Presentation is loading. Please wait.

Presentation is loading. Please wait.

How Well Do You Know Your EAP? HRACC November 2014 Orlene Allen Weyland, M.A.,CEAP Principal, Gallops Consulting Gallops Consulting1.

Similar presentations

Presentation on theme: "How Well Do You Know Your EAP? HRACC November 2014 Orlene Allen Weyland, M.A.,CEAP Principal, Gallops Consulting Gallops Consulting1."— Presentation transcript:

1 How Well Do You Know Your EAP? HRACC November 2014 Orlene Allen Weyland, M.A.,CEAP Principal, Gallops Consulting Gallops Consulting1

2 Objectives 2 Trends and Facts History and Evolution of EAP Selecting and Evaluation your EAP Success Factors for EAP Stress Reduction: Moving from Stress to Energy Gallops Consulting

3 EAP Industry Trends: Test Your Knowledge Which of the following statements are not true? Over 97% of large employers (+5,000 employees) offer EAP services. On-site services are on the increase with the prevalence of on-site wellness clinics in large organizations. Integration supports increased access, streamlined cost and helps to reduce stigma associated with calling the EAP. Utilization rates differ depending on how they are calculated. Technology is a critical tool in helping employees access information and services. On- demand webinars, self assessments and on-line “chat” capabilities provide additional options for employees to use the EAP. Seventy percent of adult illegal drug users are employed. EAP is an organization that monitors air quality. EAP services are confidential, with the exception of situations involving threats to harm oneself or others, or where child abuse is suspected. Domestic Violence does not impact the workplace because the employer is not usually aware of the situation. CISD (Critical Incident Stress Debriefing) is group therapy following a catastrophic or traumatic incident in the workplace. Gallops Consulting3

4 History and Evolution of EAP 19401970198019902000 Alcohol is recognized as a workplace issue. Peer-based support (12- Step Programs) begin to emerge in workplaces. Services expand to include personal, family and work related issues. ALMACA (Association for Labor-Management Administrator and Consultants on Alcoholism) is established. EAP becomes a distinct worksite service. Drug-free workplace legislation is enacted in 1988. Programs become available to family members and work/life programs begin to emerge. Internal programs are less prevalent. EAP is a standard benefit and a source of referral into managed Behavioral Health plans. Work/life and wellness programs become more prevalent. Crisis response services become recognized as critical to the organization. Hybrid programs begin to emerge. EAP’s become fully integrated with work/life and wellness programs. EAP becomes less distinct as part of the benefits platform. Crisis response is at the forefront. Internal programs become legacy. Gallops Consulting4

5 Essential Components of an EAP EAPA Standards 1.Program design must take into account organization issues, including: a. Type of organization b. Types of jobs/work products c. Organizational mission d. Size and demographic makeup of workforce, including racial, ethnic, gender, and cultural diversity e. Number and dispersion of work sites, including remote and teleworking employees f. Collective bargaining agreements 2. Program design must take into account the needs of the organization’s employees and others eligible for services. 3. Program design must take into account the needs and goals of the organization’s leadership. 4. Program design must be consistent with other policies of the organization which, in some cases, may require modification. 5. The assessment process must be continuous so that program design evolves to meet changing needs Source: EAPA Standards and Guidelines for Employee Assistance Programs 2010 Gallops Consulting5

6 Selecting and Evaluating Your EAP: Considerations YOU Internal External Hybrid EAP Session Model Integration Eligibility (Employees, Household Members, Retirees) Additional Services (Work-Life, Legal and Financial) National Regional Local Gallops Consulting6

7 Selecting and Evaluating Your EAP: Considerations Your Organization Organization culture Executive sponsorship and advocacy for the program Company size Company location including global needs Workforce demographics and/or special needs Telecommuter population Non-traditional work hours Linkage to other employee benefits Cost Gallops Consulting7

8 Selecting and Evaluating Your EAP: Considerations EAP Services to Employees and Household Members 24 hour access Confidential assessment and referral services Referral support, tracking and follow-up Crisis response Expertise for substance abuse issues Referrals to community resources Referrals to other benefit programs Access to qualified EAP providers: Network capability CEAP designation for intake and network providers Eligibility for family/household members Confidential recordkeeping Gallops Consulting8

9 Selecting and Evaluating Your EAP: Considerations EAP Organization Services Employee orientations Supervisor and leadership training Crisis consultation and response Promotion and communication planning Policy development and coordination with company policies Labor coordination Management consultation Utilization reporting and trending Accreditation Satisfaction reports Linkage to DOT required substance abuse evaluations (SAP) Linkage to Fitness for Duty (FFD) resources Options for linked or integrated services, e.g., Work/Life, Legal and Financial Technology Capability Gallops Consulting9

10 Success Factors for Your EAP High level support and advocacy for the program Partnership with your organization Relationships with key areas of the organization Training and education for managers and employees Program visibility Confidentiality Responsiveness and proactive approach Gallops Consulting10 “Service, service and service” are three key components to a successful EAP!

11 Moving from Stress to Energy How do you use your energy each day? Gallops Consulting11

12 How Do You Use Your Energy? Imagine…………  Each day comes with a supply of energy  You are the decision maker as to how you use that energy  How much energy do you spend on things you have no control over?  How much energy do you spend on things you can impact influence? 12Gallops Consulting

13 What is Stress? Stress is a reaction to any change in the environment. Positive Stress + Promotion + Marriage + New Baby Negative Stress - Relationship/Family Problems - Illness - Work Issues Tip: The goal is not to eliminate stress! 13Gallops Consulting

14 Common Descriptions of Stress Sense of powerlessness Feeling drained, bored, overwhelmed, irritated, frustrated or stuck Sense of isolation or feeling that you are the “only one” Body tension Feeling like your life is stuck in the same old, never-ending pattern “I need some down time” 14Gallops Consulting Does This Look Familiar?

15 What’s Stressful for You? Joan is terrified to perform or speak in front of a group, while her best friend lives for the spotlight. Joe thrives under pressure and performs best when he has a tight deadline. His co- worker Matt shuts down when work demands escalate. Tip: What’s stressful for you may be different for someone else. Gallops Consulting 15

16 What are Different Types of Stress? Acute vs. Chronic Stress Acute stress occurs on a situational basis and has a beginning and an end. Chronic stress is a continued state of high stress where the stress state becomes the norm. Internal vs. External Stress Internal stresses are those that we self-impose and have control over. External stressors are those where we have little or no control. 16Gallops Consulting

17 Examples of Acute and Chronic Stress Acute Stress  Major project at work  Accident or illness  Major life change, e.g., wedding, moving, new baby  Home renovations  Planning a large event Chronic Stress  Ongoing and increased work volume  Ongoing conflict at home or at work  Unresolved relationship issues  Financial issues 17Gallops Consulting

18 Examples of Internal and External Stress Internal  Too many commitments  Feeling that everything has to be perfect  Unable to say no  Procrastination External  Client or customer requests  Work volume  Illness (yours or a family member)  Demands from family What are your internal/external stressors? 18Gallops Consulting

19 Impact of Stress Physical Responses Headaches and/or neck pain Low back pain Gastrointestinal changes Behavioral Responses Conflicts in relationships at work or at home Irritability Increased use of alcohol or other drugs Changes in eating habits Emotional and Cognitive Responses Diminished Concentration Mood swings Anxiety Tip: You can control your responses to stress! 19Gallops Consulting

20 What are Key Signs* That I’m “Timed Out”? I feel stressed all the time/most of the time I feel tired all the time I feel overwhelmed I get sick more often I find it hard to focus I feel as though nothing really gets done I forget things I become impatient or resentful I sleep too much/too little/can’t get to sleep/stay asleep I eat more/less and don’t always make the best food choices I drink alcohol or use prescription or other drugs more frequently I don’t take pleasure in the things that used to make me happy * These are provided as examples only. Some of the signs listed may indicate a more serious medical or other issue and should be evaluated by your health care provider Are you timed out? 20 Gallops Consulting

21 What Am I Really Saying? Here’s What I Say  Too much to do  Not enough help  Too many activities (after work, school, etc.)  Hard to say no  It’s easier to do it myself  I’ll put it off until tomorrow  I like things to be perfect Is This What I Mean?  Am I over committed?  It’s hard to ask for help  Is my schedule (or my family’s) out of control?  I don’t want to disappoint anyone  No one else can do it my way  Fear of failure; “paralysis”  Unrealistic expectations 21Gallops Consulting

22 What Gets in the Way?  Unrealistic expectations  Old ways of how we use our energy  Resistance to change  Perception of needing to be “on” 24/7  Not letting go Tip: We can do things differently! 22Gallops Consulting

23 Unrealistic Expectations aka perfectionism Perfectionism  Motivated by fear of failure  Your accomplishments never satisfy you  “If I don’t do it myself, it won’t get done”  There’s nothing I can do  If only……..  You can’t let it go Realism  Motivated by enthusiasm  Your efforts give you a feeling of accomplishment  You understand that no one can be successful all the time  You are able to identify where you can make changes and where you can’t  You can let go 23Gallops Consulting

24 Old Ways of Using Your Energy Old Ways  If only I could…….  There is nothing I can do  I’ve always done it this way  My situation is unique  I didn’t create this situation  Nothing changes even when you continue to spend energy on something you can’t control New or Refreshed Ways  Let’s look at the options  What do I have control over or influence on?  Can I do this differently?  Can I connect with others whose experiences are similar?  How can I make this situation work better for me? 24Gallops Consulting

25 Resistance to Change R esistance  Negativity  Waiting for something to happen  Can’t see the benefit of change  Discomfort with new approaches  Limited beliefs O pen to Change  Imagine or visualize the change  Believe you can make something happen  Understand the discomfort of change  Practice the change 25Gallops Consulting

26 Being “On” 24/7 Always Reachable  How much time do you spend checking emails, voicemails, text messages at work? At home?  Do you feel that you are missing something if you don’t have your phone (or other electronic device) within reach?  What impact does this have on your home life? Work life?  Who sets the expectation?  What would happen if you were not connected “24/7”? Accessible  Identify times and places where you can change your level of accessibility  Pick a time where you do not check email, voicemail, texts, etc.  Ask family members or work colleagues for feedback  Examine the expectations  Practice being “disconnected” where appropriate; evaluate the difference 26Gallops Consulting

27 Where Do I Start? Assess how you use your energy Identify changes (start small) that you can make Commit and carry through Build success with each new change Remind yourself that new or renewed skills take time and practice; it’s “over time, not over night” Tip: Practice, practice, practice! 27Gallops Consulting

28 Ask Yourself A Few Questions What gets in the way of _________________? What do I have control over? What would I have to do differently to ________________? What am I willing to try? (start small) What am I willing to commit to? Tip: Remember, it’s over time, not overnight! 28Gallops Consulting

29 29 Thank you for participating!

30 About the Presenter Orlene Allen Weyland, M.A., CEAP 860-712-1980 Orlene is Principal of Gallops Consulting where she provides consulting to businesses with a focus on Employee Assistance Program (EAP) strategy, program evaluation and organization-wide education and training. She also develops content and delivers targeted education programs that are specific to the organization’s culture and business need. Orlene also provides consultation and support for workplace crisis situations, management consultation, training and coaching. Her clients include financial services institutions, not-for-profit and labor organizations and health care companies. Prior to forming Gallops Consulting in 2012, Orlene joined Aetna in 1998 and managed the internal EAP until 2004 when she joined Aetna’s EAP business. In this role, she provided account management services for two major client companies, including one of the nation’s largest financial institutions. This involved oversight of EAP and Work/Life services, education and training, reporting, management services and crisis consultation. In 2010, she was the recipient of an award for her role in managing post-crisis services for a major client who had over twenty employees on the plane in the 2009 U.S. Airways incident involving the emergency landing in the Hudson River. Prior to joining Aetna, Orlene held the position of Vice President, Workplace Services for The Governor’s Prevention Partnership, a private/public sector venture in Connecticut. Orlene directed a number of statewide initiatives, including initiating the design of a statewide Employee Assistance Program model geared to small businesses. Her work also involved management of a statewide coalition, funded by the Robert Wood Johnson Foundation, which focused on reducing underage access to alcohol through public policy change. During her tenure, she was a member of the Governor’s Task Force on Substance Abuse. At this time, Orlene also worked for Family Counseling of Cheshire, where she provided individual and group counseling. Prior to joining The Governor’s Prevention Partnership Orlene was Director of Employee Relations for the former Shawmut Bank (known today as Bank of America). In this capacity, she was responsible for policy development, program design and employee outreach, including the Bank’s Employee Assistance, Dependent Care, Outplacement, Employee Medical, Drug Testing, Wellness and Health Promotion. In this role, Orlene also conducted training in identifying troubled employees, management skills, selection and interviewing and sexual harassment prevention. Her role also involved consultation to senior management on complex Employee Relations and EAP-related issues. Orlene has been an active member of the Connecticut Chapter of the Employee Assistance Professionals Association for over fifteen year and served as President from 2007-2009. She is currently serving in the role of Chapter Vice President. Orlene is past President of the Board of Directors of Interval House, one of eighteen shelters in Connecticut aiding victims of domestic and partner violence. She served on the Interval House Board and Personnel Committee from 2008- 2012. She also served on the Board of Directors and Executive Committee of the Connecticut Coalition Against Domestic Violence from 2000-2006. Orlene holds an M.A. in Counseling from the University of St. Joseph's in West Hartford, CT and a B.A. in Sociology from Queens College of the City University of New York. She is a Certified Employee Assistance Professional. Gallops Consulting30

Download ppt "How Well Do You Know Your EAP? HRACC November 2014 Orlene Allen Weyland, M.A.,CEAP Principal, Gallops Consulting Gallops Consulting1."

Similar presentations

Ads by Google