, Scott (2020)
      EAP is not typically covered well in graduate school professional development courses. This session and panel discussion will help students, new graduates, and transitioning/interested mental health/substance abuse professionals learn more about EAP as a line of work and career..
    • INDUSTRIAL RELATIONS ACT 1990 (CODE OF PRACTICE FOR EMPLOYERS AND EMPLOYEES ON THE PREVENTION AND RESOLUTION OF BULLYING AT WORK) ORDER 2020

      Government of Ireland (2020)
      Foreword: The Health and Safety Authority (HSA) and the Workplace Relations Commission (WRC) were requested by the Minister of State for Trade, Employment, Business, EU Digital Single Market and Data Protection to review their respective Codes of Practice on bullying in the workplace and to develop a single Joint Code, encompassing both organisations’ remit and responsibilities in this area. This Code of Practice comes into effect on 23 December 2020 and from that date it replaces the Code of Practice entitled “Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work” which was issued by the HSA in March 2007 in accordance with the Safety, Health and Welfare at Work Act 2005 and the “Code of Practice Detailing Procedures for Addressing Bullying in the Workplace” issued by the then Labour Relations Commission LRC (now WRC) in 2002 in accordance with section 42 of the Industrial Relations Act 1990. Notice of issue of this Code of Practice, and the withdrawal of both Codes of Practice, is published in the Iris Oifigiúil.
    • Leading a company in the aftermath of a suicide loss

      VandePol, Bob; Beyer, Cal (Construction Financial Management Association, 2019-03-11)
      WITH THE HIGHEST SUICIDE RATE AND NUMBER OF DEATHS BY SUICIDE – in fact, more deaths by suicide per year than all of OSHA’s Fatal Four Hazards combined – the construction industry must continue its suicide prevention efforts. Despite a company’s best efforts to address suicide prevention, learning that an employee, family member, subcontractor, supplier, or professional business partner has experienced a death by suicide is devastating. Part of suicide prevention is to address how to handle the aftermath of a suicide loss, which is known as suicide postvention. This article will share perspectives, strategies, resources, and tools to help contractors respond appropriately if the unthinkable should happen. What Is Suicide Postvention? The Suicide Prevention Resource Center defines postvention as the provision of crisis intervention and other support after a suicide has occurred to address and alleviate possible effects of suicide. Effective postvention has been found to stabilize the community and facilitate the return to a new normal.