• EAP and COVID-19: A Leadership Guide: Managing COVID-19 Return to Work Employee Fear

      Arvig, Tyler (R3 Continuum, 2020-05)
      This guide was written by R3 Continuum for managers and leaders who are working to support employees and workplaces during the COVID-19 pandemic. The guide includes 10 suggestions aimed at managing fear and anxiety related to COVID-19.
    • EAP and COVID-19: Tip sheets for managers

      2020
      This is a collection of tip sheets on managing employees put together to serve as EAP resources during the COVID-19 pandemic and its aftermath.
    • EAP Services, Programs and Delivery Channels

      Attridge, Mark; Amaral, Thomas M., 1952-; Bjornson, Tom; Goplerud, Eric N.; Herlihy, Patricia A.; McPherson, Tracy L.; Paul, Rich; Routledge, Sandra; Sharar, David A., 1961-; Stephenson, Diane; et al. (Employee Assistance Society of North America, 2009-11)
      This Research Note reviews the major types of services that are provided by employee assistance programs (Individual, Managerial, Organizational and Administrative), the different kinds of service delivery models that are possible (Internal, External, Blended and “Free”), and the different communication channels used to provide EAP services (In-person, telephone and Internet).
    • EAP Training for Managers: Shifting the Paradigm from Managing to Coaching

      Kolski-Andreaco, Annette; Tomlinson, Derik (Employee Assistance Society of North America (EASNA), 2018-01)
      Life Solutions EAP offers a coaching skills course for managers, underscoring the strategic role EAPs play in enhancing manager effectiveness through targeted training. This article describes the results of a program evaluation of the changes in managers’ knowledge of and perceptions about coaching concepts and strategies after participation in this training. Seven rounds of the six-week course were delivered to 109 managers from 20 employer groups; 93 of these participants completed both the pre and post versions of a questionnaire examining beliefs and understanding of coaching concepts and strategies. Data were analyzed using paired t-tests and correlational analyses. The results suggest that coaching skills training was associated with expected improvements in the managers’ beliefs about employees’ potential for change and growth and also increases in self-reported levels of coaching-related behaviors. Other tests revealed that the amount of within-person change over time occurred to a similar level across different outcome measures – but mostly for the behavior aspects of coaching. Introducing coaching training for managers may be an effective value-add to enhance the relationship between the customer organization and the EAP. Limitations and implications are also discussed.
    • Impact of Terrorist Attacks on Use of Critical Incident Stress Management Services

      Attridge, Mark; Parker, Marcie; Bergmark, Edward (2002-06)
      Critical incident stress management (CISM) services can help employees cope with traumatic workplace events. National data from an employee assistance provider (Optum), shows a dramtic increase in use of CISMs after the 9/11/2001 terrorist attacks on America. Also, results of evaluation surveys collected nationwide and reflecting the workplace experiences following 135 CISM events found that managers highly valued these crisis response services. A five-item evaluation measure is presented for CISM services from EAPs.
    • Impact of Traumatic Events and Organizational Response: A Study of Bank Robberies

      Miller-Burke, Jude; Attridge, Mark (1998-08-01)
      This study explored how experiencing a traumatic event in the workplace affects employees’ physical health, mental health, personal functioning, and work performance. Post-event use of health care services and the effectiveness of critical incident stress debriefing (CISD) sessions and other coping interventions were also examined. A retrospective self-report methodology and mailed survey were used with 141 employees of 42 different banks that had been recently robbed. The results found that most employees had multiple negative consequences from experiencing a bank robbery. Psychological, physical, work, and personal areas all were affected by the robbery. CISD interventions delivered post-robbery were rated as helpful by 78% of employees who attended. Implications for employers, providers and organizational policy are discussed.