When human resources professionals lose sleep at night, it’s often over employees’ everyday personal problems: family and marital, stress and depression, child and elder care, and financial and legal issues that occupy a great deal of their employees’ time and energy both on and off the job.

“Our company’s success is directly related to our employees. It’s my goal to provide the tools our employees need to fulfill their personal lives,” says Aimee Comer, Director of Human Resources for Robins & Morton, one of the country’s top medical contractors.

Anywhere from 65 to 85 percent of all employee terminations are due to personal and interpersonal factors, according to the Employee Assistance Report released in 2001. A survey of 800,000 workers in more than 300 companies by the American Stress Institute showed that a large number of employees had called in sick due to stress. The National Mental Health Association estimates that depression cost companies in 2000 $43.7 billion in decreased productivity, lost workdays and healthcare costs.

“It is a common fact, and has been my observation, that stressed, worried employees are unproductive,” says John C. Thompson, vice president and director-human resources, of EBSCO Industries Inc., one of the largest privately held companies in the United States. “Their moods and issues, in many cases, carry over to coworkers which can have a profound negative effect on entire departments. Having a good, responsive employee assistance program is essential in today’s work environment.”

An EAP that addresses employees’ personal issues has proven to be an effective tool in maintaining productivity. According to the Employee Assistance Program Association, proper utilization of an EAP can result in reductions of 30 percent in lost time, 69 percent in accident and sick pay, 50 percent in grievances and 70 percent in accidents.

Employees that are emotionally well don't use as many medical benefits. Benefits Selling reported in April 2008 that 35 percent of benefit brokers listed EAPs as a current solution to improve the cost and quality of the medical benefits they offered.In addition, a study by McDonell Douglas shows that companies save $4 for every dollar invested in an EAP.

An EAP is instrumental in addressing other human resources issues as well. An EAP can act as a preventive measure against workplace violence, which, according to the Bureau of Labor Statistics, accounted for 13 percent of fatal occupational injuries in 2006, and is consistently among the top four causes of workplace fatalities in the United States.

EAPs also can provide assistance in developing organization policies that address employee discipline or termination, sexual harassment, discrimination and other legal issues. In 2007, the Equal Employment Opportunity Commission received 12,510 charges of sexual harassment and recovered $49.9 million in monetary restitution.

How to evaluate EAPs

Not all employee assistance programs are created equal. Web-based EAP services can provide good educational opportunities, but are no substitute for the face-to-face, personalized services available through a comprehensive employee assistance program.

A high-quality program should always employ knowledgeable, licensed clinicians trained to assess and provide needed services. There should be both Certified Employee Assistance Professionals and Substance Abuse Professionals on staff as well as providers who specialize in child, adolescent, family, marital and substance abuse issues.

Also of prime importance is the ability to properly manage mandatory or supervisory referrals in a way that quickly moves the troubled employee back to productivity. Employees with personal problems and/or problem employees will have a proper avenue for resolving issues that can be very disruptive in the workplace, freeing managers and supervisors of the direct responsibility of the documentation needed for compliance with a disciplinary action.

Perhaps most importantly, with the escalation of workplace violence, Critical Incident Stress Debriefing has become a frequently requested service provided by EAPs. When administered promptly by professionally trained and experienced clinicians, this EAP service helps to mitigate the impact of the incident and assists the organization in the recovery of its affected employees.

In the best EAPs, the staff will not only learn the client company’s policies and procedures and apply them consistently in managing employee problems, but they will also learn the company culture and dynamics, and in doing so, develop a natural, close, and long-lasting relationship with the employer — being a key player in keeping their client’s employees productive while keeping the business profitable.

“Our EAP program is staffed with dedicated professionals who are well-trained and eager to help our employees in need of counseling for depression, stress, drug and/or alcohol addiction, marriage relationships, and other issues,” Thompson says. “It has been a most welcome benefit and one that is most appreciated by those employees who have taken advantage of these services.”

A good EAP provider recognizes that it essentially has two clients: the employer who pays for the program, and employees that the EAP serves.

“Our EAP provider helps our employees and their families to find solutions to life’s challenges,” Comer says. “They bring a proactive attitude and attention to detail to help the people of Robins & Morton navigate financial, health, and stress-related issues, while providing solutions that allow them reach their personal potential.”

Instant Insights /

Not all employee assistance programs are created equal

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