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Employee Counseling and Wellness Services

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Presentation on theme: "Employee Counseling and Wellness Services"— Presentation transcript:

1 Employee Counseling and Wellness Services
Chapter 11 Werner & DeSimone (2006)

2 Learning objectives Explain the need for employee counseling in organization and why counseling is an HRD activity. Describe the typical activities include in employee counseling programs. Describe the focus and effectiveness of three types of employee counseling programs: employee assistance program, stress management interventions, and employee wellness/health promotion programs. Describe the role of supervisors in the various types of employee counseling program Werner & DeSimone (2006)

3 The Need for Employee Counseling
Have you ever seen people: Struggling due to high levels of anxiety? Refusing treatment for a treatable condition? Experiencing job burnout? Involved in efforts to promote good health? Werner & DeSimone (2006)

4 The Need for Employee Counseling – 2
Personal problems are a part of life Personal problems affect job performance Healthcare costs continue to rise Reducing tardiness, absenteeism, lost time and worker’s compensation saves money Reducing turnover can improve productivity and the bottom line Werner & DeSimone (2006)

5 Addressing Employee Well-Being
Promotes employee morale Reduces the impact of external factors on work Promotes productivity Cheaper to train, treat, and retain existing workers than to hire new ones Werner & DeSimone (2006)

6 Employee Counseling as an HRD Function
Counseling serves the same goal as other HRD activities Improving/maintaining worker performance Same techniques are used, especially coaching Same kinds of analysis and planning needed Werner & DeSimone (2006)

7 Overview of Counseling Programs
Problem Identification Education Counseling Referral Treatment Follow-up Werner & DeSimone (2006)

8 Problem Identification
Screening device Absenteeism records Supervisor’s observations Referral Voluntary participation Werner & DeSimone (2006)

9 Education Pamphlets Videos Lectures Unsolicited Television Radio
Other media Werner & DeSimone (2006)

10 Counseling Needs a non-threatening person with whom the worker can discuss problems and seek help. Options include: Supervisor/coach Ombudsman HRD Counselor Professional Counselor Werner & DeSimone (2006)

11 Referral Directing employee to appropriate resources for assistance – e.g., Physician Substance abuse treatment center Marriage counselor Alcoholics Anonymous (AA) Other options (clergy) Werner & DeSimone (2006)

12 Treatment The actual intervention to solve the problem – e.g.,
Group therapy Medications Individual therapy Psychological therapy Werner & DeSimone (2006)

13 Follow-up Needed to: Ensure the employee is indeed carrying out the treatment Obtain information on employee progress Ensure that referrals and treatment are effective Werner & DeSimone (2006)

14 A Caution About Employee Counseling
All six approaches are not always needed The following issues drive which approach is taken: Type of problem identified Appropriate response Available resources Werner & DeSimone (2006)

15 Who Provides Employee Counseling?
Depends on the organization and organizational culture Can be done using: Corporate resources (In-house) Outside resources (Out-of-house) Werner & DeSimone (2006)

16 In-House Efforts Advantages: Internal control
Familiarity with organization Better coordination of efforts Sense of ownership Greater internal credibility Disadvantages: Confidentiality Lack of needed resources Employee reluctance to use services Limitations in staff skill and expertise Werner & DeSimone (2006)

17 Contracting Externally (Out-of-House)
Advantages: Subject matter experts Confidentiality easier to maintain Lower cost Better identification and use of resources Disadvantages: Lack of on-site services Possible communications problems Lack of organizational knowledge Werner & DeSimone (2006)

18 Characteristics of Effective Programs
Top management support Clear policies and procedures Cooperation with unions and employee groups A range of care: Referral to community resources Follow-up Werner & DeSimone (2006)

19 Characteristics of Effective Programs – 2
Policy of guaranteed confidentiality Maintenance of records for program evaluation Health insurance benefit coverage for services Family education Werner & DeSimone (2006)

20 Employee Assistance Programs (EAPs)
Job-based programs operating within an organization that: Identify troubled employees Motivate them to resolve their problems Provide access to counseling and treatment, as appropriate Werner & DeSimone (2006)

21 General Topics that EAPs Might Address
Alcoholism Drug abuse Anxiety Depression Eating disorders Compulsive gambling Marital problems Financial problems Personal problems Werner & DeSimone (2006)

22 Issues/Outcomes Affected by EAPs
Productivity Absenteeism Turnover Unemployment costs Substance abuse treatment Accidents Training Replacement costs Insurance benefits Etc. Werner & DeSimone (2006)

23 Who Offers EAPs? 62% of medium- and large-sized companies
33% of companies with 50+ employees Estimated 82% of large firm employees have access to an employee assistance program Werner & DeSimone (2006)

24 Items of Importance Extent of substance abuse and mental health problems faced by companies Approaches to employee assistance Effectiveness of EAPs in treating substance abuse and mental health problems Werner & DeSimone (2006)

25 Substance Abuse Over 19 million Americans abuse alcohol or drugs
Alcohol is involved in 47% of industrial injuries Substance abuse costs U.S. businesses over $100 billion per year Werner & DeSimone (2006)

26 Reasons for Immediate Concern
Drug and alcohol users are more prone to accidents, injuries, disciplinary problems, and “involuntary” turnover Would you want to fly in a plane with a drunken pilot? Do you want to drive a car put together by someone abusing marijuana or cocaine? Werner & DeSimone (2006)

27 Mental Health It is estimated that:
18.8 million Americans suffer from a depressive illness every year 23% of the American population has some sort of mental disorder 5.4 % have a serious mental illness Werner & DeSimone (2006)

28 Common Mental and Emotional Health Problems
Individual adjustment Victim of external factors (rape, incest, battering, crime) Sexual problems, including impotence Divorce and marital problems Werner & DeSimone (2006)

29 Common Mental and Emotional Health Problems – 2
Depression and suicide attempts Difficulties with family and children Sexual harassment in workplace Legal and financial problems Gambling addiction Werner & DeSimone (2006)

30 Why Care About Mental and Emotional Problems?
Problems can cause: Absenteeism Poor performance and work habits Low job satisfaction Indecisiveness Interpersonal conflicts Violence and aggressive behaviors at work Werner & DeSimone (2006)

31 EAP Approach to Resolving Employee Personal Problems
Basis of the EAP approach: Work is very important to people Work performance can help identify an employee’s personal problems Employees can be motivated to seek help Werner & DeSimone (2006)

32 Characteristics of the EAP Approach
Problem is defined in terms of job performance, rather than in clinical terms Supervisors monitor employees to identify changes in workplace behavior that indicate potential problems Werner & DeSimone (2006)

33 Behavior Problems Indicating Possible Substance Abuse
Absenteeism On-the-job absences High accident rate Poor job performance Poor relationships with co-workers Werner & DeSimone (2006)

34 Constructive Confrontation
In this approach, a supervisor: monitors performance confronts employee on poor performance coaches to improve performance urges use of EAP’s counseling service emphasizes the consequences of continued poor performance Werner & DeSimone (2006)

35 The Typical EAP Clear policies, procedures, and responsibilities concerning health and personal problems on the job Employee education campaigns Supervisory training program Clinical services (In- or out-of-house) Follow-up monitoring Werner & DeSimone (2006)

36 Effectiveness of EAPs Effectiveness is “generally accepted”
Estimated 50% to 85% effectiveness rate Estimated savings of $2 to $20 per dollar invested in EAP However, much EAP evaluation is subjective, and strongly criticized Werner & DeSimone (2006)

37 EAPs and the HRD Professional
EAPs are often housed within the HRD area of the organization HRD must determine: Costs vs. benefits of the program in dollars Whether it’s cheaper to replace an individual than to successfully treat that person Healthcare organizations are increasingly involved in EAPs (behavioral healthcare management) Werner & DeSimone (2006)

38 Stress Management Interventions
“Any activity, program, or opportunity initiated by an organization, which focuses on reducing work-related stressors….” Werner & DeSimone (2006)

39 What is Stress? Some environmental force affecting the individual (a stressor) Individual’s response to the stressor Interaction between individual and the stressor Individuals react in different ways to stress Werner & DeSimone (2006)

40 Stress Management Interventions
Educationally-Oriented Interventions Sources or stress, how it feels, how to avoid it, how to cope with it Skill-Acquisition Interventions Provides new ways to manage stress such as: Time management training Assertiveness training Werner & DeSimone (2006)

41 Employee Wellness and Health Promotion
Wellness is more than the absence of disease Promotes physical fitness and other nonstress issues: Obesity Smoking Helps control healthcare costs Werner & DeSimone (2006)

42 Exercise and Fitness Interventions
Most popular interventions Even modest exercise helps prevent disease Research shows effectiveness Problem: Getting those who would benefit the most to exercise Werner & DeSimone (2006)

43 Issues in Employee Counseling
Effectiveness of programs Legal issues Who is responsible for counseling? Ethical issues Unintended negative outcomes Werner & DeSimone (2006)

44 Effectiveness of Counseling
Determine organizational demographics Determine expected participation rates Estimate start-up and maintenance costs Implement test and tracking system Measure pre- and postprogram Analyze results for users and non-users Do present and future cost-benefit analyses Werner & DeSimone (2006)

45 Responsibility for Employee Counseling
HRD Professionals? Supervisors? Unions? Management? Individuals? What are your thoughts? Werner & DeSimone (2006)

46 Potential Unintended Negative Outcomes
Increased worker’s compensation costs Employee scheduling problems, increased fatigue, lower performance Conflicts at work over smoking bans Werner & DeSimone (2006)

47 Closing Thoughts EAPs show that companies care
HRD professionals have the skills and expertise to provide EAP information Promoting employee health and well-being can contributes positively to an organization’s bottom line. Werner & DeSimone (2006)

48 Summary Employee well-being affects ability, availability, and readiness to perform a job Employee counseling encompasses a lot of areas It is an HRD function that: Ensures that employees are now effective contributors to the organization, and that they will continue to be in the future Needs professionals who are qualified to deal with the difficult issues involved with this topic Werner & DeSimone (2006)

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