Depression screening,education, and treatment at the workplace: A pilot study utilizing the CDC Health Scorecard

Depression is a significant health issue for many Americans, ranking among the top worksite issues resulting in referrals to Employee Assistance Programs (EAPs) with prevalence rates in the working population of more than 6%. This study was part of a larger statewide assessment conducted using the Centers for Disease Control and Prevention (CDC) Worksite Health Scorecard. The purpose of this study is to examine the number of Kentucky workplaces currently offering screening, education, and treatment related to depression. The study also aims to compare the number of Kentucky workplaces offering these elements by size and industry type. The one-time, cross-sectional assessment surveyed a random sample of 1,200 worksites to examine worksite offerings of screening, education, counseling, management training, and health insurance coverage related to depression. Results showed that the majority of worksites do not provide employee depression screening, education and counseling, management training on identifying warning signs of depression, or comprehensive treatment and follow-up for employees with depression. Smaller worksites (<250 employees) were even less likely than larger companies to provide screening, education, counseling, training, and insurance coverage for depression. Increasing the provision of these wellness components at the worksite has potential to improve the quality of life for employees and reduce the financial burden to employers.     

Experiences of internal and hybrid employee assistance program managers: Factors associated with successful,at-risk,and eliminated programs

Employee Assistance Programs (EAPs) originated as workplace-focused programs delivered largely by peer employees. Over the past 25 years, the once standard internal EAP has largely been replaced by internal/external hybrid programs or outsourced EAP vendors. Many long-standing internal programs have been downsized or eliminated, along with their internal program manager positions. This qualitative study examined the organizational, leadership, and programmatic characteristics associated with the internal and internal/hybrid EAPs from the perspectives of EAP managers working in programs that have thrived and those that have depreciated. Twenty-four current and former internal or internal/hybrid EAP managers were interviewed using a semistructured interview schedule. Qualitative methods were used to identify patterns and themes within the data to describe the experience of internal and internal/hybrid EAP managers and the critical success and risk factors associated with their positions and programs. Five final themes, with 15 subthemes emerged from the data, suggesting that both individual and organizational characteristics of EAP internal and hybrid programs are important to the program’s sustainability. These findings offer insights regarding best practices and critical success factors to EAP professionals, EAP purchasers, and the EAP industry.     

Needs Assessment for a University-Based Employee Assistance Program

Between 10-20 percent of the total employee population in any institution of higher education are troubled employees. The lack of visibility and the absence of structure, especially in faculty positions, are risk factors. Higher education has become proactive in developing Employee Assistance Programs (EAPs) in response to organizational personnel problems. A needs assessment survey was conducted to ascertain the need for a university-based EAP in a state university in southern California. The findings suggested that EAP services were needed.     

Approaches used by employee assistance programs to address perpetration of intimate partner violence

Employee Assistance Programs (EAPs) are workplace resources available to employees with problems impacting work performance. EAPs are well-positioned to address intimate partner violence (IPV), a major public health problem with workplace impacts. A purposeful sample of 28 EAPs across the United States was surveyed to identify policies and programs to address IPV, including perpetration. Most EAPs did not report having standardized approaches for addressing IPV perpetration. EAPs also described significant barriers to identifying IPV perpetrators, with the majority relying on self-disclosure on the part of the perpetrator when contacting the EAP. These results suggest that many EAPs--even when interacting with employees who present with issues known to correlate with IPV--are missing a potential opportunity to assess and intervene with IPV perpetrators.     

The Current State of Evaluation Practices in Employee Assistance Programs,San Francisco

This study assessed the current state of evaluation practices within Employee Assistance Programs (EAPs). Because of structural variation and previous design problems, an examination of EAPs was needed. The sample consisted of 34 EAPs, primarily drawn from the San Francisco ALMACA chapter. A Program Survey was sent to each EAP, which included a demographics and an evaluation section. This study found that 59% of the sample reported conducting program evaluation and another 20% planned future evaluations. The findings of this study suggest a trend toward an increasing awareness of the value of EAP evaluation; however, important issues still need to be addressed.     

The Role of Supervisory Referral in Employee Assistance Programs

Abstract

A growing number of organizations offer Employee Assistance Programs (EAPs) to help employees with their personal problems. Many organizations rely on their supervisors to help identify and refer troubled employees to the EAP for assistance, yet very little conclusive evidence exists regarding the factors that influence whether or not supervisors identify and intervene with troubled employees. A previous review of the literature (Nord & Littrell, 1989) found that the following variables were consistently related to referral: (a) degree of management support for the EAP, (b) gender of supervisor, (c) gender of subordinate, (d) existence of a supervisor network, (e) occupational category of the employees supervised, (f) social distance between supervisor and troubled employee, (g) supervisors' attitude toward their role in referral, and (h) supervisor knowledge of the EAP. However, results of some of the studies reviewed for the current paper were inconsistent with Nord and Littrell's (1989) findings. Additional research is needed in this area, including research on the effectiveness of EAP supervisory training, in order to provide guidelines for the administration of effective EAP programs.     

Evaluating the Development of Employee Assistance Programs in Rural Communities

The development of Employee Assistance Programs (EAPs) has accelerated during the last decade. However, the impact of EAPs is slowly reaching small rural communities. A telephone survey of companies in North Central Louisiana was conducted to evaluate the development of programs there. Only 40% of the sample had EAPs and 13% were in the process of developing programs. Companies without EAPs generally assumed no responsibility in assisting with employee problems. This paper focuses on salient factors contributing to the limited development of rural EAPs.     

Reducing Costs of Employee Alcohol and Drug Abuse:

The implementation of Employee Assistance Programs has resulted in considerable savings for employers providing treatment for alcohol and drug abusing employees, at least in the short term. Despite these interventions, follow-up studies suggest that relapse and lowered productivity continue 10 generate substantial costs to the business sector. This article reviews the relevant EAP literature and highlights the efficacy and utility of implementing programs based upon cognitive problem-solving and social skills training in order to prevent relapse and maximize productivity. The case is made that such training can serve as cost-effective adjuncts to conventional treatment.     

Preparing marriage and family therapy students to become employee assistance professionals*

While the number of Employee Assistance Programs (EAPs) has grown tremendously, opportunities for marriage and family therapists in EAP settings have not been adequately described. This paper addresses issues pertinent to training Marriage and Family Therapy (MFT) students to develop the skills needed to become EAP professionals. Qualifications for becoming an EAP professional are described and suggestions are made as to how these skills may be taught within the framework of an academically based MFT training program.     

Principles of Total Quality Management and Their Application to Employee Assistance Programs:

Total quality management (TQM) has been thrust into the psyche of corporate America. TQM is not a new phenomena. Introduced in the early fifties to Japanese managers by an American management expert, it served to make Japan an international economic leader. U.S. companies have generally had little international competition. They now recognize he formidable challenge that quality based companies represent and are striving to replicate these successes. To do so will be to remain competitive. To discount the impact of TQM initiatives could spell economic disaster. Employee assistance program (EAP) management is modeled after American management principles. EAPs are also now having to compete for market share in ways for which they were never prepared. The TQM initiatives currently being implemented in many companies may be applied equally well to EAPs. This article presents an overview of the TQM principles formulated by W. Edwards Derning. The article also attempts to critically analyze some of the areas that have been problematic in EAP management. Further, it examines how TQM initiatives could serve to ameliorate some of these problems and lend additional impetus to the competitiveness of employee assistance programs with other behavioral health care service delivery and cost management programs.     

The EAP Treatment of Depressed Employees

Abstract

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).     

Employee Drug and Alcohol Use Estimates: Assessment Styles and Issues

Estimates of employee drug and alcohol abuse levels are increasingly used by employers to evaluate Employee Assistance Programs (EAPs). It is important to understand what goes into an estimate and the issues surrounding the utilization of such estimates. When estimates suggest that employee drug and alcohol abuse has not diminshed while Employee Assistance Program costs have been consistently high or increasing, these programs may be cut back or cancelled. Employees who are in need of these programs may lose them.     

A Brief Overview of Research Techniques Used to Evaluate Three Employee Assistance Programs Through the Family Service Association of Metropolitan Toronto Experience

This article describes three models of Employee Assistance Program (EAP) evaluations used by the Family Service Association of Metropolitan Toronto, a major provider of national EAPs in Canada. Each EAP and their subsequent evaluation is tailored to the specific needs of the different organizations. Example l focuses on a case by case review. Example 2 describes a method of determining how well the EAP reaches troubled employees and comments on the effectiveness of the intervention. Example 3 describes how a simple but effective user survey provides information for evaluation purposes. These three evaluation models are examples of how EAPs and their evaluations respond to the uniqueness of various organizations and their respective client groups.     

Formative Evaluation of EAPs by Studying Role Perceptions and Organizational Cultures

This article argues that formative evaluation is the most appropriate strategy for the current developmental stage of Employee Assistance Programs (EAPs). Since most EAPs entail multiple interventions and have poorly defined success criteria, the utility of summative evaluation in this field is limited. A method for conducting formative evaluations is outlined. It involves the combination of quantitative and qualitative strategies: using a questionnaire to compare the perceived (actual and desired) role of EAP workers by significant groups in the organization; and, then by studying the organizational culture in which these programs are imbedded through intewicws with key informants. Examples from a study in Israel demonstrate the usefulness of the suggested approach.     

Resistant Employees

The goal of Employee Assistance Programs (EAP) is to assist employees with a host of emotional, behavior, and family problems which interfere with their ability to function optimally on the job (Sussal & Ojakian, 1988). EAP counselors work to quickly identify, assess and resolve employees' problems. Frequently, there are employees, who seek EAP assistance, but are resistant to changing their behavior. The purpose of this article is to propose the use of Brief Counseling (BC) intervention techniques with resistant employees.     

One Organization's Experience in a Case Management/EAP Program:

Historically, Employee Assistance Programs (EAPs) have been viewed as an employee benefit even though there is documented evidence of their cost-effectiveness for the company. This article presents an integration of the Employee Assistance Program and Case Management as a way of providing a proactive method of containing health care costs. Such an integration will expand the focus of the Employee Assistance Program, strengthen our role as an employee advocate, and provide a method of demonstrating to corporations that EAPs do contribute to the "bottom line" profit margin of the company. This article outlines the components of an effective, comprehensive Employee Assistance Program and discusses the process of integrating a Case Management system that emphasizes local demographic control within the EAP.     

A Framework for Evaluating Employee Assistance Programs

Particularly in the past decade, Employee Assistance Programs (EMS) have become an integral part of the management of public sector and private sector organizations. The evolution of EAPs is briefly traced and the claims of advocates regarding their positive effects are documented. It is also emphasized that, in spite of their ubiquity, little attention has been given to devising strategies for evaluating the success or failure of EAPs. A framework is developed to guide comprehensive evaluations of such programs. A framework is developed to guide comprehensive evaluations of such programs. The framework stresses five aspects of EAP performance: effort, program performance (outcome evaluation), adequacy of performance, efficiency, and process evaluation.     

EAP Referral Training and Supervisor's Beliefs About Troubled Workers

This study was designed to investigate the relationship between EAP referral training and supervisors' interactions with troubled workers. Using a field survey, self-report, retrospective methodology, 224 industrial supervisors' beliefs about impaired employees were examined in connection with the former group's participation in constructive confrontation training and their attitudes toward EAPs. In general, based on Bayer and Gerstein's (1988a) Bystander-Equity Model of Supervisory Helping Behavior, it was predicted that supervisors who had attended training and/or held positive attitudes toward their EAP would report more welldeveloped beliefs about troubled workers than persons who had not received training and/or held negative attitudes toward their EAP. Overall, our results provided support for the idea that constructive confrontation training enhances supervisors' recognition of impaired employees. While we anticipated this finding, we did not expect supervisors to report that their attitudes toward their EAP were unrelated to their beliefs about troubled persons. Alternative explanations for why supervisors behaved differently from what we had anticipated are offered, as are suggestions for how to conduct research on other aspects of the supervisor-impaired worker identification process.     

Chapter 4: Research on the Integration of Employee Assistance,Work-Life and Wellness Services

SUMMARY

This article will focus on the research exploring the degree to which organizational integration of Employee Assistance, Work/Family and Wellness Programs has evolved since the early 1990s. The first study reviewed is the National Study of EAP and Work/Family Programs conducted in 1994 by Boston University's Center on Work and Family in which 100 of the top family friendly companies were inter viewed. Two major studies conducted under the guidance of the Employee Assistance Professional Association (EAPA) are then reviewed. The Phase I research conducted in 2001 was a large-scale survey of the professionals in fields of EAP and Work-life (N = 950). The Phase II research conducted in 2002 was comprised of two stages: A pilot study surveying vendors in the EAP and Work-life fields (N = 213) and a qualitative study consisting of in-depth interviews with vendors from all three professions (N = 79). The overall theme from this body of research is one of dramatically increasing movement and market demand for some form of collaboration/integration of service delivery. Finally, the chapter offers recommendations for further research regarding integration of services as well as implications for the professional fields.     

The Utility of Personality Inventories in the Employee Assistance Process

Abstract

A study was conducted to assess the usefulness of objective measures of personality in (a) the identification of employees in need of an employee assistance program (EAP) and (b) the evaluation of employee mental health change as a result of EAP participation. In addition, comparisons of EAP referred and non-referred employees were made on race, sex, age, and performance variables. MMPI, CPI, and SRA-Verbal Form test data from all or part of a sample of 376 police officers referred for fitness-for-duty evaluations were used in various analyses. Many of the officers were reassessed following an EAP intervention, while others chose not to accept the intervention (forming a natural control group). It was found that the MMPI-2 has the potential utility in both the identification and evaluation stages of the EAP process. Males and black employees were found to more likely to be referees to an EAP. Finally, it was found that referred employee performance was more than a half a standard deviation lower than that of non-referred employees.