Recent Submissions

  • Encouraging Generation Z and Baby Boomers to Work Together

    Ora Lobell, Kylie (2024-03-05)
    To the casual observer, members of Generation Z and Baby Boomers are completely different. They appear to have opposite values; for instance, Baby Boomers want job security above all else, while Generation Z wants to work for a cause they believe in. Generation Z grew up and is perceived as being more technologically savvy, while Baby Boomers might depend on old- school methods of communication. The divide between the generations seems wide. Such perceptions of generational differences can have a negative effect at work. A study of workplaces in the U.S. and U.K. revealed that employees who are much younger than their managers are less productive “than those closer in age due to a lack of collaboration between employees of different generations.” Employees who have managers that are more than 12 years their senior are about 1.5 times more likely to report low productivity. To help members of different generations work together productively, employers should recognize the value employees in each generation bring to work.
  • The Future of EAPs – Debunking theMyths and Embracing Evidence-Based Practices

    EAPA - South Africa (2024-01-01)
    In an era where the well-being of employees is paramount to the success of any organisation, the role of Employee Assistance Professionals has never been more critical. Yet, despite their growing importance, myths and misconceptions about EAP’s persist, clouding true potential. This article aims to shed light on the evolving landscape of EAPs, debunking outdated myths and highlighting the evidence-based practices that are shaping the future of employee wellness in the EAPA industry. “the role of Employee Assistance Professionals has never been more critical.”
  • Employee Resource Groups: Leveraging Community to Enhance Inclusion and Belonging

    Fraone, Jennifer; Levine, Lindsay (2024)
    Employee Resource Groups (ERGs) have existed in organizations for more than 50 years. ERGs are voluntary, employee-led groups made up of individuals who join together based on common interests, backgrounds, or demographic factors. These groups operate differently from one company to another but commonly incorporate both professional and social networking activities. In the past 10 years, ERGs have evolved from networking groups that promote diversity and inclusion to key alliances that help identify talent, grow careers, promote a sense of belonging, and make direct contributions to the business. ERGs are known by various names including affinity groups, employee networks, employee impact groups, colleague resource groups, inclusion groups, and diversity councils. DiversityInc (now Fair360) found that organizations often use the word “resource” to reflect the benefits of ERGs to the business mission, approach and outcomes. In this Executive Briefing, we will use the term Employee Resource Groups (ERGs) to cover the various types of groups. ERGs can help employees find community among others who share their identities, interests, or concerns; increase satisfaction and retention; and provide leadership opportunities for individuals from traditionally underrepresented backgrounds. ERGs have moved beyond “food, fun, flags and festivals” to strategic business initiatives that establish shared spaces where members of an organization can feel a sense of community, connection and belonging. During the pandemic, ERGs served as a critical lifeline for employees to maintain a sense of connection and belonging while they endured the quarantine period and adjusted to the rise of remote work. The pandemic also carried with it societal changes that highlight the continuing need for ERGs, such as increases in racial and gender inequalities. During particularly difficult times, having safe spaces such as ERGs where diverse groups can share their experiences and employees can unite and show support for one another has the potential to not only increase employee engagement, but also strengthen employees’ commitment to the organization itself (Ellevate, 2023).
  • INTIMATE PARTNER VIOLENCE (IPV) SEXUAL ASSAULT (SA) - Connecting Survivors to Resources

    Jiricko, Audrey; Moses, Leah; Peterson, Kylie; Van Wagoner, Carey; Pierce, Max (2024-02-09)
    This is a power point presentation presented to the Rocky Mountain EAPA chapter that Identified why screening is necessary for intimate partner violence (IVP); what is the definition of IPV; and what are the health effects of IPV. SAMSHA's Trauma Informed Approach was reviewed as well as the various definitions of trauma and treatments available such as: EMDR, TF-CBT and CPT. The health effects on children exposed to IVP was also reviewed.
  • 2024 Healthcare Trends and Insights

    Best, Mitchell (2024)
    Executive Summary TRENDS REPORT | 4 In 2024 we will continue to see the collateral impacts of the pandemic on human connection–connections with self, family and community. As a new normal for life, work and play has been forged in our society, a need for new connections is also growing. Connecting with others across all life’s pursuits will emerge in new and innovative ways. With a whole-person approach to well-being, healthcare professionals will focus on what really matters, the connection to themselves and those around them. Years of stress, trauma, isolation and the need to do more with less caused deterioration of patient, colleague and family connections. However, with reduced stigma, barriers and willingness to connect with others, healthcare professionals look to regain that base which makes them steadfast and flourish.
  • Cannabis in the Workplace

    Terpeluk, Paul (2024-03-15)
    To date, 40 states have legalized medical marijuana, 24 states have legalized recreational marijuana and 70% of Americans support the further legalization of marijuana. At the same time, the federal government continues to classify marijuana as a schedule 1 drug and federal agencies such as the Department of Transportation continue to monitor and test for the presence of marijuana metabolites in thousands of workers (pilots, truckers). As a result, many employers are very confused as to what they can do to protect themselves as well as ensure a safe workplace. Employee assistance professionals have long understood the role drug abuse plays in creating havoc in an employee’s life as well as the workplace environment. With the marijuana cultural inversion currently taking place, EAP professionals are being asked by employers “what can we do?” This presentation will give you better understanding of the leviathan marijuana industry, basic clinical facts regarding marijuana impairment especially longer-term executive functioning as well as straight forward steps on helping an employer understand the law regarding use and testing programs. Additionally, there will be evidence presented on how to assess and clinically manage a marijuana using employee who does not meet DSM criteria. Objectives: 1. “How did we get here!” Identify and describe the historic roots of the current marijuana industry (25 minutes, 9:00 am – 9:25 am) 2. “It’s just like alcohol!” Identify and describe the true science behind the clinical aspects of marijuana impairment (30 minutes, 9:25 am – 9:55 am) 3. “It’s totally legal – right?” Review the current legal framework regarding employer-based testing and referral (30 minutes, 9:55 am – 10:25 am) 4. “How can I help a struggling employee?” Review the steps required for a model assessment and management program for the MJ using employee (25 minutes, 10:25 am-10:50 am)
  • Moving Beyond ‘A white Man’s Thing’: A Case Study of Urban Kenyan Youth Mental Health

    Katerere-Virima, Thuli; Shdaimah, Corey S. (2023)
    Background: Kenya is a lower middle-income country located in Eastern Africa with a population of over 54 million people and a median age of 20 (World Bank, 2020). Competing health emergencies, a healthcare infrastructure ill-prepared for crisis, and inconsistent framing of mental health in culturally relevant terms have all created a gap between mental health need and services in Kenya (Meyer & Ndetei, 2016). This study explores how 15–24-year-olds in Nairobi, Mombasa and Kisumu counties define their mental health and which resources and barriers impact their engagement with mental health services. This study was designed to contribute to the ongoing REACH-MH (Reaching, Engaging Adolescent and youth adults for Care Continuum in Health-Mental Health) project. Methods: I used an inductive approach to answer two research questions: 1) How do adolescents/young people (AYP) define their mental health? and 2) How do relevant stakeholders describe resources and barriers to AYP mental health? For this case study focused on LVCT Health’s One2One program, I used five sources of data: in-depth qualitative interviews with One2One hotline counsellors; One2One hotline data; youth focus group transcripts; stakeholder meeting notes; and government document review of the Mental Health Taskforce Report of 2020 and the Mental Health Amendment Act of 2022. Findings: Five themes emerged from the data regarding the universality of “stress” as a concern for youth, the common conflation of mental health and mental illness, and recommendations for youth-friendly provision of mental healthcare. Overwhelmingly, study participants defined “mental health” in ways that captured broader social determinants of health, along with descriptions of “emotional, psychological and social wellbeing”. Barriers to mental health included cost and a lack of trust in mental health professionals, while youth’s capacity for coping and knowledge of the few, but existent, community services available were reported as facilitating factors. Conclusions: Though challenges abound, also numerous are the strengths and resources possessed by Kenya’s people who continue to solve problems and utilize ways old and new to strive toward a uniquely Kenyan conceptualization of mental health.
  • 2024 Trends - Boston College Center for Work & Family

    Lawler McHugh, Tina; Vinas, Keila (Boston College Center for Work & Family, 2024-01)
    While formal return-to-office mandates wane and hybrid work becomes more permanent, leadership is focused on in-person collaboration, optimizing distributed work, and developing talent. The latter half of 2023 was characterized by a significant push to return employees to the office with nearly all employers (99%) expecting employees to be in the office at least two days a week and 80% expecting three days, according to EY’s Future Workplace Index. RTO mandates are likely to drop off and, according to the Conference Board, only 4% of CEOs are prioritizing a full return to office in 2024. However, many still want to see employees in the office more and are experimenting with a blend of carrots (commuter benefits, raises and promotions) and sticks (tracking attendance) to achieve this. In-person opportunities and salaries reflect this trend. According to a Ladders Q4 High Paying Jobs report, six-figure hybrid job availability dropped 69% at the end of 2023, while in-person opportunities increased 93%. The report notes, “Companies want their highest earners in the office for collaboration and leadership.” That said, many teams - especially in large, global organizations - work in a distributed way. According to an Atlassian survey of Fortune 500 and Fortune 1000 executives, 100% say their teams work in a distributed way and are three times more likely to say that how teams work is a bigger problem than where they work. Their focus for 2024: low productivity, tracking progress against goals, and effective collaboration. With women, caregivers, Millennials and Gen Z employees among those who value flexible work the most, the most successful companies will be those who resist “proximity bias”, track outcomes across work arrangements and intersectional identities, and empower managers to lead distributed teams with a focus on results. “What return-to-office debates often miss is that how teams work has fundamentally changed, regardless of where individual team members sit. Whether a large organization is remote, hybrid, or fully in-office, most of their employees work in a distributed way”.
  • The New Imperative of Neurodiversity in the Workplace: What EAPs and Employers Need to Know

    Bruno, John; Routh, Corey (EAPA, 2024-01)
    If you did a Google search on the term “neurodiversity” three years ago, you would not have found much. Today, you would find over 30 million hits, hundreds of articles by researchers, academics, and numerous websites dedicated to the topic. The Society of Human Resources Professionals has added the topic to their website, to conference topics, and has requested whitepapers on the subject. Employers are receiving a surge of requests for accommodations based on neurodistinctions. They are receiving demands to add neurodiversity to their DEIA (Diversity, Equity, Inclusion, and Accessibility) programs, and supervisors are attempting to navigate conversations on the topic. As workplace mental health experts, EAPs too must be in sync with their employer clients and are also scrambling to understand this emerging area and its implications for EA practice. While recognizing the current elevated focus on this topic now, it is important to recognize that the neurodiverse population has been with us as long as there have been humans. Some DEIA experts believe the attention on neurodiversity is long overdue, pointing out that previous efforts by employers have been limited mostly to com- plying with the Americans with Disabilities Act (ADA). Neurodiversity (ND) and DEIA experts believe the ND community can benefit from more comprehensive employer support. There are some key facts that the authors think are most helpful for all EAPs and employers.
  • Impact of Trauma on Well-Being

    Rozell, Shannon; Buerkel, Stephanie (Newport Healthcare, 2024-01)
    Power Point Presentation on Trauma and its effect on Well Being: CLINICAL PHILOSOPHY • An integrated approach focused on primary mental health diagnoses that addresses the root causes of behaviors, not just the symptoms. • The goal of treatment: guide teens/young adults and their families to achieve long-term, sustainable healing by treating the underlying trauma and attachment wounds that cause depression and anxiety and manifest as co-occurring disorders. • Providing a team of expert clinicians assigned to each patient,
  • Measurement Tools During Times of Shifting Sands

    Herlihy, Patricia; Lennox, Rik (EAPA, 2024-01)
    Over the past few years, organizations and employees alike have turned their attention toward address- ing inequities in the workplace made starkly visible by the Covid 19 pandemic and renewed emphasis on social injustice acts. While some progress has been made in this space, the increased attention has also led to a recognition that diversity, equity and inclusion (DEI) programs can contribute, stall, or even backfire if not implemented thoughtfully (Catsouphes et al, 2022). In the fall of 2021, Chestnut Health Systems, the parent company of Chestnut Global Partners, created a psycho- metrically informed instrument, the Workplace Inclusion Scale (WIS), designed to survey and integrate the felt experience of inclusion into EAP service offerings. The WIS is a tool that organizations can use to quickly assess the impact of diversity and inclusion efforts as perceived by employees in the work environment. Specifically, it is a measurement tool for EAPs, as management consultants, to offer HR, benefit departments, and other stakeholders a unique lens to assess the perceived level of employee inclusion. The specifics of how this tool was developed and validated can be found in (Lennox et al, 2022).
  • Practical Ways to Create Psychological Safety at Work

    EAPA SA (2023-11)
    There is a large body of research that shows that leaders play a critical role in fostering employee motivation and satisfaction. The consequence is that it is not enough for managers to drive strong employee performance. They also need to take care of their team members’ wellbeing. This includes the belief that individuals will not be punished or humiliated for speaking up with ideas, questions and concerns – or owning up to mistakes. In teams, it refers to team members believing that they can take risks without being shamed by their colleagues. What is psychological safety? Dr. Amy Edmondson, a Harvard Business School professor, coined the term psychological safety in a 1999 journal article that explored its relationship to team learning and performance. She defines it as, “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes” and is quoted as saying, “Psychological safety means an absence of interpersonal fear. When psychological safety is present, people are able to speak up with work-relevant content.”
  • Navigating the Impact of AI on the EAP Industry in South Africa: Opportunities and Challenges

    EAPA SW (EAPA SW, 2023-12-03)
    The emergence of artificial intelligence (AI) in employee wellness programs marks a transformative period for the EAP industry, especially in South Africa’s diverse and dynamic workforce. As AI continues to evolve and integrates into our services, it has the potential to significantly enhance workplace wellness and productivity. However, it’s crucial to recognise that AI is still a relatively new tool that relies heavily on existing databases. Currently, there’s limited research and practice in South Africa (SA) specifically addressing AI in this context. Therefore, professionals in the field need to be diligent in curating content that is not only suitable for their audience but also maintains clinical integrity. This approach ensures that the implementation of AI in employee wellness programs is both effective and respectful of the unique needs and challenges within the South African workplace environment. “it has the potential to significantly enhance workplace wellness and productivity”
  • Attitudes Toward Medical Aid in Dying in a National Sample of Hospice Clinicians

    Becker, Todd D.; Becker, Todd; Cagle, John G. (2023)
    As of this writing, medical aid in dying (MAID) is available in 11 U.S. states and the District of Columbia, with further expansion projected. Legal protections for conscientious objection foreground clinician attitudes as substantial barriers or facilitators to MAID access for interested patients. Although upward of roughly three quarters of patients who use MAID are enrolled in hospice care, little is known about hospice clinicians’ attitudes toward MAID. The purpose of this three-paper dissertation was to examine attitudes toward MAID in a national sample of hospice clinicians. Participants were recruited from national hospice and palliative care membership associations representing the four core disciplines of the hospice interdisciplinary group (i.e., medicine, nursing, social work, chaplaincy) to complete a one-time, self-administered survey. Paper 1 examined the preliminary psychometric properties of a modified version of the only empirically evaluated scale on attitudes toward MAID. Confirmatory factor analysis results indicated that the Attitudes Toward Medical Aid in Dying Scale demonstrated factorial validity. Construct validity was established through correlation analyses targeting convergent validity (vis-à-vis a researcher-constructed measure of attitudes toward MAID) and discriminant validity (vis-à-vis a researcher-constructed measure of attitudes toward euthanasia and a scale assessing religiosity). High congeneric reliability estimates supported internal consistency reliability. Despite the favorability of these statistical results, conceptual mismatches between scale items and the U.S. practice context as defined by state laws caution against wider scale use. Further psychometric development is warranted. Paper 2 explored institutional factors tied to the hospice context of care as correlates of MAID attitudes. Using a 3-point version of Paper 1’s ordinal convergent validity item, results of a partial proportional odds model indicated that professional experience working in a state where MAID was legal and increased orientation toward patient-centeredness were both significantly associated with higher odds of more supportive MAID attitudes across each threshold of the dependent variable. Increased commitment to the hospice philosophy of care also was significantly associated with higher odds of more supportive MAID attitudes. Accounting for differing slopes across dependent variable thresholds, however, this association reached statistical significance only when estimating the odds of being in a category above the midpoint response option (neither support nor oppose). Findings support the assessment of ecological factors that drive hospice ethos and functioning when exploring attitudes toward MAID. Paper 3 explored attitudes toward being physically present throughout MAID in a hypothetical patient scenario governed by certain safeguards. The 74% of participants who indicated willingness to be present did so based on feelings of personally derived support for MAID, definitions of quality clinical care, and values from their professional training. This broad support, however, was conditioned by boundary setting though which participants described specific conditions required for their participation. In contrast, 15% of participants were unwilling to be present. These attitudes were attributed to objections to the concept of MAID, objections to participation in MAID, and perceptions that MAID is misaligned with health care. Merely 11% of participants were unsure, relating their hesitation to feelings of ambivalence and a lack of experience with MAID. The tensions that participants across samples reported experiencing with themselves, their profession, and broader society reflect a need for greater professional guidance on the safe and effective provision of MAID.
  • EAP Evidence: Marketing Myths and Truths Compared for Techno and Traditional Programs - Industry Survey Global Results

    Attridge, Mark (Employee Assistance Professionals Association, 2024-01-23)
    This third column focuses on a troubling trend in the marketing of workplace mental health services in the multi-billion dollar market for EAP services. In this article I explore the level of truth in the messages characteristic of the newer Techno-EAPs and compare them against those of the more traditional full-service employee assistance providers. The marketing from some of these newer technology-based companies tends to mischaracterize the purpose of EAPs, how much they are used, and how effective they are in supporting individual users and the larger work organizations they serve. To get some data on the accuracy of these marketing claims and try to discern fact from fiction, I conducted a survey of 141 experienced professionals active in the EAP industry in 2023. This study found that the newer technology-based vendors are perceived by 19% of the sample as taking a collaborative approach to act as business partners with other more established EAPs. Another 31% of the sample thought that Techno-EAPs have a business objective of trying to replace other existing EAPs altogether. This competitive tension is especially strong in the US market. This study documented substantial concerns among about the veracity of most of these kinds of marketing themes from seasoned professionals in the US who are knowledgeable about the field of EAP. On average, this data showed that the newer Techno-EAPs appear to be making untrue claims far more often in their marketing than do the more established Traditional EAPs (39% vs. 6%, respectively)
  • Fentanyl and Medication for Opioid Use Disorder (MOUD)

    Ludwig, Zach (Bradford Health Systems, 2024-01-05)
    Incredible presentation by a seasoned treatment provider for Fentanyl and other Opiod Use Disorders... Overdoses Increased • Largest increases in rates of overdose deaths during the pandemic: • Men • Individuals who had lost jobs • (2x increase compared to 2019) • People with mental health diagnoses • Also noteworthy was an increase in people overdosing/dying at home CDC estimates 107,622 drug overdose deaths in 2021 • Up nearly 15% from 2020 (93,665 deaths) • From 2019 to 2020, overdose deaths rose 30% • Deaths involving opioids increased from an estimated 70,029 in 2020 to 80,816 in 2021
  • William White Papers Emeritus Senior Research Consultant, Chestnut Health Systems

    White, William (Chestnut Health Systems, 1970)
    Professional and Advocacy Writing This section contains the full text of more than 300 articles, 8 monographs, 30+ recovery tools, 9 book chapters, 3 books, and links to an additional 18 books written by William White and co-authors over the past four decades as well as more than 100 interviews with addiction treatment and recovery leaders. This is a single location where such material may be located by those interested in the history of addiction treatment and recovery in the United States. Those papers selected for inclusion contain all of the articles and monographs authored by William White on the new recovery advocacy movement, recovery management and recovery-oriented systems of care. It is hoped that this resource library will serve present and future generations of addiction professionals, recovery coaches and recovery advocates. Blogs and Recent Posts Celebrating Recovery Research Progress Mapping Career Pathways and Professional Development for Recovery Coaches The Future of William White Papers Website Randolph "Randy" Muck September 14, 1955 - April 21, 2021 in Memoriam A Recovery-Oriented Systems of Care Case Study: Hancock County, Ohio
  • Models In Mentoring

    Ora Lobell, Kylie (SHRM, 2024-01-20)
    While traditional, one-on-one mentorship programs have long been the gold standard, today’s professionals are tailoring them to fit their unique career goals. Successful mentorships can be career-defining and life-changing. Paired with a good mentor, mentees can learn the ins and outs of their chosen field, expand their professional networks and accelerate their career growth. According to a survey by the American Society for Training and Development, a full 75 percent of executives say mentoring has been critical to their career development. A CNBC/SurveyMonkey Workplace Happiness Survey found that more than 90 percent of workers who have a mentor say they’re satisfied with their jobs, including more than half (57 percent) who say they are “very satisfied.” To meet the professional goals of today’s diverse workforce, many mentorship programs are tailored to benefit specific groups of people, including people of color, first-generation college graduates, women business owners and women in traditionally male-dominated fields. Businesses win, too. Many companies that have made an investment in quality mentoring programs have found that they help retain valuable employees.
  • The “Shifting Phenomenon” Among Black Women & other Women of Color

    Eugene, Carla (2024-01-09)
    This is a power point presentation introducing the notion of "shifting": Black women . . . shift to accommodate differences in class as well as gender and ethnicity. From one moment to the next, they change their outward behavior, attitude, or tone, shifting “White,” then shifting “Black” again, shifting “corporate,” shifting “cool.” . . . shifting has become such an integral part of Black women’s behavior that some adopt an alternate pose or voice as easily as they blink their eyes or draw a breath – without thinking, and without realizing that the emptiness they feel and the roles they must play may be directly related. (Jones & Shorter-Gooden, 2003, p. 7)
  • Leader Perceptions of EAP: Highlights of Research Study and IFEBP Member Surveys

    Bennett, Joel B.; Stich, Julie; Attridge, Mark (2023-12-08)

View more