This article applies calculations from the outcome literature on lost productive work time to the EAP treatment of depressed employees. Pre-and post-treatment measures were obtained on 11,756 employees who accessed treatment over a seven-year period. Sixty-six percent of these employees reported at least moderate symptoms of depression at the time of intake. After treatment, approximately half of the depressed subjects reported no such symptoms. Applying results from research conducted by Stewart, Ricci, Chee, Hahn, and Morganstein (2003) to the present study indicated substantial cost savings associated with the EAP treatment of depression. The article provides a model for calculating return on investment (ROI) by reducing lost productive work time (LPT). (C) 2005 by The Haworth Press, Inc. All rights reserved.
Abstract A review of the literature found 39 published EAP evaluations during the 1990s: four examining needs assessments, 12 case studies, nine cost-benefit analyses, five on client satisfaction along with nine process evaluations. The majority of evaluations were produced by organizations with internal EAPs located in the United States though there were 12 conducted by organizations employing external service providers and also a few from other nations, notably Canada, the United Kingdom and Australia, found in the review. A variety of methodologies from key informant interviews to formal controlled experiments were used in the 39 evaluations employing both quantitative and qualitative data collection methods and from one to five distinct data sources. While this indicates a growing robustness in EAP evaluation and the ongoing awareness of the importance of conducting and publishing evaluations, it also underscores the lack of uniformity in systematically examining this dynamic practice area.
This article provides a description of current performance measurements that are often used within the Employee Assistance (EA) field. There has been difficulty in the EA field in evaluating various aspects of EAP service delivery due to the many variations on how components of the Employee Assistance Program (EAP) are measured. The goal is to create a common set of measures with established benchmarks that would allow for evaluation and comparison of performance across EAP organizations. (C) 2004 by The Haworth Press, Inc. All rights reserved.
In 2002, the Employee Assistance Programs (EAP) of six universities used a standardized form to assess EAP client satisfaction with the provided service. During 2003, eight universities collected responses using the same survey. Responses were received from about 30% of those surveyed. Over 93% of respondents strongly agreed or agreed with positive statements about all aspects of the service they received. Respondents also reported their own perception of their work performance/productivity impairment and subsequent improvement. A method for calculating return on investment (ROI) is described. Using this method and the self-report data, the EAPs had a combined ROI of 3.5 to 1 in 2002 and 4.3 to 1 in 2003. (C) 2005 by The Haworth Press, Inc. All rights reserved.
There is a paucity of literature and research published in refereed journals or books that evaluate Employee Assistance Programs (EAPs) in an emergency service organization. The purpose of the evaluation presented in this paper was to identify levels of satisfaction with the established EAP in a particular ambulance service, using a scientifically robust approach. Hence, a mixed method was adopted which incorporated the collection of quantitative and qualitative, objective and subjective data. Survey data (n = 667) supported high to very high levels of satisfaction with the individual services the organization provides, the EAP program in general, and a high level of usage of these services by ambulance personnel. Usage data demonstrated that more than half of the staff in the organization utilised support services at least once in a given year and qualitative data reiterated the relatively high levels of satisfaction as well as elucidated some issues that require further investigation. Results supported the structure and delivery of this service's staff support program and provide orientation for future research. (C) 2005 by The Haworth Press, Inc. All rights reserved.
Abstract This article reports the findings from a survey of Canadian employers conducted to assess their responses in the development of an inclusive and supportive workplace for employees returning after a prolonged absence due to mental illness. To minimize costs and maximize productivity for companies it was found that employers typically manage employee absence in four ways: information concerning workplace absence, intervention strategies to prevent the absence, absence management and a planned and structured return-to-work program.
The Employee Assistance Industry Alliance is composed of organizations and individuals who have a profound belief in the benefits of Employee Assistance Programs (EAPs) and have made significant contributions to the field. Participant organizations of the Alliance represent both the public and the private sectors. As a result, this mix provides a broad perspective and vision through the eyes of diverse individuals. This article discusses organizations of the Employee Assistance Industry Alliance, their contributions to the Employee Assistance field, and their contributions to the Alliance. (C) 2004 by The Haworth Press, Inc. All rights reserved.
The employee assistance industry faces unique challenges as the behavioral health field continues to change. The following is a characterization of how collaboration is emerging around a national Employee Assistance Industry Alliance (hereafter called the Alliance) to provide leadership for the field. This article discusses the context in which the Alliance is developing and the initial vision for the Alliance. The context is divided into three components, epidemiology of disorder and care, and the Federal Substance Abuse and Mental Health Services Administration, known as SAMHSA, and the history of the Alliance. Key Words: Industry allianceepidemiologybehavioral healthparity
This article examines the linguistics and range of terminology used in the employee assistance field during its 60 year evolution from the occupational alcoholism programs of the 1940s. The author presents a case for the need to adopt and maintain a common set of definitions and terminology and define the specific practices of employee assistance programs that will serve both the profession and the consumer equally well. (C) 2004 by The Haworth Press, Inc. All rights reserved.
The core services and values of Employee Assistance Programs (EAPs) have undergone many changes throughout their sixdecade history. Originally designed as an occupational resource to address workforce performance and impairment due to alcoholism, the field has expanded into a more comprehensive range of behavioral health services. In the wake of these changes, the field finds itself in search of a true identity so that it can survive as a distinct profession. This article proposes a new quality framework for guiding the future direction of the EAP field. Key Words: Qualitycore servicesworkforce performanceemployee assistance
Millions of United States Americans suffer from varied severity and forms of depression and other mental illnesses. This article addresses the pervasiveness and the cost of depression in the workplace. The actual prevalence of depression among employed persons is difficult to determine because depressive disorders are underreported. Literature, nevertheless, suggests that depression is widespread and with serious consequences for sufferers, their families, their employers and for the nation overall. This article discusses the prevalence of depressive disorders in the workplace and the nature of depression as a mental health issue. A discussion of the field of occupational social work practice and ways to recognize and help employees with depressive disorders is provided.
Abstract This paper provides a description of employee assistance programs (EAPs) and work-life programs as perceived by human resource professionals and the “purchasers” or employers that offer their workforce these benefits. This description unveils the purchasers' needs, preferences and concerns regarding such programs. Moreover, efforts that the Employee Assistance Industry Alliance (The Alliance) has been involved with that directly affect the EAP and work-life industry are highlighted and discussed in the context of missed opportunities within these industries. Finally, the authors assert that a cohesive and organized industry is necessary to position EAP and work-life services to meet the demands of a changing workplace and to establish themselves as indispensable versus a commodity.
The Internet has proven an exceptional tool for employees but it also has been shown to have many negative aspects. It can and does become a diversion from work; employees send personal e-mails, pay bills, etc., all while “on the clock.” For most these are but minor interruptions to productivity. However, for others it is a means to visit pornographic sites, send hate mail, etc., while at work. Employee assistance programs are being asked to help employees who abuse or are addicted to the Internet. For these individuals Internet capabilities hamper work performance, and result in family and/or legal troubles. To comprehend and respond appropriately to such issues, Information Technologies (IT) must be understood (Hines, 1994).
Structured guidelines for conducting telephone counseling were developed and implemented in a large employee assistance program. This study evaluates the telephone counseling service in several areas, including utilization, clinical outcomes, client satisfaction, client reported productivity and absenteeism, counselor feedback, and efficiency. Clients who elect the telephone counseling modality and who are determined by the counselor to be appropriate for telephone counseling show results comparable to those for face-to-face counseling on various measures.
This study explores interpersonal influence dynamics occurring when a supervisor tries to persuade an alcohol abusing employee to seek help through an employee assistance program. The impact of influence strategy and relational context were examined through a controlled laboratory experiment. Results offer support for the hypothesis that a motivational influence strategy will be more effective than a confrontational strategy and modest support for the hypothesis that an in-group relational context may facilitate compliance better than an out-group relational context. Significant findings as well as some theoretically consistent but non-significant interaction effects are discussed in terms of implications for supervisor training and future research.
Abstract At intake for services from a comprehensive employee assistance program, clients (N = 3589, 14.2% referred by supervisor) indicated how much family, psychological/emotional, drug, alcohol, employment-related, legal, and medical problems troubled them and rated their need for services in each of these areas. Two thirds of clients rated their psychological/emotional and family problems and need for services as “considerable” or “extreme,” and 48.6% of clients rated both problem areas as “considerable” or “extreme.” These findings indicate the need for expanded employee assistance services for couples and families.
This article explores the literature on team-building, including its application to employee assistance programs and the relevant theories discussed within the field. In addition, the paper applies family systems theory, particularly experiential family therapy and structural family therapy, to team enhancing. The authors outline a model for team-enhancing that employee assistance professionals can use directly with the organizations they serve. The team-enhancing model consists of three phases: (1) Initial Contact and Assessment; (2) Team Assembly; and (3) Accountability and Follow-Up. The first phase is brief, with no sub-stages. Phase two consists of four stages. The third phase incorporates an accountability stage that offers the option of convening future team assemblies (i.e., meetings) to continue the team-enhancing process. Key Words: Employee assistance programteam-buildingteam enhancingorganizational consultingorganizational intervention
This study examines the prevalence, characteristics, and interrelationship of Employee Assistance Programs (EAPs) and managed behavioral health care insurance benefits (“carve-outs”). Based on our survey of Fortune 500 firms regarding 1999 behavioral health arrangements, over 90% had an EAP (typically externally contracted) and over one-third had a behavioral health carve-out. EAP arrangement (internal, separate contract, integrated contract) was associated with EAP benefit level. EAPs and carve-outs are interrelated in some important ways, though not in outpatient benefit levels. Both can offer substantial benefits to workers and their dependents, and are particularly important during this time of unusual stresses.
