Employee Assistance Program: An Effective Reso

Tips on assessing an EAP
HELPING EMPLOYEES......

Once focusing primarily on employee problems stemming from alcohol and substance abuse, employee assistance programs (EAP) have greatly expanded their scope. Developments such as the rise of child care and elder care concerns, stricter interpretations of the Americans with Disabilities Act, the decline in employee loyalty, and an increase of violence in the workplace have prompted employers to look at their EAPs in a new light.   Today´s EAPs address a myriad of personal, lifestyle, and work-related issues --- basically any type of personal concern --- that can impact employee productivity.

If employees went to the EAP solely for drug and alcohol problems, the program would be greatly under-utilized.   This expanded focus is likely to be a primary contributor to the growth of EAPs in the US --- with the number of EAPs doubling since 1991. Statistics show that the employee assistance industry has grown from just 450 EAPs nationwide in 1970 to 20,000 today. And EAP enrollment increased nearly 80% from 1994 to 1998.

EAPs help achieve organizational goals

Most organizations agree that to compete in today´s increasingly competitive global marketplace, employers must achieve the dual goal of retaining talent and controlling costs. The growth of EAPs can be largely attributed to their ability to help employers achieve these goals simultaneously.

Rehabilitation of a valuable employee versus hiring and training a new employee can result in substantial cost savings for employers. EAPs cost employers only $20 to $30 per employee annually, but highly respected studies also indicate that with active intervention, EAPs lower costs by:  

·               Reducing employee turnover and absenteeism

·               Reducing claims for long-term disability, worker´s compensation, accidents, grievances, and theft

·               Reducing the number of legal actions against the employer

·               Improving employee performance, productivity, morale, concentration, and relationships with coworkers

·               Reducing costs of medical plans, sick leave, and training new hires.

The report Employee Assistance Programs, by the Work-Family Roundtable of the Conference Board, confirmed the benefits achieved by using EAPs.   The report found that the primary benefits of EAPs are:

·               Improved employee morale (68%)

·               Increased productivity (62%)

·               Decreased absenteeism (59%)

·               Lower health costs (55%)

·               Reduced turnover (35% )

·               Decreased tardiness (33%)

·               Reduced workplace violence (21%)

Monitoring the effectiveness of an EAP

In order to achieve these goals, EAPs must be managed and monitored on a continuous basis.   This is the only way to readily determine if the programs are doing what they were intended to do --- namely reduce turnover, absenteeism, and accidents, and enhance employee productivity and commitment.   After all, programs that do not meet their objectives are of little value.  

A Continuous Quality Improvement (CQI) Program is key to the successful management of any EA. Implementing this type of measurement-focused approach will compel a company to uncover ineffective programs, decide whether to restructure or to replace them, and relate these efforts to the bottom line.

The following are CQI indicators that an Employee Assistance Program, Client Companies, or   Consultants could use to assess   and monitor the ongoing value of their current or proposed program:

·             Access, availability, and responsiveness of EAP counselors: How timely is the telephone access to case managers?   How quickly are appointments scheduled for emergent clients?

·             Types of clinical services being sought: What is the number and type of the high-risk cases such as threats of suicide, homicide, substance abuse, and aggressive workplace behaviors?

·             Client satisfaction:.   To evaluate client satisfaction and efficiency of client care and services, companies need to determine if their employees and managers satisfied with the EAP services provided. Client, training, and account management surveys are used to determine the satisfaction with and effectiveness of EAP services.

·             Utilization rates:.   To determine annual usage --- include over and under utilization

·             Clients Rights:   Clients should be well educated about the services they receive.

·             Clinical Care and Service: Ongoing audits ensure accurate and appropriate case documentation, clinical care, and risk management.

·             Training and Education: The training and educating of a client organization´s management staff and employees (union officials when appropriate) is key to the effectiveness and utilization of the EAP services.

SIDEBAR: A

·               Outpatient mental health treatment results in "reduction" of medical services utilization, particularly inpatient services.   The average 8.7 inpatient hospital days (for all claimants) was reduced to 1.5 days for those receiving mental health treatment (Blue Cross/Blue Shield studies).

·               General Motors reported that use of the EAP generated a 72 percent reduction in dollar amount paid for accident and sickness disability benefits for employees with substance abuse problems. In 1990, the company´s employee assistance program saved $37 million per year in lost productivity--$3,700 for each of the 10,000 employees enrolled in the program.

·               Ford and General Motors report their EAPs save $9 for every dollar spent.

·               In 1998, Northrop saved $20,000 per rehabilitated employee and saw productivity skyrocket 43%.

HELPING EMPLOYEES......

Once focusing primarily on employee problems stemming from alcohol and substance abuse, employee assistance programs (EAP) have greatly expanded their scope. Developments such as the rise of child care and elder care concerns, stricter interpretations of the Americans with Disabilities Act, the decline in employee loyalty, and an increase of violence in the workplace have prompted employers to look at their EAPs in a new light.   Today´s EAPs address a myriad of personal, lifestyle, and work-related issues --- basically any type of personal concern --- that can impact employee productivity.

If employees went to the EAP solely for drug and alcohol problems, the program would be greatly under-utilized.   This expanded focus is likely to be a primary contributor to the growth of EAPs in the US --- with the number of EAPs doubling since 1991. Statistics show that the employee assistance industry has grown from just 450 EAPs nationwide in 1970 to 20,000 today. And EAP enrollment increased nearly 80% from 1994 to 1998.

EAPs help achieve organizational goals

Most organizations agree that to compete in today´s increasingly competitive global marketplace, employers must achieve the dual goal of retaining talent and controlling costs. The growth of EAPs can be largely attributed to their ability to help employers achieve these goals simultaneously.

Rehabilitation of a valuable employee versus hiring and training a new employee can result in substantial cost savings for employers. EAPs cost employers only $20 to $30 per employee annually, but highly respected studies also indicate that with active intervention, EAPs lower costs by:  

·               Reducing employee turnover and absenteeism

·               Reducing claims for long-term disability, worker´s compensation, accidents, grievances, and theft

·               Reducing the number of legal actions against the employer

·               Improving employee performance, productivity, morale, concentration, and relationships with coworkers

·               Reducing costs of medical plans, sick leave, and training new hires.

The report Employee Assistance Programs, by the Work-Family Roundtable of the Conference Board, confirmed the benefits achieved by using EAPs.   The report found that the primary benefits of EAPs are:

·               Improved employee morale (68%)

·               Increased productivity (62%)

·               Decreased absenteeism (59%)

·               Lower health costs (55%)

·               Reduced turnover (35% )

·               Decreased tardiness (33%)

·               Reduced workplace violence (21%)

Monitoring the effectiveness of an EAP

In order to achieve these goals, EAPs must be managed and monitored on a continuous basis.   This is the only way to readily determine if the programs are doing what they were intended to do --- namely reduce turnover, absenteeism, and accidents, and enhance employee productivity and commitment.   After all, programs that do not meet their objectives are of little value.  

A Continuous Quality Improvement (CQI) Program is key to the successful management of any EA. Implementing this type of measurement-focused approach will compel a company to uncover ineffective programs, decide whether to restructure or to replace them, and relate these efforts to the bottom line.

The following are CQI indicators that an Employee Assistance Program, Client Companies, or   Consultants could use to assess   and monitor the ongoing value of their current or proposed program:

·             Access, availability, and responsiveness of EAP counselors: How timely is the telephone access to case managers?   How quickly are appointments scheduled for emergent clients?

·             Types of clinical services being sought: What is the number and type of the high-risk cases such as threats of suicide, homicide, substance abuse, and aggressive workplace behaviors?

·             Client satisfaction:.   To evaluate client satisfaction and efficiency of client care and services, companies need to determine if their employees and managers satisfied with the EAP services provided. Client, training, and account management surveys are used to determine the satisfaction with and effectiveness of EAP services.

·             Utilization rates:.   To determine annual usage --- include over and under utilization

·             Clients Rights:   Clients should be well educated about the services they receive.

·             Clinical Care and Service: Ongoing audits ensure accurate and appropriate case documentation, clinical care, and risk management.

·             Training and Education: The training and educating of a client organization´s management staff and employees (union officials when appropriate) is key to the effectiveness and utilization of the EAP services.

SIDEBAR: A

·               Outpatient mental health treatment results in "reduction" of medical services utilization, particularly inpatient services.   The average 8.7 inpatient hospital days (for all claimants) was reduced to 1.5 days for those receiving mental health treatment (Blue Cross/Blue Shield studies).

·               General Motors reported that use of the EAP generated a 72 percent reduction in dollar amount paid for accident and sickness disability benefits for employees with substance abuse problems. In 1990, the company´s employee assistance program saved $37 million per year in lost productivity--$3,700 for each of the 10,000 employees enrolled in the program.

·               Ford and General Motors report their EAPs save $9 for every dollar spent.

·               In 1998, Northrop saved $20,000 per rehabilitated employee and saw productivity skyrocket 43%.

by Gus Stieber
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