• Best Practices in Working with Law Enforcement

      Herlihy, Patricia A.; Rascati, James N.; Barber, Brad W. (EAPA, 2021-04)
      Employee Assistance Professionals have an unusual opportunity to provide workplace expertise during these unprecedented and stressful times. Law enforcement in particular is one population that is under unusual pressure these days. Law enforcement has always been a challenging and stressful occupation, but there has been an increase in their need for emotional support within the last year. An officer’s stress level impacts not only themselves and their ability to perform on the job, but also their family members and community. In one state where an EAP agency provides services to approximately 56 of the 102 police departments, a significant increase in the demand for EAP services was noted. A majority of these police departments experienced either double or sometimes even quadruple the number of requests for EAP services within the last two years. With this increase in demand for behavioral health services, opportunities arise for EAPs. However, for opportunities and partnerships to be successful, EA professionals need to better understand the subculture of law enforcement in the United States.
    • The Business Value of EAP: A Conceptual Model

      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, 2010-05)
      This Research Note describes how to conceptualize the different ways that employee assistance services provide business value to an organization. The model features three major categories or levels of value: Workplace Performance Value – which has cost savings from employee productivity, absence and other human capital areas; Benefit Cost Value – which has cost savings from health care, disability and other employee benefits; and Organizational Value – which has cost savings from risk management and improved organizational development.
    • The Business Value of Employee Assistance: A Review of the Art and Science of ROI (EAPA 2013 Keynote Address)

      Attridge, Mark (2013-10-19)
      Dr. Attridge reviews the science, strategies and future trends influencing the business value of employee assistance program (EAP) services. The talk opens by examining the empirical evidence relevant to the return on investment (ROI) for workplace behavioral health services. Over 1,000 individual research works now exist globally that support various aspects of the business case, including dozens of studies specifically on the outcomes and cost-offset value of EAP services. Next, the themes from this research are used to formulate different strategies for making the business case for EAP. Four conceptual models – called the Primary, Pareto, Productivity, and Partnership approaches to value – are each described and illustrated with data examples. These approaches work best when combined into a more comprehensive model that reflects the mix of services delivered by the EAP. Finally, several "big-picture" trends are identified in the areas of technology tools, outcome measures, healthy workplace culture and technology. These trends offer important new opportunities for increasing the business value of EAPs. Reference List included.
    • Case study: EAP outcomes and impact 2018

      CuraLinc Healthcare, 2018
      CuraLinc measured the health and productivity of 3,379 benefit-eligible employees who used the EAP between January 1, 2017, and December 31, 2017. CuraLinc's case managers offered the SPS-6 and WOS to all employees; and offered the PHQ-9 and AUDIT to those who presented with depression and alcohol use, respectively. CuraLinc followed up with participants 30 days after the cased was closed to measure changes in their health and productivity, evaluate their satisfaction with the program and profiled for variations in health status or referrals to other resources. In summary, the data collected by CuraLinc suggests that an EAP with the proper construct and focus can facilitate meaningful behavior change that correlates to a decrease in absenteeism, an increase in productivity and a direct impact on a client's bottom line. The data also suggests that an EAP does have the ability to improve the health of employees who present with depression or alcohol use problems.
    • Case study: EAP outcomes and impact 2019

      CuraLinc Healthcare, 2019
      CuraLinc measured the health and productivity of 5,761 benefit-eligible employees who used the EAP between January 1, 2018, and December 31, 2018. CuraLinc's case managers offered the SPS-6 and WOS to all employees; and offered the PHQ-9 and AUDIT to those who presented with depression and alcohol use, respectively. CuraLinc followed up with participants 30 days after the case was closed to measure changes in their health and productivity, evaluate their satisfaction with the program and profile for variations in health status or referrals to other resources. In summary, the data collected by CuraLinc suggests that an EAP with the proper construct and focus can facilitate meaningful behavior change that correlates to a decrease in absenteeism, an increase in productivity and a direct impact on a client's bottom line. The data also suggests that an EAP does have the ability to improve the health of employees who present with depression or alcohol use problems.
    • Case study: EAP outcomes and impact 2020

      CuraLinc Healthcare, 2020
      CuraLinc measured the health and productivity of 7,040 benefit-eligible employees who used the EAP between January 1, 2019, and December 31, 2019. CuraLinc's case managers offered the SPS-6 and WOS to all employees; and offered the PHQ-9 and AUDIT to those who presented with depression and alcohol use, respectively. CuraLinc followed up with participants 30 days after the cased was closed to measure changes in their health and productivity, evaluate their satisfaction with the program and profiled for variations in health status or referrals to other resources. In summary, the data collected by CuraLinc suggests that an EAP with the proper construct and focus can facilitate meaningful behavior change that correlates to a decrease in absenteeism, an increase in productivity and a direct impact on a client's bottom. line. The data also suggests that an EAP does have the ability to improve the health of employees who present with depression or alcohol use problems.
    • The Challenge of Delivering Health Care and EAPs: US/Canadian Perspective

      Herlihy, Patricia A.; Heirich, Max A.; Hylton, Chris; Legault, Francois; Mulvihill, Michael D.; Murray, Ben, 1962- (2010-05-07)
    • Designing an Organizational Profile to Inform Leadership of Employee Well-being

      Williams, Donjanea Fletcher; Chen-Bowers, Naomi; Lankford, Tina; Wolff, Marilyn Batan (Employee Assistance Society of North America, 2019-04)
      A vast amount of research indicates workplace wellness programs value monetized business outcomes such as costs related to healthcare and productivity. However, some scientists now recommend that employers measure outcomes that are indirectly related to monetary value, including the culture of workplace well-being. These outcomes include measurements of general employee health, health-friendly work environments and employee engagement. This paper discusses how to effectively develop a wellness profile that highlights key health and well-being metrics that are indirectly and directly related to business outcomes. This tool, the Organizational Well-being Profile, can be utilized to communicate important health outcomes around workplace culture to organizational leaders. Please note the findings and conclusions in this report are those of the author(s) and do not necessarily represent the views of the Centers for Disease Control and Prevention.
    • EAP & Work-Life Integration: Research Update and Case Study of Tutoring

      Attridge, Mark (Employee Assistance Professionals Association, 2015-09-30)
      My new column "Integration Insights" published quarterly in the Journal of Employee Assistance in 2015, recognizes that a majority of EAPs now also offer both work-life and wellness services. Collaboration with these other programs offer opportunities for EAPs to provide added business value. Implications are discussed for how program integration and expansion of services enhances the EAP partnership with multiple areas within the organization. Employer case studies are reviewed. This presentation also focuses on employee and family educational support and tutoring services as a new kind of partner program. Findings are presented from a literature review white paper and a survey of 345 employees concerning their child’s use of an online private tutoring service at a Fortune 100 company.
    • EAP at a Crossroads Pandemic Drives Business – but What’s Next?

      Pompe, John C. (EAPA, 2021-08)
      The 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.
    • EAPA's World EAP Conference 2014 - Seidl Keynote

      Seidl, Wolfgang, M.D. (2014-09-30)
    • Follow the Data: New Study Correlates EAP to Positive Workplace Outcomes

      Sharar, David A., 1961-; DeLapp, Gregory P. (2016-12-20)
      Study using EAP Benchmarking tool demonstrates efficacy of programs/services in reducing absenteeism, presenteeism, workplace distress, increased engagement and job satisfaction
    • Health, Wellness and Productivity: Best Practice Requires EAP Involvement

      Beidel, Bernard E.; Brennan, Kristine N. (Employee Assistance Employee Association, 2005-11)
      As the employer assistance field has evolved over the years and employee and member assistance programs have become better integrated into their respective work organizations, the challenge of finding the right interface between the EAP, the health and wellness of the workforce and the work organization has been at times controversial, while at other times it has contributed to profound programmatic innovations.
    • An integrated model of occupational assistance

      Csiernik, Rick (Canadian Association of Social Workers, 1998-09-12)
      The workplace is a salient venue through which to address personal difficulties and to assist family functioning directly. Intervention in the workplace also assists the community by reducing the number and severity of problems experienced by families. Yet, what is the responsibility of social work to the workplace? Since the beginning of the industrial revolution in North America, an antagonistic relationship has existed between labour and management, with social workers acting as intermediaries. Responsibilities of occupational social workers have ranged from ensuring that young single women were living in virtuous Christian environments, to bringing widespread use of critical incident stress debriefing to Employee Assistance Programs (EAPs) in the 1980s. These initiatives by social workers and related counselling professionals supplanted self-helpers in the workplace who had become active through groups such as Alcoholics Anonymous asearly as the 1940s.
    • 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.
    • Integration Insights Column #9: EAPs and the HERO Best Practices Scorecard

      Attridge, Mark (Employee Assistance Professional Association (EAPA), 2018-01)
      This column reviews an assessment tool that is being used by leading employers to benchmark strategic initiatives in order to promote organizational health and employee well-being. EAPs should take advantage of this free tool to strengthen their role as behavioral health and risk management consultants.
    • Integration: A Synergistic Strategy for Maximizing Whole-Person Productivity over the Employees' Life-Cycle/Work-Cycle

      Thompson, Darci A.; Swihart, David L. (2005)
      The concept of integration has emerged in recent years as a strategy considered by providers of employee assistance, wellness and work/life services to meet the changing needs of the organizations they serve. There continues to be much discussion, however, about what exactly integration is, and how to do it. Beginning with a definition of integration, the present article seeks to contribute to the discussion by describing University of Arizona (UA) Life & Work Connections, a program that was grown from its inception to be integrated. The theoretical and philosophical backgrounds of the program are presented and translated into the UA Life & Work Connections model. Advantages of and challenges to integration are discussed, and a detailed case study of a critical incident response is presented.
    • Longitudinal Lens to Examine Service Delivery Models for the Future

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