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Creating Winning EAP Strategies

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Employee Assistance Plans provide the means to improve employee morale, enhance productivity, and change lives, all for a fraction of the cost of most benefits. Let CG Hylton provide this to your …

Employee Assistance Plans provide the means to improve employee morale, enhance productivity, and change lives, all for a fraction of the cost of most benefits. Let CG Hylton provide this to your population in Canada.

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  • Employee Assistance Programs (EAP’s) are a vital tool in the HR toolbox. Learn how to structure an EAP that adds value to the organization and employees’ lives. This session will provide an overview of winning EAP strategies and emerging trends. The results of a recent CEAPA EAP Trends In the Workplace poll will be discussed. Key Points: 1) Role of HR – Communicating the EAP; 2) Types of EAP’s; 3) Drug & Alcohol Policies and the EAP; 4) Critical Incident Response Planning and the EAP ; 5) EAP Trends Study; 6) Cost Effective EAP Design Chris Hylton has consulted on benefits and HR issues to employers for over 20 years. A frequent media commentator, Chris brings a relaxed, informative and amusing look at timely HR topics. Hylton Associates has its own network of over 200 EAP counselors across the country which are pleased to provide EAP services to a variety of employers
  • Confidential counseling service provided by employers for employees & families to deal with emotional issues they may be facing Issues dealt with include: depression, marital, substance abuse, parenting …. Short term counseling model – not long term therapy Most referrals are voluntary, may also be used for mandatory referral by the employer D&A return to work, interpersonal issues, harassment issues
  • Getting Work Done Through Others: Your job as a supervisor is to get work done through the individual contributors that you supervise.  Establishing an appropriate relationship with the people you supervise is key to your success as a supervisor. [top] Getting Employees What They Need: If the performance of an employee is unsatisfactory, you need to find out if the employee has the appropriate information, skills, time, and resources to do the job. Assisting subordinates obtain what is needed to perform well is a primary supervisory responsibility. [top] Involve EAP: If the employee has the information, skills, time, and resources appropriate for the job, then there may be outside factors that are impacting the employee's performance.  This is where EAP involvement can be critical, especially if you need to use progressive discipline with the employee. The earlier you can intervene in a performance problem, the greater the reduction in the need for further discipline. New York State Employee Assistance Program
  • Lois, a permanent employee responsible for inspecting health-related facilities, has been a competent, motivated employee for the 12 years she has worked in the agency. Since your promotion to supervisor of her unit, you have increasingly noticed errors in her work that crosses your desk for review and signature. She has not responded to your notes asking her to "meet and discuss," and claimed to be preoccupied by some unspecified health problem when you approached her recently. Lois works primarily in the field, so it is difficult to directly monitor her performance. Several times during the past two months, agencies that Lois was scheduled to visit have called looking for her. You really didn't pay any attention to the first instance since you figured she was probably just running late, but with the second and third calls you finally approached her expressing concern. As you begin to speak with her, the smell of alcohol on her breath is unmistakable and her eyes appear glassy.
  • Lois, a permanent employee responsible for inspecting health-related facilities, has been a competent, motivated employee for the 12 years she has worked in the agency. Since your promotion to supervisor of her unit, you have increasingly noticed errors in her work that crosses your desk for review and signature. She has not responded to your notes asking her to "meet and discuss," and claimed to be preoccupied by some unspecified health problem when you approached her recently. Lois works primarily in the field, so it is difficult to directly monitor her performance. Several times during the past two months, agencies that Lois was scheduled to visit have called looking for her. You really didn't pay any attention to the first instance since you figured she was probably just running late, but with the second and third calls you finally approached her expressing concern. As you begin to speak with her, the smell of alcohol on her breath is unmistakable and her eyes appear glassy.
  • Diamond Consulting Corporation
  • NEA Health Information Network
  • Transcript

    • 1. Creating Winning EAP Strategies 2004 Human Resources Conference Apr 2004 Chris Hylton, MA chris@hylton.ca 1 800 449-5866
    • 2. IntroductionThe importance of Employee Assistance Programs in the workplace cannot be denied.Using examples and scenarios from real life, the session will demonstrate how the EAP, properly aligned with an organization’s Drug & Alcohol Policy, its Critical Incident Response Plan, and overall Wellness Strategy, will improve productivity, morale, and revenue.At the same time decreasing work absences, and medical and disability claims. HYLTON 2
    • 3. What is an EAP?Short Term CounselIssues dealt with: Stress Depression Family / marital Alcohol Substance AbuseConfidential HYLTON 3
    • 4. Who is the Target?  68% of ees will at some time experience mental health problems  severe enough to prevent ees from coping with day-to- day duties in the workplace HYLTON 4
    • 5. HYLTON 5
    • 6. Typical EAP Use Work place Family Alcohol Substance Abuse Depress Stress HYLTON 6
    • 7.  Nothing relating to counselling session is repeated Licensing and professional conduct rules of counsellors prohibit disclosure without patient’s written informed consent First contact by phone then sessions at counsellor office Appointments staggered Reports - statistics not specifics HYLTON 7
    • 8. Confidentiality Exceptions Harm to self  Informed consent Harm to others?  Double edged sword Burden of proof Get it in writing Keep paper trail Get legal opinion HYLTON 8
    • 9. Waiting Period Accessibility is 48 hours norm Crisis situations receive quick help from EAP HYLTON 9
    • 10. Prevalence of EAP’s 80% of larger cos 50% of medium-sized cos 25% or less for smaller cos HYLTON 10
    • 11. Types of EAP’S - Internal Staffed by employees with counselling credentials Separate entrance / building and procedures - guarantee confidentiality Back-to-back appointments Some well received programs are lead by reformed alcoholics - very credible within the organization HYLTON 11
    • 12. Types of EAP’s - External Back-to-back appointments monitored Fee for service, or insured / capitation basis Insured contract based on projected utilization rate - 5 to 12 % This rate compared to actual rate of usage for renewal Fee based EAP’s may be better  conflict of interest of administrator  hidden targets HYLTON 12
    • 13. Reasonable Cost EAP costs fraction of average medical or dental plan $200 per ee per mo for Dental insurance $5 per ee per mo for EAP HYLTON 13
    • 14. Some Employer’s NegativePerception not seen as being essential “It’s a frill we don’t need it” … “our ees are not mental cases”  wrong – EAP’s deal with a broad range of issues “there are other public sector counselling resources for employees to use, and they are free”  wrong – Psychologists, public crisis lines, other agencies may not be the right fit HYLTON 14
    • 15. Best thing about EAP’s forthe Employee immediacy of access – 24/7 - after hours availability not disrupt work day no cost to see senior clinical counsellor For exec, coaching very valuable resources available NOW HYLTON 15
    • 16. Improve Corp Health employers show employees they care at very modest cost EAP = barometer of corporate health Indicator of possible management issues in certain departments Competitive Advantage Reduction in stress enables staff to be more courteous, creative, stay on task longer Happier employees = better cust serv HYLTON 16
    • 17. Reducing Absenteeism  15% of staff cause 90% of absenteeism  emotional factors contribute to 60% of lost time  Stats Can indicates that the typical ee is absent 8 days a year  Ers spend close to 6% of payroll on absenteeism HYLTON 17
    • 18. Turnover Reduced Personal and personality factors account for over two thirds of all terminations Only 15% are due to staff’s inability to do the job EAP helps employees resolve personal issues before termination is necessary HYLTON 18
    • 19. Reduced Claims Anti-depressants are often # 1 of all Rx - 10% or more STD & LTD plans Some carriers give a discount where an EAP is in place HYLTON 19
    • 20. Productivity 10% to 15% of employees have serious personal problems (Source: Cdn Mental Health)  Of these productivity is a third below normal  Results in loss of productivity of up to 5% of payroll  Impact > due to the disruption to other ees HYLTON 20
    • 21. Accident / Illness  Lost time due to accident or illness  Stress contributes large %  EAP can reduce  Link to return to work strategies  Counselling not meds  Claim Cost HYLTON 21
    • 22. PreventionBest Medicine early intervention essential much more effective than waiting ‘till the situation is worse Like physical disabilities you are perhaps more familiar with If mentally employees believe “I am disabled” is their natural state - difficult to cure “I am temporarily having some difficulties that I with help of the EAP I will be able to overcome!” HYLTON 22
    • 23. Stitch in time  little things add up  deal with early before full depression  early counselling  not only helps ee, but it also improves ee performance  EAP deals with these issues at less cost than costly drug therapy which may simply mask issue HYLTON 23
    • 24. Trends: VIP Coaching lonely at the top, executives subject to same stressors to emotional life as rest of us EAP’s sometimes do a poor job with this group Confidentiality is an issue Offsite, not accessed by other staff Short treatment model of 4-5 sessions usually relaxed for this group Fee for service & unlimited # of sessions HYLTON 24
    • 25. Trends:D&A Policy / Link to EAP Have a D&A Policy, clearly communicated Communication with Supervisors Essential Problem of enabling Half day sessions are important Organization support systems Procedures Provides supervisors with tools to do what is right HYLTON 25
    • 26. D&A Link to EAP Controlled drinking sessions DOT regulations for substance abuse Substance abuse Professional (SAP) part of EAP Testing done by various agencies including Columbia Health & Millard Health HYLTON 26
    • 27. Alcohol or Drugs involved in up to 50% spousal abuse20-35% Suicides 50% Traffic fatalities Alcohol &62% Assaults other drugs 49% Murders 52% Rapes 68% Manslaughter Charges 38% Child abuse 69% Drownings Source: Tico Vega and Hope Mitchell, REACH Peer Education HYLTON 27
    • 28. Link to Benefit Program Most insured benefit plans provide for up to $500 in psychological counselling per covered individual per year Change your definition to include EAP counsellors (social workers) to supplement EAP program HYLTON 28
    • 29. Trauma, Violence, CriticalIncident Great interest in this aspect of EAP immediate response in first 24 hours helpful to diffuse the situation  “your response is perfectly understandable & normal” , very effective in preventing post traumatic stress disorder (shell shock) Se 11 classed as Mental Health Epidemic Deaths 700 from one employer, 400 firefighters Huge spike in EAP use in affected areas HYLTON 29
    • 30. What we learned from CI’s Don’t do anything special just do your job • just react, surf • manuals useless • 48 hours Bank robberies  Distinct stages Airline Crashes  Books for kids on death  Manuals useless  Don’t assume your EAP staff will all be avail  Take time off after HYLTON 30
    • 31. Sept 11 impact in Canada Sept 11, particularly troublesome for those who lived through wars, parents of employees Bethany Care, Pastoral Care group counselling very effective Added new syndrome, Anticipatory Anxiety Combined with added workplace stress means even more reason for EAP’s HYLTON 31
    • 32. Bottom Line EAP used to be deemed a nice add on Now moved to Essential category EAP moved from being one tool, to assisting employers MANAGE the whole response HYLTON 32
    • 33. The High Cost of Stress Ees missed avg of 7.8 days for illness or family reasons in ‘99 Daily 20% of Canadian ees suffer from personal or emotional problems severe enough to cause injury, absenteeism or reduced productivity 2M Canadian ees suffer hypertension or high blood pressure 1M Canadian ees experience insomnia regularly HYLTON 33
    • 34. Stress 70 million prescriptions for tranquilizers were written for Canadians in ‘98 alcoholism costs Canadian business $1.6 billion annually 3.2 million workdays and $590 million in wages and benefits are lost annually to heart-related diseases 80% of problems treated by family doctors are stress and psychosomatic cases Source: Canadian Institute of Stress HYLTON 34
    • 35. Stress – Depression  Twice as likely to miss work  Ees with depression 7x less likely to be effective when they are at work  “presenteeism” Source: Am Journal of Psychiatry May 2001 HYLTON 35
    • 36. Stress Japan Korojisatsu35000300002500020000 Japan15000100005000 0 90 91 92 93 94 95 96 97 98 99 0 1 Source: S. Shima, TKU HYLTON 36
    • 37. Organizational StressGRACE HOSPITAL Grace faced closure, we did EAP, asked for options Rumours as to date, who would be let go, little information Organization became paralyzed Poor morale, little communications between departments Group counselling sessions successful  still, those that needed counselling most did not attend HYLTON 37
    • 38. .Role of HR re EAP HYLTON 38
    • 39. Inspector HRLois, has been a competent, motivated employee for the 12years she has worked for you. You have increasingly noticederrors in her work. She has not responded to your notesasking her to "meet and discuss," and claimed to bepreoccupied by some unspecified health problem when youapproached her recently.Lois works primarily in the field, so it is difficult to directlymonitor her performance. Several times during the past twomonths, clients that Lois was scheduled to visit have calledlooking for her.You figured she was probably just running late the first time,but with the second and third calls you finally approached herexpressing concern. As you begin to speak with her, thesmell of alcohol on her breath is unmistakable and her eyesappear glassy. HYLTON 39
    • 40. What are the performance problems?There is an increase in Lois error rate ?Lois is avoiding meeting with you ?informallyShe is not showing up for scheduled ?appointments with agenciesLois has the smell of alcohol on her ?breath and has glassy eyes HYLTON 40
    • 41. PerformanceThere is an increase in Lois error rate. Yes(It is important to identify and documenterrors)Lois is avoiding meeting with you informally. Yes(Document errors)She is not showing up for scheduled Yesappointments with agencies. (Document)Lois has the smell of alcohol on her breath Noand has glassy eyes. (Medical conditions maycause these symptoms) HYLTON 41
    • 42. Cost Benefit of EAP Royal Bank study 13 to 1 payback One Er reported a 30% decrease in accidents and 40% decrease in sick benefit use for employees who used the EAP An EAP audit revealed that 54% of EAP users would have been away from work 3.3 days more over the year One Er reported for every $1 spent on the EAP, $7 to $11 was saved on absenteeism, LTD premiums, and health premiums HYLTON 42
    • 43. HYLTON 43
    • 44. EAP Trends greater EAP usage today than 10 years ago, due to awareness The rate of utilization for non capped EAPs was about 4% - 6% 15 years ago Grown to 6 - 8% for well publicized plans today Can go up to 10% - 12% utilization for employees or organizations undergoing transition, mergers takeovers (25% Edm) Part of overall health and emergency management of employer HYLTON 44
    • 45. Number of Sessions program caps of 4 or 5 sessions  create incomplete treatment scenario internal targets may prevent employers from getting what they pay for studies have shown that in North America, the average no of sessions for ALL types of therapists is 4 - 5 Allow unlimited? HYLTON 45
    • 46. Number of Sessions the focus should be on hiring competent counsellors allow them to see their clients without restriction, most EAP providers will not take the risk the 10 session clients will be offset by the 1 session client, to average out at 4- 5 proactive supervision of counsellors is key in the open-ended model HYLTON 46
    • 47. TrendsWeb Counselling like telephone counselling  has proven very effective  Initial fears  Licensing  confidentiality not everyone can meet face to face  remote locations  time constrained counselling chat rooms Favoured by youth HYLTON 47
    • 48. TrendsWeb Counselling email record of sessions, chats, to refer to over time alternative source of help when face to face sessions or telephone contacts are not convenient break down call reluctance may be room for this at your organization one more tool to reach ees - expats HYLTON 48
    • 49. Violence in the workplace source: Bureau of justice statistics national crime victimization survey Rates of Violence in 5 Years Per 1000 workers (1992 - 1996)250200150 Series1100 Series2 50 0 Taxi Driver U. teacher MH Prof. Corrections Bartender Teacher Elem. HYLTON Officer 49
    • 50. Thank you! HYLTON 50

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