• The AMA Handbook for Developing Employee Assistance and Counseling Programs

      AMACOM, a division of American Management Association, 1992
    • Health Promotion and EAPs: More Questions Than Answers

      Cagney, Tamara (Association of Labor-Management Administrators and Consultants on Alcoholism, 1984-11)
    • Integrating employee assistance and wellness: Current and future core technologies of a megabrush program

      Erfurt, John C.; Foote, Andrea; Heirich, Max A. (Employee Assistance Professional Association (EAPA), 1992)
      The current core technology of employee assistance programs (EAPs) is reviewed and described along eight dimensions, four of which are unique to EAPs and four of which are shared with worksite wellness programs. The current core technology of wellness programs is also described, including four dimensions shared with EAPs and six dimensions that are unique to wellness programs. The core technology of both EAPs and wellness programs addresses the coordinated implementation of services through the worksite which help employees access and utilize specific health-related programs. It does not include the technology for treatment of specific risks or diseases. Five future dimensions are discussed, which may be added to the core technology of EAPs and/or wellness programs if research shows that they are effective in furthering program objectives. The inter-relationships between EAPs and worksite wellness programs are described, and program ethics regarding participation and confidentiality are discussed.
    • Longitudinal Lens to Examine Service Delivery Models for the Future

      Heirich, Max A.; Herlihy, Patricia A.; Zullo, Roland; Mulvihill, Michael D. (2009-06-04)
    • Mindfulness & Stress

      Perspectives Ltd. (2015)
      What are your top priorities? When asked this question, it's rare to hear someone mention themselves in their top 5. Of course this is no surprise given the value that society places on family, careers and putting others before oneself. However, if we take a minute to think about this, what value are we to our employer, those we care about, those we serve or our career objectives, if we’re dead? Okay, ‘being dead’ may be an extreme example, but the point is made.
    • Opioid Addiction and Its Impact on America's WorkPlace

      Sullivan, Sean, J.D.; McCallum, Michael, M.S.; Pompe, John C. (2017-11-29)
    • Pareto Group Instability and the Prediction of Health Care Claims Costs

      Attridge, Mark (1998)
      As the cost of health care has increased so have efforts to control costs. An assumption underlying many of these efforts is that health care costs can be predicted. A corollary assumption is that if costs can be predicted, then they can be managed. One fact used to support this approach is that a small group of people typically do create the vast majority of health care costs. The 20/80 rule indicates that within a given population, 20% of the people create 80% of the costs for a year period, with this high-cost subpopulation being called the “pareto group.” If one could predict who the pareto group will be, then the task of managing costs could be directed toward this smaller group rather than to all people in a health care system. This study investigated the stability of heath care costs using a methodology featuring a two-year longitudinal design, stratified random sampling, a large sample size (N = 974), claims system data and self-report survey data, and statistical testing. The typical “regression to the mean” effect was observed, as extreme cases (both high cost and low cost) moved toward the middle during the next year. Almost two-thirds of cases changed their claims cost group status from one year to the next year. The “pareto” group (top 20% of costs in the past year) was the most unstable, with less than 4% still classified at the same highest-cost level the following year. The most striking finding was that 92% of future claims costs could not be predicted, even when using past claims costs and relevant survey data on age, sex, health care visits and psycho-social concerns. Cost control implications of prevention, health promotion, and demand management services (such as employee assistance program counseling and education) are discussed.
    • Thoughts on the Future of Integration

      Herlihy, Patricia A. (2005-02-03)
      Abstract: Thomas Friedman’s political analysis of the Lexus and the Olive Tree are used to frame the discussion of the future of integration in the EAP, Work/Life and Wellness field. Many claim that for progress to occur, one needs to understand history. Friedman, however, pushes the reader further to focus on understanding the constant interplay and tension between present day advances and past traditions. This article briefly reviews one of the early attempts at comprehensive benefit services in the United States, Welfare Capitalism as a means to understand the beginnings of some of these endeavors. In addition early research conducted by Lawrence and Lorsch on organizational integration and differentiation are briefly reviewed as a conceptual framework to ground the discussion of future trends in the field of integration. Finally, some closing thoughts are offered that both raise questions on areas requiring further investigation on the topic of integration, as well as a challenge to professionals regarding what role they would like to take regarding the future of these services.
    • Worksite Follow-Up and Engagement Strategies for Initiating Health Risk Behavior Changes

      Gregg, Walter; Foote, Andrea; Erfurt, John C.; Heirich, Max A. (John Wiley and Sons, 1990-02)
      Information is presented from a multiplant study of interventions to improve cardiovascular health among employees. Risk factors targeted were high blood pressure, obesity, and cigarette smoking. The study utilized on-site wellness counselors who periodically contacted all employees identified through screening as having one or more of the three risks. Use of a structured protocol for client outreach resulted in the large majority of clients being seen in follow-up during the three-year intervention period. Drawing from caseload experience and from various theoretical perspectives, seven engagement strategies were used to help guide at-risk clients toward successful behavior changes to reduce health risks. Results showed that of the three at-risk groups, clients with high blood pressure were most likely to be seen in follow-up, and most likely to begin a risk reduction program. For the overweight and smokers, clients seen three or more times were more likely to begin a weight-loss/smoking cessation program than clients seen less often. Frequency of follow-up showed a positive relationship with risk reduction for all three risks, in samples of employees rescreened at the end of the intervention period, but the relationship was not statistically significant for smoking cessation.