Now showing items 21-40 of 1317

    • ADDRESSING THE UNIQUE NEEDS OF MARGINALIZED COMMUNITIES THROUGH SPECIALIZED EAP PROGRAMS

      Marcellin, Sahrah (2023-10-19)
      In the evolving landscape of mental health support, there exists a commitment to enhancing the emotional well-being of minoritized individuals and populations. Specialized employee assistance programs (EAPs) set out to tackle the stigma surrounding mental health by ensuring increased access to therapists specializing in specific minoritized communities. As they delved into the challenges faced by their client population, a realization emerged – workplace-related stress, fueled by microaggressions, biases, and discrimination, became a significant concern. This revelation prompted a shift towards offering services to organizations with the aim of fostering inclusive and supportive work environments. This poster explores how the unique approach of specialized EAPs can be adapted into traditional EAP models to serve marginalized populations better.
    • Beyond the Frontlines: Exploring Burnout Among Healthcare Executives

      Swanson, Steven (Vital WorkLife, 2023)
      The Mayo Clinic describes “job burnout” as a state of physical, emotional and mental exhaustion that may involve feeling useless, powerless and empty. In the context of healthcare, there is abundant literature describing the corrosive effect of burnout on the performance of front-line healthcare providers including physicians, nurses, therapists and hospital staff that can lead to sub optimal patient care. To reduce employee burnout, many health systems are now providing support to improve the work environment and offering other well-being solutions to help their staff cope with the stressors that can lead to burnout. Only recently has there been any recognition that burnout could impact the performance of senior healthcare executives. This group is often thought to have the power, influence and decision rights that protect them from the types of stressors that impact front-line workers. In 2018, the healthcare executive search firm WittKieffer surveyed nearly 400 healthcare executives, of whom about 60 percent reported some degree of burnout. More than half said that the stress and demoralization might cause them to leave their positions.
    • Recovery-Ready Workplace Toolkit: Guidance and Resources for Private and Public Sector Employers.

      United States Department of Labor, 2023-11
      We are pleased to release Recovery-Ready Workplace Toolkit: Guidance and Resources for Private and Public Sector Employers. Developed through the efforts of the Office of National Drug Control Policy, the Domestic Policy Council, and 12 federal departments and independent agencies, this toolkit supports efforts in the fourth pillar of UPresident Biden’s Unity Agenda for the NationU, beating the opioid and overdose epidemic. The toolkit also supports the implementation of President Biden’s inaugural National Drug Control Strategy, which calls for National Drug Control Program Agencies to expand employment opportunities for people in recovery from substance use disorder and to promote Recovery-Ready Workplace (RRW) policies. This toolkit provides information, tools, and resources to help employers from all sectors—government, for-profit, non-profit, and not-for-profit—effectively prevent and respond to substance misuse in the workforce, and reduce its impact on employers and on the broader community. Made available through the Recovery-Ready Workplace Resource Hub, which is hosted by the Employment and Training Administration at the United States Department of Labor, this toolkit is intended to be useful across sectors and industries. It offers employers and local or statewide RRW initiative leaders a range of resources to help them effectively address substance use in the workforce and successfully hire, onboard, and retain people who are in or seeking recovery from substance use disorder.
    • A Time for Change

      Gonzales, Matt (SHRM, 2023-12-05)
      Over the last year, diversity, equity and inclusion has lost its luster. Politicians are passing bills limiting the reach of DE&I in the workplace. Conservative-leaning consumers are boycotting companies they perceive as too “woke.” And reports have shown that diversity and inclusion training at work is largely ineffective. But further research reveals that women are still paid less than men in similar roles, people of color struggle to ascend the leadership pipeline and LGBTQ+ employees routinely face discrimination in the workplace. Companies continue to fall short in their efforts to reverse these trends. Some experts say there may be an “inclusion solution” to the DE&I problem. More leaders today are emphasizing the importance of inclusion in the workplace—including SHRM, which recently began adopting the designation “inclusion, equity and diversity (IE&D).” Inclusion creates a sense of belonging among employees that can translate to greater productivity, more innovation and better decision-making. Team performance improves, and employee “us-vs.-them” sentiment declines, when people feel more connected. Is there a way forward? The answer starts with asking a few key questions.
    • In-person EAP Counseling: Profile of 35,228 Cases and Tests of Depression, Anxiety, Alcohol and Work Outcomes at CuraLinc Healthcare 2017-2023

      Attridge, Mark; Pawlowski, David (2023-12-15)
      This applied study examined client characteristics and outcome data for users of brief counseling treatment delivered by licensed counselors in-person at clinic office settings. A sample of 33,228 clients was obtained from archival records of the normal course of business at CuraLinc Healthcare, which is a national employee assistance program (EAP) service provider in the United States. Based on a 7-year naturalistic study design, we profiled who the users are, how and why the counseling was used and what impact it had on their health and work. Almost all of the clients were employees (98%; 2% family) and voluntarily used the EAP (97% self-referrals; 3% formal management referrals from work). There was a wide range between users for age (range 16-86 years; average 40) and gender (females 61%, males 39%). Many different industries were also represented (10+ types). The reasons why the EAP was used had substantial variation across mental health (63%), personal stress (20%), relationships and family life (20%), work (7%) and substance use (2%) issues. The duration of the counseling treatment per case spanned from 1 week to over 10 months, but most clients found relief after about two months of time engaging in talk therapy with their EAP counselor. Self-report outcomes were assessed with standardized measures. Prevalence rates for clinical status when starting counseling were: 39% at-risk for anxiety; 29% at-risk for depression; 14% at-risk for alcohol misuse; 39% at-risk for a work presenteeism problem; and 22% at-risk for a work absenteeism problem. At 30-days after completing counseling, improvements in the severity of symptoms and clinical recovery (i.e., changing from at-risk/unhealthy to no risk/healthy) were documented for each outcome. Longitudinal tests conducted within each clinically at-risk subsample of clients found significant improvement after counseling (all p < .001) with large size statistical effects: Anxiety severity (GAD-2) was reduced by 65% for the average at-risk case (d = 1.71) and 80% of the 124 at-risk cases recovered; Depression severity (PHQ-2) was reduced by 50% (d = 1.91) and 78% of the 281 at-risk cases recovered; Alcohol misuse (AUDIT-3) was reduced by 53% (d = 1.48) and 76% of the 307 at-risk cases recovered; Work absenteeism per past 30 days (Workplace Outcome Suite) was reduced by 88% from 25 hours at Pre to 4 hours at Post (d = 1.63) and 88% of the 1,101 at-risk cases recovered; and severity of work presenteeism (i.e., lack of focus and performance while working; WOS or Stanford Presenteeism Scale) was reduced by 47% for the average case (d = 1.71) and 88% of the 1,217 at-risk cases recovered. Overall, the broad appeal and high level of effectiveness of in-person delivered counseling for health and work outcome areas confirms this kind of delivery context is an important option for EAPs and other workplace mental health support services. Comparisons with past research, study limitations, and implications are also discussed.
    • Otto Jones – RIP The guy was awesome; bigger than life; a pioneer in every sense.

      Levine, Dave (EAPA, 2023-11)
      Otto Jones passed away recently at the age of 83. Few have contributed more to the field of employee assistance and workplace counseling. He served in the Marines, attended Dixie State College and got his MSW from the University of Utah. In 1969 he started the INSIGHT program, an internal EAP at Kennecott Copper in Salt Lake City serving 1200 employees. After a few years of successful interventions and returning guys to their jobs, Otto took the program external and named it Human Affairs Inc. or HAI (in 1985 changing the Inc. to Int’l), and expanded first to serve US Steel in South Chicago. He hired Barb Lavelle to lead the US Steel program there, and established the for- mula that seemed to mark his career—get good people and get out of their way. Glen Roderick in Cleveland (Standard Oil), Larry Stockman in Houston (Exxon), Kathleen Stevens, then Tom Cooper and Jodie Collins in Dallas (Diamond Shamrock & ARCO), Drew Cannon in Boise (Idaho Power & Boise Cascade), Art Lysne in Spokane, Daryl Logan in Anchorage (Exxon), Nancy Osman in Philadelphia (Bell Telephone), Monica Guidry in Houston (SOHIO), Lance Ness in Whippany (Exxon), and so many more—all folks who were instrumental in the evolution of EAP. At the Salt Lake headquarters, Otto added three key MSWs: Howard Worthen, Jay Youell, and Betty Lynn Davis to increase management—never a passion for Otto but the start of needed infrastructure for the growing company.
    • Coping with the Holidays When Depressed

      Jacquart, Mike (2023-12-15)
      “Have a holly, jolly Christmas,” sings Burl Ives. Happy carolers belt out, “Joy to the World’ at the top of their lungs. “Ho, ho, ho,” greets a department store Santa. Everyone loves this time of year. Right? Nothing could be further from the truth, especially when you are suffering from depression or another mood disorder. When you are depressed, you’re existing but not really living. You’re often stoic, but seldom truly happy or joyful. The holiday season can be especially difficult because the media conditions us to think that everyone should be joyful this time of year. When you have suffered from depression, you get pretty good at “faking it”. But no one should have to hide their feelings. Marina London LCSW, who edited and contributed clinical advice to my book, Climbing out of Darkness: A Personal Journey into Mental Wellness offered the following suggestions.
    • The National Study of Workplace Equity

      Pitt-Catsouphes, Marcie; McNamara, Tay; Decker, Ragan; Christensen, Kathleen; Bradley, Samuel; Nelson, Kerri (Boston College School of Social Work, 2022-12)
    • Human Resources Undergraduate Class Discussion about EAPs

      Herlihy, Patricia (2023-11)
      This is a brief set of slides used for a discusssion in an undergrad course at Fairleigh Dickenson to introduce these students to the field of Employee Assistance. The definition used for this discussion was based on Dan Hughes ( Mt Sinai) definition: Employee Assistance Practice is a specific form of knowledge work designed to identify, address and resolve issues and concerns impacting employee/ organizational performance and productivity. It is workplace focused and Employee Assistance Practitioners operate in the space between mental health and human resources. As such, through the application of critical thinking, problem solving and communication skills, EAPs provide professional service to employees, managers, work groups and organizations.”
    • Does Your EAP Collect the Outcome Data it Needs to Thrive?

      McNutt, Bryan; Frey, Jodi (2023-10-21)
      This presentation for 2023 EAPA conference provided a discussion forum for participants facilitated by members of the EAPA Research Sub-committee. The focus was on outcome measurement and research in the EAP field.
    • EAP Evidence: What Services Define Real EAPs? Results of Employee Assistance Industry Global Survey

      Attridge, Mark (Employee Assistance Professionals Association, 2023-11-01)
      Second article in EAP Evidence column. It follows the first column that introduced the concept of "Imposter EAPs" that are new to the field and sell mostly technology-based support services but fail to provide most of the other workplace support services that define EAPs. The results of a new industry survey in summer of 2023 are presented - based on n = 204 professionals in global sample - that examined the services that define employee assistance programs and the trends in the business value of each type of service. A quiz is provided to score a provider of workplace mental health services for how much it is a "real" EAP. 17 references.
    • Workplace Inclusion Scale - Poster for EAPA

      Herlihy, Patricia A. (2023-10-20)
      A prevailing discussion in today’s workplace is the dialogue around Diversity Equity & Inclusion programs (DE&I). More recently there seems to be a renewed energy even urgency in examining these programs. What some seem to be missing is that Diversity Equity Inclusion is not solely about demographic and anthropological differences – it’s also about a sense of belonging or inclusion – a construct that is distinct and different from diversity. While there is increasing literature at the moment about this debate what has been missing todate is a valid measure of inclusion or this sense of belonging. Where a few measures of workplace inclusion currently exist, they tend to be proprietary, lengthy, packaged with hefty consultation fees, and are frequently not psychometrically tested. In an effort to advance its own DEI initiative, Chestnut Health Systems has developed a short 8 item workplace inclusion scale (WIS) that has been psychometrically tested, validated, and published. This WIS tool is publicly available and free-of-charge. Any individual or organization may use the WIS with the execution of a simple license agreement. The WIS can be used as a single one-time administration to ascertain if there are gaps worth analyzing and addressing but its larger purpose is to implement Pre/Post effectiveness evaluations of neglected “I” initiatives within DEI. HR departments, organizational development consultants, employee assistance/wellness providers, faculty/students, and others are all invited to examine this short scale The WIS can be found at https://www.chestnut.org/workplace-inclusion-scale/ for more information. For particular questions please email Patricia Herlihy Ph.D., RN at pherlihy@rockymountainresearch.us
    • 4 Ways to Promote Authentic DE&I Practices

      Blair, Regina (SHRM, 2023-09-26)
      There is no question that the increased focus on diversity, equity and inclusion (DE&I) in the workplace is a positive. Younger generations are demanding more from employers and want them to better reflect the society in which they operate. Companies are responding by adopting policies with plenty of words promising meaningful change. But how much of this talk about DE&I is just that—talk? Despite all the research showing how valuable increasing diversity, equity and inclusion is to strengthening an organization, how many companies are simply going through the motions on DE&I without actually stopping and reflecting on what's wrong, what needs to change and how they should change? So far, the majority of those in the HR industry and beyond aren't quite buying what companies are preaching. Last year, a Yoh survey of nearly 1,000 American workers found that while 30 percent say their company acknowledges important dates related to race, ethnicity or gender (e.g., Black History Month and Women's History Month), their employer doesn't take any specific actions to advocate for the groups being recognized. Worse still, more than one-fifth of workers say their company talks about improving DE&I in the workplace but does not follow through with action.
    • How to Support Indigenous People in the Workplace

      Gonzales, Matt (SHRM, 2023-10-06)
      Indigenous Peoples' Day, held each year on the second Monday of October, celebrates the history, culture and invaluable contributions American Indians, Alaska Natives and Native Hawaiians have made in the U.S., including in workplaces. However, unemployment among indigenous people is climbing. Federal data shows that American Indian and Alaska natives had an unemployment rate of 8.3 percent in August 2023— a rise from 6.7 percent the month before and the highest rate of unemployment among all racial groups. Reports have also showed that Native American employees, in particular, face workplace stereotypes and discrimination. About a third of Native American workers said they've experienced discrimination in the workplace when seeking jobs, promotions or equal pay, according to a 2017 poll by NPR. Creating an Inclusive Workplace for Native Americans Best practices for supporting and recruiting Native American employees include collaborating with tribal employment rights organizations, requesting a subject matter expert to conduct sensitivity training and networking with tribal colleges and universities.
    • CORRECTIONAL OFFICER WELLNESS AND SAFETY LITERATURE REVIEW U.S. Department of Justice Office of Justice Programs Diagnostic Center,

      Brower, Jamie (US Department of Justice, 2013-07)
      Health and wellness among those who work in correctional agencies is an issue that has always existed, but is just starting to get the increasing attention that it deserves. One of the greatest threats to correctional officer (CO) wellness involves the stress they encounter as a result of their occupation. This document reviews the body of literature on the causes and effects of stress for COs, and describes the available research on CO wellness programs and their effectiveness. Research demonstrates that there are four different categories of stressors for COs: • Inmate-related: threat of violence/injury, inmate mental illness, substance abuse, suicide, etc. • Occupational (inherent to the profession): closed work environment, hyper-vigilance, etc. • Organizational/administrative: mismanagement, poor leadership, inadequate resources/ pay, understaffing, etc. • Psycho-social: fear, work/family conflict, media scrutiny, etc. The categories of stressors pose a serious threat to the mental and physical health of COs. If not properly managed, stress increases the risk for COs to suffer from heart disease, hypertension, diabetes and a host of other physical ailments. Stress also weighs heavily on COs’ mental health and can lead to serious psychological distress, emotional disorders, and an elevated risk of suicide. The effects of stress also extend to the correctional agency through reduce work performance, absenteeism, employee turnover and replacement costs for new employees. More research is needed to examine stressors and their effects that are unique to the correctional field. There is very little research on the prevalence and effectiveness of correctional officer wellness programs. Both the American Correctional Association and the National Institute of Justice have published guidelines for the development of CO wellness programs but neither is evidence-based. The law enforcement literature on Employee Assistance and Peer Support programs represent a good starting point for discussions of CO wellness programs, but the distinct differences between corrections and policing require the development of a specialty field in correctional psychology. The review concludes with several recommendations to advance this agenda.
    • Israel-Hamas War Raises HR Issues

      Smith, Allen (SHRM, 2023-10-10)
      The Israel-Hamas war raises several HR issues stateside, from disruptions in international business to leave requests from employees shaken by the violence, and even arguments in offices and on production floors among workers with strong, opposing views. On Oct. 7, Hamas terrorists, as the White House stated, broke into Israeli towns, killing hundreds of civilians and taking others hostage, including children. The attack has resulted in war, as Israel retaliated by striking targets in Gaza, killing hundreds. The White House released a joint statement with leaders of other countries on Oct. 9, saying, "Today, we—President [Emmanuel] Macron of France, Chancellor [Olaf] Scholz of Germany, Prime Minister [Giorgia] Meloni of Italy, Prime Minister Rishi Sunak of the United Kingdom and President [Joe] Biden of the United States—express our steadfast and united support to the state of Israel, and our unequivocal condemnation of Hamas and its appalling acts of terrorism."