Now showing items 1-20 of 1860

    • Health as a Risk Management Tool: Strategies for Enhanced EAP Services

      Attridge, Mark (2018-06-05)
      Behavioral health risk management represents an opportunity for EAPs to better manage the behavioral health risks of employees and of the work organization. There are many tools and case studies to learn from in this quest. Applied research findings and resources are discussed.
    • Do Digital Wellbeing Platforms have Positive Outcomes and ROI?

      Servizio, Lou; Attridge, Mark (2022-06-09)
      Digital wellbeing platforms are gaining popularity wordwide. They are inexpensive compared to traditional EAP services, but do they generate positive outcomes for the user and employer? We propose presenting the types of questions that should be asked by users of digital platforms (both when users initiate use and after issues are resolved). Answers to these questions were quantified to determine improvement, followed by a conversion of the improvement to an ROI to the employer.
    • Selling EAPs Through VOI vs. ROI

      Attridge, Mark (2023-05-18)
      This session will provide attendees with key points determined from the presenter’s review of the scholarly and applied grey literature on the financial and business value that full-service employee assistance programs (EAPs) can provide to their purchaser organizations. A conceptual model describes the unique dual value of EAPs in supporting both the worker and the overall workplace through activities that function to improve behavioral health risk management efforts of the company. Examples of ROI and VOI are provided from industry data and applied research.
    • EAP Evidence: Debunking Marketing Myths about the Purpose, Use and Effectiveness of Employee Assistance Programmes in South Africa

      Attridge, Mark (2023-09-20)
      As the demand has soared for workplace mental health support since the COVID-19 pandemic, billions of dollars of venture capital have flowed into many companies that are relatively new to this global market. These providers sell a mix of digital Apps and internet platforms. This presentation critically reviews the marketing trends that mischaracterize much of what EAPs do, how they are used, and how effective they are. It’s time to fact-check this propaganda against the decades of professionalism and research in our field. The evidence shows the true business value of employee assistance when properly delivered. Results of a 2023 survey of EAP providers in South Africa is featured.
    • Occupational & Critical Incident Stress Management Services (OCISM) Moving from Moral Distress to Moral Resilience

      Corneil, D. Wayne (2023-03-30)
      Understanding Moral Distress Moral Suffering • Moral suffering occurs when nurses are exposed to pain and suffering on an everyday basis. • Has its roots in our concern for others and our intention to bring about beneficial outcomes, to relieve the pain and suffering of others, or to rectify an injustice. • Not being able to do this in every instance may be considered “part of the job,” but it is seen as the “cost of caring” and can lead to moral suffering. • Usually over situations or experiences that provoke confusion/uncertainty, or that do not turn out as hoped. • Can arise intermittently or over long periods of time Rushton (2018) / Papazoglou, Chopko 2017 Often healthcare professionals are unsure about what is the morally right way to proceed given the current situation.
    • Navigating the Workplace Political Minefield

      Wilkie, Dana (2023-08-08)
      That’s one of the more challenging situations Kelly Bunting has seen managers try to navigate when political discourse in the workplace—whether about an upcoming election, a Supreme Court ruling or a social protest—has gotten out of hand. Such situations can occur at a physical or remote office, a company function, or a social outing with colleagues after work hours. Bunting, a shareholder with Greenberg Traurig LLP in Philadelphia, says she’s never seen anything like the number or volatility of political debates in workplaces in recent years. “Employees feel much more comfortable voicing their opinions on everything, including politics, even at work,” Bunting says. “I think norms regarding respect for different opinions have also weakened, and employees will [now] say something out loud [when] before they may have just walked away. It seems it’s growing harder for managers to prevent these conflicts.” In SHRM's 2022 Politics at Work Study, 20 percent of HR professionals agreed there was greater political volatility at work than there was three years earlier. SHRM found that nearly a quarter of U.S. workers (24 percent) have personally experienced political affiliation bias, including preferential treatment or undue negative treatment based on their political positions or opinions, compared to 12 percent of U.S. workers in 2019. “It doesn’t have to be clearly over the line for a lot of people to say, ‘I’m fed up with this person, and I won't deal with them anymore,’ ” says Stephen Paskoff, a former litigator with the U.S. Equal Employment Opportunity Commission and author of multiple books on political discussions at work. “I started as a congressional intern in college, worked in D.C., and this is as intense as I recall it ever being. And I grew up in the ’60s. It’s not just, ‘Are you Republican or Democrat?’ It’s ‘What do you think about abortion, affirmative action, DE&I, gun control, gender identification?’ There are so many issues wound up in our politics, and none of them is just casual.”
    • Current Drug Trends

      Ludwig, Zach (2023-04)
      This is an incredible presentation that reviews the 2021 SAMHSA National Survey of Drug Use & Health: In 2021, 61.2 million people (up from 59.3 million people in 2020) used illicit drugs in the past year, including 52.5 million people who used marijuana; 9.2 million people misused opioids. Past Month Substance Use (2021) • People aged 12 or older in 2021: • 57.8% (161.8 million people) used tobacco, alcohol, or an illicit drug in the past month • 133.1 million people drank alcohol • 54.7 million people used a tobacco product • 40 million people used an illicit drug (including marijuana) • 60 million people were past month binge drinkers (highest among 18-25 yos, then 26 yo+, followed by adolescents)
    • THE NEXT PANDEMIC: Loneliness and the Power of Casual Collisions

      Schaefer, Annemarie; Anderson, Kirsten (2023)
      The sudden explosion of COVID-19 in early 2020 turned life upside down almost overnight. Lockdowns induced forced isolation, and employees transformed into either remote workers or essential, front-line workers at high risk of exposure to the coronavirus. As offices have reopened, remote work has been heralded as one positive outcome of the pandemic and as a solution to some of the ailments of Americans’ fast-paced lifestyles. While technologies such as videoconferencing and instant messaging have supported productivity, the reduction in unscheduled social interactions has the potential to harm employee well-being and engagement. While remote work can improve job satisfaction, it can also contribute to feelings of isolation, which in turn can lead to more serious conditions. Employees who are chronically lonely in the workplace receive poorer supervisor ratings of their job performance and have weaker feelings of emotional commitment to their employer. Ironically, although these employees crave social interaction, they also tend to distance themselves from co- workers, potentially undercutting workgroup collaboration. In addition, they miss an average of 15 more days of work per year than their nonlonely co-workers. Given these potential implications for the workplace, SHRM Research sought to explore the prevalence of employee loneliness and the importance of social interactions from the perspectives of both HR professionals and U.S. workers. There is a common perception of a permanent restructuring of the workplace in the wake of the pandemic. Findings from SHRM’s current study bear out these reports. Both HR professionals and U.S. workers reported similar degrees of change between December 2019 and December 2022. Whereas around 9 in 10 workplaces were almost entirely in-person before the pandemic, some 7 in 10 are now. Paralleling this decline are increases in the percentage of employers whose workers are permanently hybrid or remote. These shifts have potential implications for the nature of interactions among co-workers. A recent Morning Consult report suggested other implications as well. While 63% of workers in that study currently work in person, only 46% agreed this is their preferred work location, suggesting a sizable percentage of onsite workers want more work flexibility than their employers provide. Employees’ biggest reasons for preferring onsite work were being more productive in the office and maintaining greater separation between their work and personal lives.
    • How the Harsh Realities of Work in Medicine Impacts Young PhysicianslesLe

      Leschke, Bob (2023-06-26)
      Understanding what younger physicians want and need is a key way for an organization to determine how to recruit and retain them. In our previous post, we reviewed what final-year residents want in their first jobs and what it takes to attract them, according to a 2021 survey by the national physician recruiting and consulting firm Merritt Hawkins. We've gleaned insights into how younger physicians (those under forty) feel after having been full-fledged working practitioners for a period of time. Medscape’s Young Physician Compensation Report from 2022 is mainly focused on what young physicians in various specialties are currently being paid, but it also assesses issues such as their workload and their satisfaction with the path they’ve chosen. Here, in a sample of the results, are four areas of concern. (Totals may not add up to 100 percent as respondents gave multiple options equal weight, or because not all response categories are included in the below overview). There is a definite shift in values among young physicians and their peers when reflecting on their professional lives. As reported by Medscape, “For young physicians, making the world a better place has gained favor over the past few years and patient gratitude and being good at their jobs have lost some impact (14%, 35%, and 27%, respectively, in our 2016 report).”
    • 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.