EAPs have a greater chance of utilization when they go beyond traditional therapy support and provide ongoing access to a coach and self-care content such as mindfulness practices and other skill-building exercises. That sense of continuity is particularly important, as it addresses a common disappointment among users: "I did it for a while, but it felt like I reached a limit, that there was not much incentive to go on, so I stopped." Regression often follows. Perhaps even more disappointing for benefits managers, 57% of adults with a mental illness receive no treatment at all. Surely, it's harder to navigate care when experiencing stress or depression. To engage employees, benefits leaders should look for an EAP that offers:

Multiple ways to access a clinical care team including phone contact and digital platforms;
Searching for, vetting, and initiating connections to work/life services, including child and elder care, legal and financial services, and community-based organizations;
Uncovering sensitive needs around social determinants of health and identifying community-based support or employer benefits from an extensive database of organizations that help with housing and food insecurity;
Case management, including follow-up, to confirm the member made a connection with vetted providers offered, and staying in contact with members who engage with in-person care to ensure the provider match is right and needs are met.

The ultimate goal of any EAP should be long-term personal benefit through learned, practiced, enduring behavior, where employees have been provided unlimited access to tools and resources to maintain the healthiest versions of themselves. That's even more difficult to achieve than initial utilization, and the combination of measurement and secondary interventions can help improve ROI.

Instant Insights /

What is the right EAP for the 21st century?

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