Employee Assistance Program

A Study on EAP in BUSINESS DEVELOPMENT K.G.Guru, Training Manager, AVIVA, Chennai . Research Scholar, SRM University, Kattankolathur, Chennai 603203. [email protected] Research Guide: Dr. V.Nagajothi, Professor in SRM University, Kattangulathur, Chennai 603203. [email protected]. 1.Introduction: What is EAP? Employee Assistance Program - provides a full range of high quality, professional counseling and support services for employees and their eligible family members. The aim is to bring the participant into contact with that deeper part of his being from which well his own healing energies and to equip him with the knowledge and techniques whereby that contact may be maintained after he leaves the program. 2.EAP in India is carried out by the MNCs like Microsoft GTSC. The organizations use an external employee assistance provider, with a range of counselling services, including psychologists, psychiatrists and social workers. Most use is reported to be related to family problems and alcohol/drug issues. A small percentage (less than 5%) is related to workplace conflict. EAP is a structured program in which a combination of intensive group work and individual therapy enables the participant to experience himself in new ways. The perceptions and observations were obtained through semi-structured interviews and the research findings are presented by aggregating general themes among the overall population surveyed and among the specific groups. The various (non-invasive) therapies which will be offered at the healing centre, in one way or another, address the patient's difficulties on an energetic level which is, indeed, the only level from which real healing can proceed. 3.International Experience of Successful Implication of EAP: Visibility and knowledge: Although EAPs have become common within U.S. organizations, employers report that workers have limited awareness of them and lack a deep understanding of the full scope of EAP services. According to a recent Buck Consulting report, "Employers are stepping up communication with their employees about wellness and employee assistance programs available to them and are not planning to make significant cuts in the budgets for those programs, according to a survey." The deep economic recession and the potential for health reform on the horizon are combining for a uncertain climate in the employee health benefits arena. As companies cut budgets, reduce production and call for furloughs, the future is becoming uncertain for programs designed to keep employees healthy But a growing body of knowledge is documenting the success of employer efforts to improve employee health and reduce costs through proactive health and productivity management programs. In today's climate, health benefits professionals must carefully assess the value of investment in these programs. Careful evaluation must also be made of the program incentives--whether cash, gift cards, health insurance premium reductions or merchandise--that drive program engagement. The current dilemmas facing EAPs are complex, with multiple causes. One dilemma is that EAP purchasers are not sufficiently informed to distinguish among different EAP models, resulting in decisions based on price. Another dilemma is that EA professionals need to figure out how to better serve local employers. There are two delivery system models for EA services: the staff model and the network model. Each has advantages and disadvantages; there is no perfect, one-size-fits-all model. It is relevant to identify the pros and cons of both models for purchasers to make informed decisions and for providers to assess how they can fill unmet service needs in their respective markets. Network model: A network includes a large number of independent contractors who provide EAP services. These independent contractors may serve in several EAP and health plan networks. The network model is based on volume, serving employers from a large geographic area. It is estimated that the five largest external EAP networks cover 65 to 70 percent of U.S. employees receiving EAP services. In addition to providing counselling, networks can offer services such as augmented Web- based resources, legal/financial services, concierge services, elder/child care resources, and so on. The network model is well suited to provide services to employers with employees spread over large geographic areas, multiple states, or the entire nation. Staff model: The staff model is based on a small group of EA professionals serving a few employers, with services and interventions tailored to the specific needs of each employer. This business model emphasizes developing close relationships with employers and acquiring a close working knowledge of each employer's culture, business goals and policies. The staff model offers the ability to respond to clients quickly on an emergency basis, since counsellors are accessible on staff with established office hours. But the staff model is more expensive, because counsellors are salaried and may receive benefits. Staff model EAPs use local receptionists who work closely with and know the counselors, which improves the ability to schedule clients 4. Review of Literature: The original idea was to use the EAP as a differentiator in the market and provide an inexpensive perk to an employer (Sharar and Masi 2006; Holman 2003). Little or no regular promotion, which leads to utilization ceasing (John Burke, David A. Sharar, july 2009). The strength of EAPs lies in their workplace roots and the knowledge of employers culture and policies, and these are the keys for them to differentiate them from mental health services (Thomas M Fauria, July 2009). A survey of human resources managers, benefits consultants, and EAP providers reveals that attitudes toward the EAP can be changed through research (John Burke, David A. Sharar, july 2009). The employee assistance (EA) field is at a juncture. EAPs remain a service focused on Employee Performance (Sharar and Masi 2006; Burke 2008; Sharar and Hertenstein 2006; Tisone 2007). 5. Conclusion: *Now in India, the performance of the certain group of the employees are not meeting the expectations or matching the Goals and Policies of the Organisation, employer’s culture, etc. It is highly reported due to alcohol/drug issues, also Family problems. The EAP is projected to be an option for employers to consider well into the future, since all these issues can be resolved with the help of EAP. It will result in the increase in each employee’s performance & so it will lead to improve the overall growth of the Industry in the country. *The concept of EAP is based on the understanding that man is first and foremost a spiritual being seeking to express its truth through the instrumentality of the mental, vital, and physical nature. *In the Growing country like India, EAP is really needed for all types of Organisations in various sectors, such as Software, BPO, Banking Sectors and Pharmaceuticals. 6. Suggestions: * Train and coach EA professionals about factors that contribute to quality EAP services, such as handling dual-role ethical dilemmas common in EAP practice, increasing counsellor sensitivity to balancing client advocacy with workplace safety, and using assessment techniques to objectively assess substance abuse and conduct-related problem behaviour. * Offer leadership training programs to supervisors and bargaining unit representatives that address issues such as safety, conduct, and problem behaviour. Examples of specific topics include dealing with workplace bullying, hostile comments, and gossip as well as the standard EAP supervisor training topics. * Improve continuity of care through the use of standardized assessment tools. * Educate employers that EA professionals can integrate workplace culture variables into supervisory consultations, intervention strategies and treatment plans. * Create access to real-time clinical support for EA professionals to seek consultation on challenging cases. * Provide EA professionals with training (local and Web-based) on topics such as substance abuse assessments, harassment, critical incident stress interventions, the ethics of self-referral, and dual role issues in the workplace. Provide them with additional training to integrate workplace procedures and culture factors into treatment plans. References: Journal of Employee Assistance, The, July, 2009 by John Burke, David A. Sharar Sharar and Masi 2006; Holman 2003 EAP Management Newsletter: 2006. EA Professionals Cite "Free EAP" Competition and Defining Value as Top Challenges. 20(11). American Business Publishing. Journal of Employee Assistance, The, July, 2009 by Katherine H. Capps, Jeri G. Kubicki Fiedler, Ji., and J.B. Wight. 1989. The Medical Offset Effect and Public Health Policy: Mental Health Industry in Transition. New York: Praeger. Roman, EM., and T.C. Blum. 1985. The Core Technology of Employee Assistance Programs. The ALMACAN, 15(3): 8-9, 16-19. Sharar, D.A., and E. Hertenstein. 2006. Perspectives on Commodity Pricing in Employee Assistance Programs (EAPs): A Survey of the EAP Field. www.redorbit.com. Sharar, D.A., and D. Masi. 2006. Crises Facing the EAP Field. Journal of Employee Assistance, 36(4): 7-9. Tisone, C.R. 2007. Call to Action: Something's Burning. Employee Assistance Research Foundation.