• 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.
    • The Cannabis Conundrum: Getting Value from your EAP

      Greer, Kathleen (Arizent, 2019-08-16)
      Cannabis has shown to be helpful in well-being and recovery. Millions of people rely on it to help with pain, sleep and other conditions. However, cannabis is an addictive drug, resulting in more than four million diagnoses of cannabis-use disorder. How will workplaces deal with the increase of cannabis use and how can the EAP help?
    • Counteracting Cyberbullying in the Workplace

      EAPA - South Africa (2021-02-05)
      The standard definition of bullying is, “repeated and unreasonable behaviour directed towards an employee or a group of employees that creates a risk to their health and safety”. The uncertainty and constant change brought about by the coronavirus pandemic has already led to the increased risk of the psychosocial drivers that can result in bullying – and particularly cyberbullying. Examples of cyberbullying might include frequent interruptions or ‘talking over’ a colleague during virtual meetings, unkind emails or repeated and excessive emails from managers.
    • EAP and COVID-19: A Leadership Guide: Managing COVID-19 Return to Work Employee Fear

      Arvig, Tyler (R3 Continuum, 2020-05)
      This guide was written by R3 Continuum for managers and leaders who are working to support employees and workplaces during the COVID-19 pandemic. The guide includes 10 suggestions aimed at managing fear and anxiety related to COVID-19.
    • EAP and COVID-19: Tip sheets for managers

      This is a collection of tip sheets on managing employees put together to serve as EAP resources during the COVID-19 pandemic and its aftermath.
    • EAP Services, Programs and Delivery Channels

      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, 2009-11)
      This Research Note reviews the major types of services that are provided by employee assistance programs (Individual, Managerial, Organizational and Administrative), the different kinds of service delivery models that are possible (Internal, External, Blended and “Free”), and the different communication channels used to provide EAP services (In-person, telephone and Internet).
    • EAP Training for Managers: Shifting the Paradigm from Managing to Coaching

      Kolski-Andreaco, Annette; Tomlinson, Derik (Employee Assistance Society of North America (EASNA), 2018-01)
      Life Solutions EAP offers a coaching skills course for managers, underscoring the strategic role EAPs play in enhancing manager effectiveness through targeted training. This article describes the results of a program evaluation of the changes in managers’ knowledge of and perceptions about coaching concepts and strategies after participation in this training. Seven rounds of the six-week course were delivered to 109 managers from 20 employer groups; 93 of these participants completed both the pre and post versions of a questionnaire examining beliefs and understanding of coaching concepts and strategies. Data were analyzed using paired t-tests and correlational analyses. The results suggest that coaching skills training was associated with expected improvements in the managers’ beliefs about employees’ potential for change and growth and also increases in self-reported levels of coaching-related behaviors. Other tests revealed that the amount of within-person change over time occurred to a similar level across different outcome measures – but mostly for the behavior aspects of coaching. Introducing coaching training for managers may be an effective value-add to enhance the relationship between the customer organization and the EAP. Limitations and implications are also discussed.
    • Experiences of Internal and Hybrid Employee Assistance Program Managers: Factors Associated with Successful, At-Risk and Eliminated Programs

      Frey, Jodi J; Pompe, John C.; Sharar, David A., 1961-; Imboden, Rachel; Bloom, Lauren (2018-02-07)
      Employee Assistance Programs (EAPs) originated as workplace­ focused programs delivered largely by peer employees. Over the past 25 years, the once standard internal EAP has largely been replaced by internal/external hybrid programs or out­ sourced EAP vendors. Many long-standing internal programs have been downsized or eliminated, along with their internal program manager positions. This qualitative study examined the organizational, leadership, and programmatic characteristics associated with the internal and internal/hybrid EAPs from the perspectives of EAP managers working in programs that have thrived and those that have depreciated. Twenty-four current and former internal or internal/hybrid EAP managers were interviewed using a semi-structured interview schedule. Qualitative methods were used to identify patterns and themes within the data to describe the experience of internal and internal/hybrid EAP managers and the critical success and risk factors associated with their positions and programs. Five final themes, with 15 subthemes emerged from the data, suggesting that both individual and organizational characteristics of EAP internal and hybrid programs are important to the program's sustainability. These findings offer insights regarding best practices and critical success factors to EAP professionals, EAP purchasers, and the EAP industry.
    • Impact of Terrorist Attacks on Use of Critical Incident Stress Management Services

      Attridge, Mark; Parker, Marcie; Bergmark, Edward (2002-06)
      Critical incident stress management (CISM) services can help employees cope with traumatic workplace events. National data from an employee assistance provider (Optum), shows a dramtic increase in use of CISMs after the 9/11/2001 terrorist attacks on America. Also, results of evaluation surveys collected nationwide and reflecting the workplace experiences following 135 CISM events found that managers highly valued these crisis response services. A five-item evaluation measure is presented for CISM services from EAPs.
    • Impact of Traumatic Events and Organizational Response: A Study of Bank Robberies

      Miller-Burke, Jude; Attridge, Mark (1998-08-01)
      This study explored how experiencing a traumatic event in the workplace affects employees’ physical health, mental health, personal functioning, and work performance. Post-event use of health care services and the effectiveness of critical incident stress debriefing (CISD) sessions and other coping interventions were also examined. A retrospective self-report methodology and mailed survey were used with 141 employees of 42 different banks that had been recently robbed. The results found that most employees had multiple negative consequences from experiencing a bank robbery. Psychological, physical, work, and personal areas all were affected by the robbery. CISD interventions delivered post-robbery were rated as helpful by 78% of employees who attended. Implications for employers, providers and organizational policy are discussed.
    • Mental Health Mondays: Perspectives, Ltd

      Frey, Jodi J; Dyme, Bernard S.; Schenkelberg, Doug; Beyer, Cal (Perspectives, Ltd, 2022-05)
      During Mental Health Awareness Month in May of 2022, Perspectives Ltd launched a Mental Health Mondays video series. Four guest experts provided actionable advice and strategies for leaders prioritizing their employee's and community's mental health. The four videos are available here.
    • Taking Charge of Remote Work Post COVID-19

      Katcher, Kathy (2020-06-04)
      This is a virtual presentation to the Work Family Roundtable at Boston College on the topic of managing remote workers. Kathy Katcher is an expert in the Work Family field. She presents key suggestions in this presentationabout how employers and managers can supervise employees from afar effectively during the COVID Pandemic when many employees are working from home.