Now showing items 21-40 of 1284

    • Physician Suicide: One Family’s Story of Unthinkable Loss, Pain, Awareness and Growth

      Prom, Sarah (2022)
      You’ll see physician suicide statistics published online, or perhaps you’ll even hear them in conversations around you, but statistics don’t have the same impact as hearing a personal story. In late 2019, Dr. Matthew Gall was one of those physicians who tragically died by suicide, leaving his family and friends reeling to understand what happened. By all accounts Dr. Gall was a lover of life and happy guy. His suicide was an unexpected, heartbreaking and traumatizing event for his family and friends, that they continue to cope with today. This interview with Betsy Gall, Matthew’s wife, shares their story, the impact his death has had on their lives, and what they hope to accomplish by sharing it.
    • An EAP Changed My Life

      Jacquart, Mike (2023-09)
      It is not easy going through life as a man unable to fix a leaky faucet or tinker with a mechanical device to get it in working order. Nor, looking back on my childhood, is it fun being a kid who can’t climb a rope in gym or build a tabletop cart in woodworking class. Those failings made me feel worthless at an early age, compounding the fact that (unknown to me at the time,) I was predisposed to mental health issues given a family history of depression and other behavioral disorders.
    • Sleep and Wellness

      Gehrman, Phillip (2023-03)
    • Managing Remotely: Seek More to Understand Than Be Understood

      Hedblom, Lawrence (2022-11)
      The objectives of managing, whether it be remote or in person, is essentially the same. We still want engaged, motivated employees who are productive, efficient, and work well with their colleagues. The distance does create some new challenges and that invites us to adapt to be effective leaders. Some of the core issues to address include: good communication, appropriate supervision, helping people to feel a part of, project oversight and managing the distractions at home such as children, pets -- and even partners. As leaders, we need to provide clear direction, the necessary resources and information, some emotional support plus access for scheduled and impromptu meetings. Compared to managing in person, managing virtually has to be more intentional to be effective.
    • Views A meeting of the minds: AI and employee mental health

      Greer, Kathleen; Napoleone, Michael; Romano, Stephen (2023-09-15)
      Over the last few years, the shortage of mental health professionals has become a national crisis. As of March 2023, 160 million Americans live where the supply of mental health practitioners is less than half of what is needed. This has led to overburdened therapists, patient delays and frustration and a loss of confidence in a failing mental health system. Everyone deserves mental health care when they need it, not three months later, as is often the case. Employee Assistance Programs (EAPs), the rest stop for many workforce members grappling with emotional and work-life challenges, are seeking new resources to address this shortage. More recently, their quest has led to artificial intelligence. But to what extent can AI replace the functions performed by EAP counselors? This topic was explored at the 2023 Spring Conference of the National Behavioral Consortium (, a trade association of thought leaders from top-tier EAPs, behavioral health firms and partner companies.
    • National Model Standards for Peer Support Certification

      SAMHSA; Awadalla, David (SAMHSA, 2023)
      On March 1, 2022, President Biden announced his administration’s strategy to address our nation’s mental health crisis as outlined in the 2022 Presidential Unity Agenda. This national mental health strategy seeks to strengthen system capacity, connect more Americans to care, and create a continuum of support –transforming our health and social services infrastructure to address mental health holistically and equitably. A primary goal outlined within this strategy is accelerating the universal adoption, recognition, and integration of the peer mental health workforce across all elements of the healthcare system. This included the development and implementation of a national certification program for mental health peer specialists1. To meet this goal, SAMHSA collaborated with federal, state, tribal, territorial, and local partners including peer specialists to develop the National Model Standards for Peer Support Certification, inclusive of substance use, mental health, and family peer certifications. These National Model Standards closely align with the needs of the behavioral health (peer) workforce, and subsequently, the over-arching goal of the national mental health strategy. SAMHSA acknowledges the nuances across the peer workforce and the communities being served, as states often reflect needs that are unique to their community within a certification. Further, SAMHSA’s National Model Standards for Peer Support Certification are not intended as a substitute for any state certifications but instead have been developed as guidance for states, territories, tribes, and others, to promote quality and encourage alignment and reciprocity across often disparate state peer support certifications. Since the 2015 release of the SAMHSA’s Core Competencies for Peer Workers in Behavioral Health Services2, the peer workforce has flourished, resulting in the implementation of state-endorsed or state-run peer certification programs across 49 out of 50 states3. The National Model Standards are designed to accelerate universal adoption, recognition, and integration of the peer workforce, and strengthen the foundation set by the peer workforce, reinforced by the Core Competencies, and implemented by our state, local, and tribal partners.
    • The Ripple Effect of Trauma in Medical Practice and How to Dampen the Wave

      MacLellan-Tobert, Susan (Vital Work-Life, 2023-06)
      There is no doubt that practicing medicine today predisposes physicians to a tsunami of mental and emotional health issues. Certainly, there are predictable causes of stress that come from deep concern for the well-being of patients and there are added demands of time constraints, complex charting, burdensome bureaucratic tasks and more. Additional events that can precipitate traumatic stress reactions in even the most seasoned clinicians include medical errors, patient deaths, and increasingly, rude or violent reactions by patients or their families. Simply witnessing a cardiac arrest in the emergency room can be distressing for some. More covert trauma might come from leadership demands or organizational requirements that restrict one from providing the quality of care they believe in. This form of trauma leads to moral injury—the sense that one is violating their moral code. For female physicians and those from minority groups, micro-aggressions and subtle or overt signs of disrespect can wound and contribute to an ongoing cycle of trauma. The aftermath of such experiences may include grief, psychological, emotional, physical, or spiritual distress, rumination over the event or flashbacks. However, one’s response to trauma can be purposeful and allow for personal growth. Not everyone is traumatized to the same degree by a given event, but we all experience suffering. Over time droplet- sized traumatic events and other stressors add up, leading to the familiar symptoms of burnout—exhaustion, cynicism, a loss of sense of self and feelings of ineffectiveness or lack of accomplishment. However, one’s response to trauma can be purposeful and allow for personal growth. This growth is as much about how we manage suffering as how we help others walk through it.
    • 988 Factsheet

      SAMHSA (SAMHSA, 2023)
      In 2020, Congress designated the new 988 dialing code to operate through the existing National Suicide Prevention Lifeline. The Substance Abuse and Mental Health Services Administration (SAMHSA) is the lead federal agency, in partnership with the Federal Communications Commission and the Department of Veterans Affairs, working to make the promise of 988 a reality for America. Moving to a 3-digit dialing code is a once-in-a-lifetime opportunity to strengthen and expand the existing National Suicide Prevention Lifeline (the Lifeline). Of course, 988 is more than just an easy-to-remember number—it is a direct connection to compassionate, accessible care and support for anyone experiencing mental health related distress – whether that is thoughts of suicide, mental health or substance use crisis, or any other kind of emotional distress. Preparing for full 988 implementation requires a bold vision for a crisis care system that provides direct, life-saving services to all in need. In pursuit of this bold yet achievable vision, SAMHSA is first focused on strengthening and expanding the existing Lifeline network, providing life-saving service to all who call, text or chat via 988. Longer term, SAMHSA recognizes that linking those in crisis to community-based providers—who can deliver a full range of crisis care services— is essential to meeting crisis needs across the nation.
    • CMS Framework for Health Equity 2022–2032

      McIver, LaShawn (CMS Office of Minority Health, 2023)
      “As the nation’s largest health insurer, the Centers for Medicare & Medicaid Services has a critical role to play in driving the next decade of health equity for people who are underserved. Our unwavering commitment to advancing health equity will help foster a health care system that benefits all for generations to come.” The CMS Framework for Health Equity provides a strong foundation for our work as a leader and trusted partner dedicated to advancing health equity, expanding coverage, and improving health outcomes. This includes strengthening our infrastructure for assessment, creating synergies across the health care system to drive structural change, and identifying and working together to eliminate barriers to CMS-supported benefits, services, and coverage for individuals and communities who are underserved or disadvantaged and those who support them. Across our Centers and Offices, we are committing to taking an integrated, action-oriented approach to advance health equity among members of communities, providers, plans, and other organizations serving such communities, who are underserved or disadvantaged.
    • How the Rise of Women Physicians Impacts your Healthcare Organization

      Hsu, Penelope (Vital Worklife, 2023-03)
      In 2017, for the first time in American history, more women than men were enrolled in the first year of medical school. In 2019, according to the Association of American Medical Colleges (AAMC), women made up the majority of med students.1 On the horizon: a medical profession in which women outnumber men. This very significant gender shift requires some major changes in policies, attitudes and procedures—because women in medicine today face daunting challenges and disadvantages, ranging from compensation to treatment by colleagues to family-centered issues and beyond. Addressing their well-being and satisfaction with the profession will be one of the most important responsibilities of healthcare leadership in the years ahead. What Medical Women Want One of the most important responses to the AAMC’s 2019 findings about med school enrollment was a survey made the following year by Medscape, “Women Physicians 2020: The Issues They Care About.”2 The researchers discovered that the 3,003 practitioners surveyed were most concerned about:
    • EAP Evidence: Responding to the Challenge of Imposter EAPs

      Attridge, Mark (Employee Assistance Professionals Association, 2023-07)
      This is the first article for a new regular column in JEA called EAP Evidence. I will review empirical data and industry facts on central topics in employee assistance program (EAP) service delivery and effectiveness that are relevant to a complex and changing business climate. Since the COVID-19 pandemic, substantially more employees have experienced financial difficulties and behavioral health challenges and this increased prevalence of personal distress has encouraged more employers to ramp up their efforts to support the mental health needs of the workforce. As the social stigma has waned and demand for EAP has soared, billions of dollars of venture capital has flowed into many companies that are relatively new to this global market. These providers typically sell some mix of digital Apps and internet platforms with self-care tools, iCBT robot programs, artificial intelligence features, and online-only access to human support from peers, coaches, or counselors. This profit-driven context has generated marketing efforts that are directly confrontational with fictionalized versions of EAP. I frequently see examples of marketing that mischaracterize the purpose of EAPs, how EAPs are used, and how EAPs deliver results to the users and the work organizations they serve. I call these new businesses “Imposter EAPs” because they strive to replace real EAPs with technology-focused products that lack many of the core components of employee assistance
    • Formal Management Referrals Compared to Self- Referrals to Counseling from an External Employee Assistance Program (EAP) in the United States 2017- 2023: Profiles of User Characteristics and Work and Clinical Outcomes at Before and After Treatment

      Attridge, Mark; Pawlowski, David (International Journal of Scientific and Research Publications, 2023-05-20)
      This applied naturalistic study examined the background and service use characteristics and also the work and clinical outcomes of employees who were formally referred by their employer to use brief counseling services from an employee assistance program (EAP) at CuraLinc Healthcare. The data was from 41,986 employees who worked at over 1,750 different employers located in the United States. The study period spanned 7 years, from January of 2017 through March of 2023. The majority of employees voluntarily used EAP counseling, with about only 3% of the total clients being formally referred to use the EAP by their employer – typically due to issues related to employee job performance or substance abuse. The two types of referral clients (Formal Management Referral or FMR n = 1,215 and Self/Other Referral or SOR n = 40,771) were similar or had only small differences on most of the profile factors. Factors with meaningful differences included the reason why the service was used (i.e., presenting issues of alcohol, drug, work stress and anger management were far more common among formal referrals than SOR; 77% > 13%), the gender of the client (FMR more males; 68% > 38%) and certain industries of the employer. All of the longitudinal test results found improvements in work and health outcomes at 30-days after the use of EAP counseling with large size statistical effects for both referral types, yet the FMR clients tended to have significantly greater relative improvement, which was due in part to their starting out at greater severity levels for work deficits and hazardous alcohol use than self-referral clients. More of the FMR clients were at a problem level at the start of EAP use for both work outcomes and they also had greater improvement afterwards (absence: FMR Pre/Post 46% to 1% > SOR Pre/Post 31% to 7%; productivity FMR Pre/Post 42% to 5% > SOR Pre/Post 35% to 5%). The typical FMR client reduced their average hours of unproductive work time per 30 days by more than the typical SOR client (Pre to Post change: FMR 56 fewer hours > SOR 39 fewer hours). The largest change was from 12.2 to 0.3 hours of absence on average per month for the FMR clients compared to 7.0 to 1.5 hours for the SOR clients. Referral types also differed on certain health risk factors. More of the FMR clients started EAP use at-risk for hazardous alcohol use and also improved more after use (FMR Pre/Post 30% to 5% > SOR Pre/Post 12% to 3%). However, fewer of the FMR clients started EAP use at-risk for mental health (anxiety and/or depression) and yet the FMR clients had greater improvement after counseling (FMR Pre/Post 22% to 3% > SOR Pre/Post 32% to 10%). An important implication of this study is that employers can be confident that when they make a formal management referral of a troubled employee to their EAP that the counseling will likely be successful, both in reducing absence from work and restoring work productivity to normal levels and also in recovering from the clinical problems that are part of the cause of the work-related distress history that likely prompted the referral. Companies that use their EAP for this kind of referral support can likely see results in better risk management of these kinds of common performance and behavioral health issues among their workforce.
    • Resilience in a Post-COVID World: Where We Were, Where We Are, Where We’re Going

      Gorter, Jeff (2023-04)
      Where We Were: The Day the Earth Stood Still... • COVID 19 was an unknown but very visceral threat in early 2020 • Pandemics have historically elicited a Primal Fear, triggering a raw Survival Response • Remember the term Novel Coronavirus? Novel means new and different – there was so much we didn’t know • In the absence of real information, it is human nature to plug in our worst possible fears
    • Supporting Transgender and Gender Nonconforming Employees

      McCann, Bernard A. (Arlington, VA: Employee Assistance Professionals Association, 2023-07-20)
      Most would agree we are in the midst of a zeitgeist regarding how to think about and respond to evolving changes in gender expression. To truly realize our mission of adeptly providing assistance to all employees, including those existing outside binary (female/male) gender frameworks, a better understanding of this dynamic is essential. Indeed, even the vernacular used when refer- ring to these individuals continues to evolve [See appendix - Common LGBTQ Terms and Definitions]. Specifically, two of these terms, transgender and gender nonconforming identify those whose gender identity or expression no longer conforms to historical perceptions.
    • The Meaning of ‘Woke’

      Gonazles, Matt (SHRM, 2023-07-29)
      It's been three years since bystander footage went viral of a white Minneapolis police officer kneeling on a Black man's neck for more than nine minutes. The ensuing outrage and empathy surrounding George Floyd's death brought issues of systemic oppression and discrimination to the forefront of public consciousness, sparking conversations and debates regarding diversity, equity and inclusion (DE&I) in society and the workplace. "George Floyd's murder ushered in an era of awareness," says Theresa M. Robinson, a Houston-based author and DE&I coach. "More people now know what they had not known previously." Police brutality, workplace discrimination and other offenses against historically marginalized communities have buoyed social movements—including Black Lives Matter and #MeToo—and have given rise to the concept of "wokeness," a slang term that has become a staple in the political lexicon.
    • Workplace Loneliness Has Broad Implications for Mental Health

      Gurchiek, Kathleen (SHRM, 2023-06-13)
      Feeling lonely at your job? Others have been, too, even before the COVID-19 pandemic and the rise of remote work. However, the "pandemic of loneliness" appears to have peaked in 2020, according to new SHRM research. That doesn't mean the problem has disappeared, though. More than one-third—38 percent—of all workers surveyed say they are lonely on the job at least monthly, according to the SHRM report released June 13 at the SHRM Annual Conference & Expo 2023. Loneliness is a problem that should still be addressed, particularly among certain age groups. Slightly more than half of working Americans said the loneliness they feel at work was about the same in 2022 as it was in 2019; 22 percent said they feel lonely less often now. "Importantly, there are no significant differences in reports of loneliness between onsite versus remote workforces," according to the authors of the SHRM Research report, Loneliness and the Power of Casual Collisions.
    • National Sleep Awareness Week

      Zellner, Michelle (MINES, 2023-03-13)
    • The Current State of Employee Assistance Programs in the United States: A Research-based Commentary

      Attridge, Mark (2023-08-06)
      This article presents a commentary by scholar Dr. Mark Attridge on the best practices and current trends in the Employee Assistance Program (EAP) benefit for employees in the United States. The goal is to help employers better understand and maximize their EAP by presenting research-based content in a style that is more conversational than academic. The paper starts with an overview of the basic qualities that define and differentiate EAPs. This is followed by examining short-term counseling and related individual EAP services for supporting distressed workers. The third part presents evidence of the effectiveness of EAP counseling and a recommended self-report outcome measure available to EAP providers. The fourth part describes the organizational level services that full-service EAPs also provide to support the workplace. The next part explores best practices that employers can use to improve the utilization of the program. The final part notes the growth of EAP globally. Also presented is a resource bibliography of over 270 research-based materials created by the author on a variety of EAP topics.