• Answering 10 Questions: EAP Reports Should Answer 10 Basic Questions that Drive Purchaser Expectations About the Value of Employee Assistance Services.

      Attridge, Mark (Employee Assistance Professionals Association (EAPA), 2007-07)
      Strategic discussion of best practices in collecting data, conducting analyses and presenting results of annual utilization for employer customers of employee assistance program services.
    • Elder Care and the Workplace: An Invisible Issue

      Caffo, Sandra; Greer, Kathleen; Herlihy, Patricia A. (WorldatWork, 2016-02)
      The “Age Wave” demographic shift has arrived. Every day, approximately 10,000 Baby Boomers turn 65. In addition, the U.S. Department of Health and Human Services (HHS) reported in 2013 that more than 44.7 million people are age 65 and older, representing a 24.7 percent increase since 2003. This changing landscape raises a variety of issues, including how best to support our elders. Many working Baby Boomers are caring for parents in their 80s and 90s. And, younger workers are caring for those in their 60s and 70s who have health problems.
    • Employee Assistance Program utilization: developing a comprehensive scorecard.

      Csiernik, Rick (Employee Assistance Quarterly, 2003-09-02)
      In the EAP field, utilization rates are an important concept routinely used as a descriptor of EAP success, yet there has been little formal research conducted in this area. In a study of 154 Canadian EAPs, 102 organizations reported their utilization rates along with how they defined both utilization and a case. Mean utilization rate was 9.2% with utilization being greater in organizations with a union where labor was involved in establishing the program, providing assistance in accessing the program and in managing the program through participation on a joint labor-management committee. Utilization rates were also found to be greater where there was an EAP policy in place and where ongoing program promotion occurred. However, what was also discovered was that most of these statistical conclusions were questionable as there was a lack of consistency in how utilization rates were calculated by various organizations, nor was there any agreement on what even constituted a case. This brings into question the utility of EAP utilization rates in any comparative program monitoring or evaluation. A comprehensive EAP Utilization Scorecard is offered as a response to this situation. The scorecard counts the actual number of employees, retirees and family members who use the EAP, either face-to-face, through telephone counselling or via e-counselling. Also presented is the idea of a new calculation, penetration rate. This value would include counselling offered by the EAP along with the other services, including group counselling, critical incident debriefings, consultations and mediations, workshops and seminars, peer referral contacts and telephone inquiries. This approach would provide a more comprehensive understanding of what EAPs do and would also allow for longitudinal program comparison as well as comparisons between programs.
    • Increasing the Human Capital Impact and Financial ROI of Employee Assistance Programs

      Beyer, Cal; Dyme, Bernard S. (The Construction Users Roundtable (CURT), by Matrix Group Publishing Inc., 2021)
      Shortly after the onset of the pandemic in 2020, Cal Beyer and Bernie Dyme collaborated on an article titled “Why Employee Assistance Programs Are Valuable During and After COVID-19.”1 Almost a year and a half later, the advice offered remains relevant. Mental health and wellbeing continue to be top of mind. Yet, Employee Assistance Programs (EAPs) continue to be an underutilized resource by employers and employees. In fact, a vast majority of EAP sponsors Cal Beyer has collaborated with, have seldom considered the utilization rate, organizational impacts, or ROI of their EAPs. Employers sponsoring an Employee Assistance Program (EAP) must build a collaborative partnership to broaden the EAP from crisis-based mental illness counseling to holistic mental wellbeing and life/work balance. On top of that, we would like to encourage employers to demonstrate a caring culture focused on transparency and psychological safety to instill a prevention-oriented approach and destigmatize mental health. The goal is for employees to feel safe to openly ask for and seek help around their mental wellness.
    • Stigma as a barrier to the use of Employee Assistance Programs

      Milot, Marc (Workreach Solutions, APAS Laboratory Inc., 2019-02)
      An Employee Assistance Program (EAP) can be an impactful workplace benefit, but not all employees will access one in a time of need. One potential but rarely studied barrier to the use of EAPs is perceived stigma. This study by Workreach Solutions investigated the association between worker perceptions of stigma and the likelihood of accessing an EAP for distressing personal problems in a representative sample of employed Canadians (N=1001). A number of insights emerged from the study, one being that an important proportion of workers reported perceptions of stigma in relation to receiving help from EAP counselling services (EAP treatment stigma). Further, workers with greater perceptions of mental health stigma reported greater EAP treatment stigma, and perceptions of stigma in relation to EAPs reduced the self-reported likelihood of their use. The study concluded that worker perceptions of stigma can be considered a barrier to the use of EAPs, a phenomenon similar to that observed with other psychological or mental health services. Some workers who could benefit from an EAP might choose not to use one due to perceived stigma in relation to receiving help. The findings also suggested that stigma may help explain gender-based patterns of EAP utilization, generally involving lower use by men workers. Workplace interventions aimed at reducing employee perceptions of stigma could increase use of EAPs and by proxy help to improve organizational health.
    • Utilizing Utilization Rates in Canadian EAPs: The Folly of Comparing Cumquats to Tangerines

      Csiernik, Rick (Employee Assistance Society of North America (EASNA), 2017-03)
      Utilization rate is one of the fundamental calculations of Employee Assistance Programs (EAPs). It is used in assessing program impact, program promotion, internal staffing and in determining vendor rates. Two national studies, (2001, N =154; 2011, N = 142) conducted a decade apart examined the nature and structure of how a case was defined and how utilization rates were actually determined by Canadian work organizations with EAPs. What was discovered was a broad range of calculations and conceptualizations that did not become any more precise between the two study periods nor consistently follow any recommended standards such as those developed by the Employee Assistance Society of North America (EASNA). This result continues to bring into question the utility of using this metric as an evaluative tool or in any type of comparison such as internal versus external program success or EAP vendor performance within the Canadian context.
    • Why CFOs Should Stop Worrying and Learn to Love EAP/Wellness

      Servizio, Lou (2017-01-15)
      Employee assistance programs (EAPs) are often the go-to resource for at-risk employees grappling with personal problems -- substance abuse, depression, stress, marital strife, etc. These programs have gained popularity among employers as a preventative or early intervention measure, allowing employees to address personal issues before they escalate into larger -- and far costlier -- health problems. Despite serving as the primary entry point for over 150 million American workers seeking professional support, short-term counseling and referrals for any personal or behavioral health concern, many EAPs continue to serve employees without knowing or improving upon their workplace impact – until recently. There is increasing recognition amongst EAP providers that in order to continue to thrive, the EAP field needs to be able to measure and demonstrate effectiveness in quantifiable business terms.