Now showing items 1-20 of 952

    • 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 ( 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 ( 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.
    • Opioids and the Workplace: Prevention and Response

      National Institute of Environmental Health Sciences (NIEHS) (2019-07-01)
      PowerPoint presentation discussing the scope and severity of the opioid crisis, summarizing the relationship between workplace injuries and illnesses, working conditions, and opioid use disorder. Also included is a link to the NIEHS "Opioids & Substance Use: Workplace Prevention & Response" web page.
    • Model Plan for a Comprehensive Drug-Free Workplace Program

      SAMHSA (1989-01-01)
      The Executive Order 12564 recognized that illegal drug use is seriously impairing a portion of the national work force, resulting in the loss of billions of dollars each year. As the largest employer in the Nation, the Federal Government has a compelling proprietary interest in establishing reasonable conditions of employment. Prohibiting employee drug use is one such condition. The [Agency] is concerned with the well-being of its employees, the 6 successful accomplishment of agency missions, and the need to maintain employee productivity. The intent of the policy is to offer a helping hand to those who need it, while sending a clear message that any illegal drug use is, quite simply, incompatible with Federal service.
    • How to Use the Evidence-Based Practices KITs

      SAMHSA (2009-01-01)
      The Evidence-Based Practices KITs, a product of the Substance Abuse and Mental Health Services Administration’s (SAMHSA) Center for Mental Health Services (CMHS), give States, communities, administrators, practitioners, consumers of mental health care, and their family members resources to implement mental health practices that work.
    • Substance Use Disorders Recovery with a Focus on Employment and Education

      SAMHSA (SAMHSA, 2021-01-01)
      Sustained recovery from SUD is significantly tied to meaningful and purposeful work-life balance. Employment is an important factor for achieving sustained recovery and financial independence. This guide provides an overview of issues, challenges, policies, and practices related to employment for individuals in recovery. It summarizes the state of the science through an evidence review of the known effectiveness of programs providing employment supports to individuals with SUD. Finally, the guide provides expert panel consensus recommendations of key program elements to support individuals with employment-related recovery.
    • Employee Assistance Program Prescription Drug Toolkit and Fact Sheets

      Substance Abuse and Mental Health Services Administration (Substance Abuse and Mental Health Services Administration, 2021-01-01)
      The Employee Assistance Program (EAP) Prescription Drug Toolkit and Fact Sheets from the Substance Abuse and Mental Health Services Administration (SAMHSA) provides guidance related to counseling, referrals, and follow-up services that EAPs can offer employees whose substance misuse has affected their workplace environment. The Toolkit also shares insight for employers about preventing substance misuse and maintaining professional standards. These materials describe the ways in which EAPs provide alternatives to prescription drugs, workplace drug misuse and relapse prevention, information on the dangers of combined drug use, screenings, and evaluations before returning to work.
    • What Could Be: Embracing Family-Friendly Trends in the New Workplace

      Hemm, Amanda (2021-06-04)
      It is possible - perhaps even probable - that we will emerge after COVID with the majority of companies trending in a more parent-friendly and caregiver supportive direction. As we roll into the second summer of COVID, the mood has changed. Shots are in more arms than not, masks are coming off, schools and camps are happening, and workplaces are trying to figure out what comes next. The optimism is real and so is the undercurrent of caution. It’s been 15 months of shifting sands and many of us are not quite ready to believe that we have arrived at the“new normal” yet. While I can’t pretend to know what the post-COVID world will look like, I do know that we have a responsibility to keep pushing for the changes we want to see.
    • Linking Up for Mutual Benefits

      Turner, Sandra P.; Riccardi, David; Thomas, Tim (Employee Assistance Professional Association ( EAPA), 1997-01)
      The emergence of a world marketplace, growing economic interdependence of countries and global expansion of American companies are just a few reasons why it is incumbent upon EAPA to grow and expand in countries outside the United States. One major benefit of such growth - standardized EAP policies, practice and ethics - will undoubtedly strengthen the EAP Field.
    • “Collaborative Divorce - How to Separate the Family Unit without Destroying It”

      Daufeldt, Deb (2021-06)
      When we start contemplating divorce, too often we think the first step is to hire an attorney when it may be best to save the attorney for last. Few truly realize the value, efficiency, and comfort a team of experts can provide at this critical stage in a relationship. Divorce is hard and emotional, but it doesn't have to be ugly and expensive. This presentation provides an invaluable overview for anyone facing the complexities of divorce and is designed to help at any stage in untying the marital knot. Come away with important information and resources you can share with your clients that will educate, prepare, and protect them as they move through the divorce process. Our team of experts, consisting of a family law attorney, certified divorce financial analyst, licensed professional counselor, and real estate divorce specialist, has compiled an informative presentation about the ABC's of divorce. This information was designed to help divorcing clients understand what to expect and how to prepare for the dissolution of their marriage. Also included are tips to save money, time, and stress and help put the divorcing couple on the road to financial and emotional recovery.
    • Ask The Expert: Preparing for the Crisis, Before the Crisis

      Gorter, Jeff (2021-06-15)
      As we are now well into 2021, it’s important to look back at 2020, take stock, and consider the powerful lessons we’ve learned. The unprecedented events that have taken place over the last two years have fundamentally changed us all, and it’s time to review that from an organizational wellbeing standpoint. What are some ways that you can proactively support and prepare your employees and organization to mitigate the effects of a crisis in the future? No one can predict when a crisis will happen, but ensuring that your team is ready, positions your business for success in the next normal. In this webinar, R3 Continuum’s Vice President of Crisis Response Clinical Service, Jeff Gorter, MSW, LCSW, will be answering your questions and discussing how workplaces can best prepare themselves by utilizing what we’ve learned from the last year.
    • Kate Nowlan, CEO of CiC and EAPA UK member talks about the experience of supporting workers on the frontline during this global pandemic

      Nowlan, Kate (2020-05)
      EAPs have been in the thick of the pandemic response since the beginning of lockdown in March; each call opens up another individual perspective on a global crisis, another tangle of anxieties. All providers will have had their own particular challenges as call volumes fluctuate and companies seek increased support delivered in new ways. At CiC we deliver EAP services to well over a million employees across the globe, and to every sector. NHS staff in the UK approach us for support with issues of bereavement, exhaustion, anxiety, fear of contamination, lack of PPE and overload. The hospitality sector need a listening ear as they worry about financial matters, mortgage payments, the risk of redundancy, homelessness. Staff from every industry phone in to talk of feelings of isolation, finding comfort from the support an experienced clinician provides. Global news agencies and NGOs express their need for support when being evacuated from overseas postings or when stuck abroad far from home and family. Working from home has presented a vast range of challenges, and the EAP provides invaluable help – signposting to financial and legal advice or family care experts as well as providing much needed emotional support. Home life is different now. Fractious relationships might lead to domestic abuse, isolation can lead to severe depression. Parents struggle to combine home schooling with work demands. Teenagers fret at the loss of freedom.
    • EAP Evaluation 2010-2019: What Do We Now Know?

      Csiernik, Rick; Cavell, Mikaeli; Csiernik, Ben
      Five electronic databases were searched using the key words "Employee Assistance", "research" and "evaluation" for articles published from 2010 to 2019 along with a manual search of the two prominent journals in the Employee Assistance field. Twenty-six evaluations were found which were categorized using Macdonald's evaluation typology into four groups: needs assessments (n=1), program development [case study] (n=3), outcome (n=15) and process (n=7). There were as many international as American studies (n=13). While most evaluations were conducted by organizations with internal models (n=9) they were not the majority as there were eight evaluations examining external EAPs and five that examined hybrid internal/external models. A broad range of methodologies were employed that demonstrated that the EAPs that were reviewed produced positive outcomes including both saving organizations money as well as in producing positive changes. What was also witnessed during this time period was a greater use of standardized tests to collect data led by a new instrument developed during the decade, the Workplace Outcome Suite, though several studies still did not use any type of standardized assessment tool in their evaluation process. The article concludes by comparing changes that have occurred with reported peer-reviewed EAP evaluation over the past 40 years
    • An Introduction to Employee Assistance Programs

      Sommi, Ellen (2021-05)
      This set of 14 slides has been designed as a quick overview of what EAPs are and are not. These slides are meant for brief overviews for HR professionals or community leaders to understand what EAPs can provide for their company or community.
    • Tips for EAPs Working with Law Enforcement

      Rascati, James N. (Iola, WI: Write it Rite, LLC, 2021-06)
      Editor’s note: 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.
    • Reasons and Resources: An EAP Research Based Practice Model

      Hughes, Daniel (1995)
      This is a paper that was written for the 1995 International Employee Assistance Annual Conference. The paper presents the model and history that the Mount Sinai Medical Center's EAP developed. It was a practice based research model that complemented its package of core organizational and employee services. The model represented an expanded role for EAP practice within the context of an academic care center. Practice based research integrated the provision of core EAP services with established methods of scientific inquiry. The paper describes the Cyclical Model of Practice Based Research as well as the three practice based research projects that Mt Sinai was involved with at the time: 1) assessment and intervention techniques with Boston University's Center on Work and Family; 2) project to provide long term counseling services to high risk clients and 3) community/workplace alliance for the prevention of drug and alcohol abuse. The paper concludes with suggestions about the direction of EAP services and the need for evidence based practice.
    • The association of emotional intelligence and transformational leadership to job satisfaction of social work leaders

      Bailey, Gary B. (2021-05-01)
      The purpose of this explanatory correlational study was to examine how emotional intelligence (EI) and transformational leadership (TL) were related to social work leaders' job satisfaction in healthcare settings. The independent (predictor) variables are social work leadership characteristics of emotional intelligence measured by the overall scores of the Genos Model of Emotional Intelligence (GMEI) instrument, and transformational leadership, measured by the MLQ-5-x short (Bass & Avolio, 2004; Palmer, Stough, Harmer, & Gignac, 2014). The dependent (outcome) variable is job satisfaction measured by a short form of the Job Satisfaction Survey (JSS) modified to a 16-item questionnaire (Koeske, Kirk, Randi, & Rauktis, 1994; Spector, 1985). Study participants were drawn from social work leaders practicing in healthcare settings who are members of the National Association of Social Workers (NASW) and the Association of Social Work Boards (ASWB). As represented in the literature, there was a significant positive correlation between variables emotional intelligence (EI) and transformational leadership (TL), and job satisfaction (JS). The analysis shows that emotional intelligence level and gender did not significantly predict job satisfaction (β = .033, t (789) = .97, p > .34 and β = .01, t (789) = .28, p > .78 ns respectively). However, transformational leadership, and years of practice did significantly predict job satisfaction (β = .313, t (789) = 9.06, p < .001, and (β = .089, t (789) = 2.62, p < .001 respectively).
    • More Mental Health Advertising, Less Mental Health Stigma?

      Oss, Monica E. (Open Minds, 2021-05-11)
      The beginnings of virtual mental health service delivery can be traced to 1986 and Cornell University’s Dear Uncle Ezra, a question and answer forum on mental health issues. Some credit the origins to David Sommers who, in 1995, started a fee-based service using emails and real-time chats to provide one-on-one therapy (see The History of Online Therapy). In the 2000s, we saw a proliferation of telehealth companies—Teladoc in 2002, Amwell in 2006, and MDLive in 2009. Followed by mental health specialty platforms like Ginger in 2011, Talkspace in 2012, BetterHelp in 2013, Quartet Health in 2014, Lyra Health in 2015 …and now a proliferation of virtual behavioral health companies, including Amazon and UnitedHealth Group’s new OptumCare platform. Worldwide, telehealth companies raised a record $4.2 billion in equity funding in the first quarter of 2021 with more than 130 deals from 32 countries. Six telehealth companies became unicorns with valuations of more than $1 billion. In the same period, funding for mental health increased nearly 54% over the previous quarter with $852 million raised through 64 deals . Read full article for more details.
    • The Business of Mental Health

      Greer, Kathleen; Quick, John (Arizent, 2021-04-26)
      When the pandemic hit, the need for mental health care increased, just at a time when the system was not functioning well. A shortage of licensed providers along increasing need caused a floundering industry to become vulnerable to disruption. The increase in demand was partly due to the pandemic, but also caused but further acceptance of mental health care, the opioid crisis, and the growing acceptance of tele-health and CBT solutions. As these digital disruptors entered the field, they took aim at EAPs and caused many companies to re-evaluate what they had to offer employees and family members.
    • Digital is hot and mental health is hotter

      Oss, Monica E. (Open Minds, 2021-04-13)
      “In a few years, we won’t really be talking about digital health as its own thing. I think digital will become part of the fabric of health care and a key part of the way we think about models of health care delivery.” This prognostication from Lisa Marsch, Ph.D., Director of the Center for Technology and Behavioral Health at Dartmouth College and keynote speaker (see Digital Therapeutics For Behavioral Health: Anytime/Anywhere Health Care) at our recent OPEN MINDS Technology & Analytics Institute, may come to pass sooner than any of us think. Recent market developments certainly point in that direction. Read full article for more details.
    • Messaging about Suicide Prevention in Law Enforcement

      National Officer Safety Initiatives; National Consortium on Preventing Law Enforcement Suicide (2020)
      This was developed through the National Consortium on Preventing Law Enforcement Suicide (the Consortium) and focuses on the importance of safe messaging. Through the Consortium, five task force groups were formed to identify recommendations and considerations for the policing profession as it relates to suicide prevention efforts in an agency or department: messaging, data and research, organization and system change, peer support, and family support. This resource provides information for leadership to use to help promote and support suicide prevention efforts. WHY DOES MESSAGING ABOUT SUICIDE MATTER? Research has shown that messaging about suicide can either increase the risk of suicide and undermine prevention efforts or promote positive behaviors and support prevention goals.. There are many complexities to what contributes to suicidal thoughts or behavior in an individual police officer. Words matter, and the way a police agency talks about suicide has a significant impact in preventing suicide and encouraging help-seeking behavior for those who may be in crisis. Contrary to best practice recommendations, many messages focus on the specific type, location, or graphic descriptions surrounding suicide loss, providing detailed information that is inappropriate for the people hearing the messages. In order to help promote and support prevention efforts, agencies should consider the evidence-based recommendations provided in this toolkit.