Low cost, embedded and "free" EAPs are the easy choice, but again, may be detrimental to the overall deliverable of a broker and the client relationship. Based on the research, here are 10 questions that can help ensure you have the best fit EAP model:

What is the size of the organization? Internal and hybrid EAPs fit well in mid-sized and larger organizations where there is internal HR, benefits, legal and security infrastructure.
How stable is the organization and its structure? Internal and hybrid EAPs are a best fit when they can become part of the fabric of an organization and work closely within highly invested HR and Benefits organizational leaders. This takes time. Internal EAPs are often viewed as easy cost targets during periods of austerity and change.
What is the leadership culture? Organizations should consider internal and hybrid programs when the organizational leadership understands the risks of employee personal problems and has a sincere interest in the health and well-being of the workforce.
What is the benefits procurement strategy? Organizations purchasing off-the-shelf benefit plans with minimal customization and administrative burden should consider less expensive and purely external programs. While internal and hybrid EAPs don't have to be more expensive, they do require internal administrative expertise for procurement and ongoing administration.
What is the expectation for ROI? While both internal and external EAPs can deliver EAP outcome metrics, internal EAPs often thrive when they are in a culture of insourcing, perceived value and part of an team of "people leaders."
What is the investment in Organizational Development and Learning? An often overlooked value of EAP is the impact to workplace culture, climate, leadership and a learning environment. Internal and hybrid models are more likely than external programs to compliment and fill gaps delivering organizational development interventions, leadership consultation and training.
Howcomplicated are the drug testing and personnel management policies? Internal programs are a best fit when EAP involvement is written into workplace policy. In such cases internal EAPs can effectively fill gaps in an HR organization's areas of drug testing administration, performance improvement and violence prevention.
How effectively does the organization communicate with the employees? Internal EAPs thrive in organizations that are high-touch with robust communication, rather than the one-and-done benefits communications that often come during annual enrollment.
How flexible are the organization's HR and benefits managers? Internal EAP managers can effectively wear many hats. Today's EAP managers are often skilled in HR management, benefit plan administration, wellness and occupational health. Internal programs thrive when there is a niche internal EAP role. But EAP professionals can also do double duty across the HR and Benefits spectrum.
Does the organization have a health and wellness strategy? Emotional and social health should have an equal seat at the health stable. To the degree the organization is investing in employee health and well-being, EAPs should be built to match that commitment.

Where the EAP should live within an organization does not seem to make a big difference, as our research found that successful EAPs existed in HR, Benefits, and Medical departments. The most critical factor predicting success is how well the EAP is integrated into the broader workplace culture.

Instant Insights /

EAP options for today&rsquo;s workforce: maximizing value by design

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EAP options for today’s workforce: maximizing value by design