12 step orientation to eap
TRANSCRIPT
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Presenta+on Objec+ves How does this presenta-on relate to you?????
Ø EAP fundamental services, and service delivery models;
Ø Role of EAP network affiliate providers within the EAP service delivery system, and;
Ø Fundamental requirements of sound ethical practice
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Presenta+on Overview Provide you with knowledge, skills to
• Understand EA • Implement Programs/Services
Translation: New Business Lines & Income, Identity & Partnerships.
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Agenda – What is an EAP?
– What Makes EAPs Unique?
– Providing EA Services
– Competency as an EA Provider
-- How will working with EAPs benefits me?
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Employee Assistance Defined An employee assistance program (EAP) is a workplace-‐based program designed to assist: 1) work organiza+ons in addressing produc+vity issues, and 2) employee clients in iden+fying and resolving
personal concerns; including health, marital, family, financial, alcohol, drug, legal, emo+onal, stress, or other personal issues that may affect job performance.
Source: Employee Assistance Professionals Associa+on
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“We can’t go on like this Ramone…One day George Is bound to take
his blinders off.”
Origin & Evolu+on of Employee Assistance
• Occupa+onal Alcoholism Programs (OAP) 1940’s
• Associa+on of Labor Management Consultants on Alcoholism (ALMACA) in the 70’s
• Employee Assistance Programs (EAPA) in 1989
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12 Step Orienta+on to EAPs 1. We admitted we are empowered to understand the value of partnering with
EAPs. (Core #1) 2. Came to believe that working with EAPs establishes an Integrative Medicine
approach in the world of work and extends the benefit to employees. (Core #2) 3. Made a decision to understand the Eight Core Technologies that EAPs provide
in workplace consultation. (Core Technology Definition) 4. Made a searching and inventory of skills and information needed to work with
EAPs to improve care and coordination of services for employees with substance abuse problems. (Core #4)
5. Admitted to ourselves the exact nature of our limitations in knowledge, attitude and skills in working with employees that have EAP programs. (Core #3)
6. We are entirely ready to remove all of our learning or professional blocks or biases that prevent us from improving our understanding of EAP systems’ roles in recovery. (Core #7)
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12 Step Orienta+on to EAPs 7. Humbly ask to remove our shortcomings in dealing with employee problems through
knowledge, skill building and ongoing evaluation of attitudes and beliefs. (Core #8) 8. Made a list of resources needing coordination and collaboration with EAPs to create
better alignments and partnerships for quality care. (Core #5) 9. Made direct attempts to communicate with EAPs on a regular basis with releases,
informed consents and statements of understanding to insure professionalism and ethical care. (Core #6)
10. Continue to take a personal inventory and continue to prioritize employees quality of care in the communication with employees, employers and providers. (Core #8)
11. Sought through training, attending workshops, seminars and viewing free videos that helps me understand the basics and power EAPs to help me help my clients. (CEAP EAS-C EAPA Conferences, Chapter Meetings)
12. Having had this awakening of these aforementioned steps to carry forward the value of utilizing and communicating with EAPs to help promote recovery, wellness, stress management, smoking cessation, family and career problems. (Core #7)
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Core Technologies 1. Consulta+on with, training of, and assistance to work organiza+on
leadership (managers, supervisors, and union stewards) seeking to manage troubled employees, enhance the work environment, and improve employee job performance;
2. Ac+ve promo+on of the availability of EA services to employees, their family members and the work organiza+on;
3. Confiden+al and +mely problem iden+fica+on/assessment services for employee clients with personal concerns that may affect job performance;
4. Use of construc+ve confronta+on, mo+va+on, and short-‐term interven+on with employee clients to address concerns that affect job Performance;
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Core Technologies 5. Referral of employee clients for diagnosis, treatment, and assistance, as well as case monitoring and follow-‐up services; 6. Assis+ng work organiza+ons in establishing and maintaining effec+ve rela+ons with treatment and other service providers, and in managing provider contracts; 7. Consulta+on to work organiza+ons to encourage availability of and employee access to health benefits covering medical and behavioral problems including, but not limited to, alcoholism, drug abuse, and mental and emo+onal disorders; and; 8. Evalua+on of the effects of EA services on work organiza+ons and individual job performance.
Sources: Roman, P. M. & Blum, T. C. (1985). The core technology of employee assistance programs. The ALMACAN, 15(3), 8-‐9, 16-‐19.; Roman, P. M. & Blum, T. C. (1988). Reaffirma+on of the core technology of employee assistance programs. The ALMACAN, 19(8), 17-‐22.; Employee Assistance Professionals Associa+on website: www.eapassn.org/i4a/pages/
index.cfm?pageid=521
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EAP Training/Consul+ng Topics Ø Developing Resiliency Ø Conflict Resolu+on Ø Effec+ve Communica+on Ø Coping with Work & Stress Ø Substance Abuse at Work Ø Dealing with Difficult People Ø Depression Ø Self-‐Esteem Ø Supervisor Training
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Focus of EAPs
• Mental Health Counseling • Work-‐Life balance • Educa+on & training • Health & Wellness • Human Resource & Professional Services • Trauma+c Events
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Why EAP?
• Save the company money (4:1 ROI) • Threat of violence decreased • Lost workdays down 85% • Lowered medical claims • Decreased use of mental health insurance
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Why EAPs con$nued
• Reduced turnover • Reduced absenteeism & sick leave • Decreased workplace violence • Increased produc+vity • Improved morale • Reduced li+ga+on
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Benefits of Becoming an EA Professional or Affiliate
• New referral source for your prac+ce • Broaden your professional skill set • Deliver worksite wellness and organiza+onal development programs
• Provide workplace training, coaching and trauma response services to employees, managers supervisors
• Posi+vely impact worker produc+vity, wellness and personal development
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Prevalence of EAPs Among US Employers
0% 10% 20% 30% 40% 50% 60% 70% 80%
1985 1995 1997 2001 2004 2004 2009
Employers with EAPs
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The EAP Core Technology* Ø Represents the essential components of
the employee assistance professional practice.
Ø Encapsulate approach to addressing “work-organization client” productivity and "employee client" personal concerns which may affect job performance.
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Requirements to Be an EAP Provider
• Master’s or Doctorate in Behavioral Health Field
• State license to prac+ce independently • Professional liability coverage
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Types of EAP Service Models Ø Internal EAP Programs
Ø Internal EAP staff model (Services provided by work organization employees)
Ø Member assistance programs (Services provided by trained union members/
employees)
Ø External Vendor Supplied Programs Ø External EAP staff model (Services provided by EAP vendor’s employees)
Ø EAP network model (Services provided by call center and contracted affiliates)
Ø Combined Models Ø Hybrid – provided by an external vendor, includes in-person, on-site services
Ø Blended – internal program, may have own affiliate network, provides services to
other work organizations, usually in the local area.
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Specialty EAP/Wellness Programs
• PTSD Debriefing & Crisis Response Networks • Topic specific training (stress, obesity, diabetes mgt., anger, smoking cessa+on, anxiety, stress and depression programs.
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2 Creden+als CEAP & EAS-‐C • EAPA’s Employee Assistance Specialist,
Clinical (EAS-C) certificate may be right for you…6 hour foundational training – hours count towards your CEAP requirements, EAPA’s Foundational Certificate
• CEAP Certified Employee Assistance
Professional
For more information www.eapassn.org/EASpecialist
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CEAP Requirements • Documenta+on of at least 1000 hours of work experience (paid or internship) in an EAP senng.
• Registra+on with EAPA as a CEAP® candidate. • Comple+on of the 3-‐hour online CEAP® Candidate Ini+al Training (CCIT) Course.
• Comple+on of the required number of Professional Development Hours (PDHs) – 20 PDHs if you have a doctoral or masters level graduate degree;
– 60 PDHs if you have a bachelors level degree.
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Consult With Your Partner, the EAP
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• Remember the multi–client relationship: the EAP is a neutral third party
• Before consultation with – Supervisors/managers – HR – Other organizational leaders
• Whenever the following are present (check in with care manager) – Workplace violence/Bullying – Sexual harassment
Consult With Your Partner, the EAP
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• Whenever the following are present (continued) – Domestic violence (including elder/child abuse
& mandated reporting requirements) – Security clearance issues – Duty to report (substance abuse, etc.) – Labor arbitration – Court mandated (Substance abuse, anger
management, etc.) – FMLA/disability paperwork – Risks to public safety
• When in doubt – consult with the EAP
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Psychotherapy Under Managed Care.
Advanced EAP-Related Specializations
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EAPs may provide the following services which require advanced specialized training: – Fitness for duty evaluations – DOT/SAP assessments – Crisis management/response – Distance/online counseling – Wellness coaching – Mediation
EAPA Can Help You… • Help you provide employee assistance
services and grow your practice. • Earn your CEAP credential and enhance your
career. • Networking & leadership development
opportunities – local chapter meetings & conferences.
• Annual World EAP Conference
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“Mama never Licked me.”
The Interdisciplinary Nature of EAPs
EAP
Organizational Psychology Substance Abuse
& Other Mental Health Concerns
Human Resources
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Employee Assistance Professionals
Utilize a body of knowledge and skills drawn from various disciplines, including: Ø Psychology/Social Work/Addictions/Behavioral health Ø Human Resource Management Ø Labor Relations and Business Management
The EA professional utilizes this unique approach to address workplace organizational issues such as productivity and safety, as well as resolving employee client personal concerns that can effect job performance.
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The Dual Nature of EAP Services
Ø Assisting individual workers (and their family members) to attain and maintain mental well-being and workplace productivity; and
Ø Assist ing employers to achieve thei r organizational mission while ensuring a safe and healthy workplace.
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EAPs & Workplace Partnerships
EAP
Policy Development
Work/Life (Eldercare, Childcare, Legal, Financial)
Health & Safety
Fitness for Duty
Behavioral Healthcare
Cri-cal Incident Management
Disability Management
Management/Supervisory Consulta-on
Wellness (Managing stress, Smoking cessa-on, etc.)
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Costs
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Pinocchio, The Later Years
EAP Services to Employees
A primary EAP function is to provide assistance and support to employees and their family members in dealing with personal concerns, particularly
those which can impact work productivity and employee health.
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EAP Services to the Employer
Another primary func+on of an EAP is to provide consulta+on and assistance to work organiza+ons to maintain a healthy, safe, and
produc+ve workplace.
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Supervisors and EAPs – Different Views What the Supervisor sees: Observable Workplace Behaviors
Ø Poor job performance Ø Absenteeism Ø Presenteeism Ø Work accidents/injuries Ø Poor worksite relations Ø Workplace disruptions
Ø Interpersonal Ø Marital/Family Ø Substance use Ø Vocational Ø Emotional Ø Financial Ø Legal
What the EAP sees: Underlying personal concerns
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Types of Referrals to an EAP Self-referral: an employee or eligible household member requests EAP services, this is the most common type of referral.
Informal referral: an “informal” recommendation by a union representative, supervisor, or human resources for an employee exhibiting job performance or mental health concerns to the EAP.
Formal referral: a directive by a worksite representative for an employee to the EAP, which typically includes a request for feedback regarding the employee’s compliance with any EAP’s recommendations, and with potential job jeopardy for noncompliance. Regulatory referral: a mandatory referral based on violation of state or federal regulatory guidelines, such as the Department of Transportation, Nuclear Regulatory Commission, etc. with potential job jeopardy for noncompliance.
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PROVIDING EA SERVICES
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EAP Services to Employee Clients
EAPs provide information, counseling and coaching to employees (and their family members) regarding:
Ø Assessment of personal and workplace concerns which may interfere with work productivity, attendance and well-being;
Ø Brief, solution-focused counseling; Ø Assistance with referrals to other community,
medical, psychiatric, or social services; and Ø Follow-up and return to work support
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EAPs Offer More Than Just Counseling…
EAPs can help employees integrate and achieve balance with work and family demands, and create a more effec+ve, healthy, and produc+ve workplace. These may include:
Ø Paren+ng concerns Ø Childcare & Educa+on Ø Elder care referrals Ø Financial issues Ø Re+rement planning Ø Legal services
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Approaches to Serving EAP Clients Assessment, Brief Counseling and Referral Functions Typical approaches include:
Ø Solution-focused Counseling
Ø Motivational Interviewing
Ø Cognitive Behavioral therapy
Ø Referral to additional services, when indicated
Ø Follow-up as needed
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Ethical Codes & Standards for EAPs
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• Other stakeholders may include: – Supervisor/manager – Human resources – The public (in cases of employees performing
safety-sensitive functions) • Ethical codes and standards have been
developed by EA professionals functioning in this multi-client environment.
EA Professionals Provide Critical Incident Services
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As an example, EAPs o?en provide consultaBon and other important on-‐site services in response to workplace criBcal incidents through:
Ø Pre-‐incident policy development and planning;
Ø Responding to and managing the impact of workplace accidents, deaths, threats, violence, or natural disasters on employee groups and individuals;
Ø Referral and follow-‐up services as needed.
Contemporary EAPs
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Provide a continuum of integrated services to: – Provide assistance with personal concerns and
substance abuse issues – Improve health, wellness and mental well-being – Increase workforce productivity – Reduce absenteeism and health claims – Provide crisis management – Provide management consultation – Provide education on conflict resolution, stress
management, and work/life balance
Typical Expectations of Providers
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• Return calls to EAP clients within 24 hours • Know when same-day appointments are
required • Know what “timely” means to your EAP • If unable to see an EAP client within the
expected time frame, notify the EAP • Group practice: call the EAP if the
specified clinician is unavailable rather than scheduling with another clinician in the group.
Essential Functions Within an Internal EAP
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EAP Management/ Administra-on
Clinical Oversight
Management Consul-ng
Intake/Triage
Affiliate Network Coordina-on
Clinical Care Management
Sales/Marke-ng
Account Management
Linking to Community Resources EAPs assist employees and their family members with confidential access and referral to trusted, clinically appropriate services at mental health providers and/or local community service providers. These may include hospitals, specialty treatment programs, social services and other helping organizations.
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Ethical Responsibilities of EA Professionals
Ø When providing EAP services, there are always at least two ethical considerations: Ø The needs of the work organization, and Ø The needs of individual employees/family members
Ø Other important ethical considerations may include: Ø Public safety Ø The needs of individual managers/supervisors Ø The needs of work groups/divisions/departments
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EAP Standards Ø EAPA has developed the Standards and
Professional Guidelines for Employee Assistance Programs
Ø EAPA sponsors the Employee Assistance Certification Commission (EACC) and the CEAP® credential
ü The CEAP ® is the only professional designation indicating mastery of the EA body of knowledge
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Resources for Ethical EA Practice
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The EAPA Code of Ethics www.eapassn.org/i4a/pages/index.cfm?pageid=3307
The EACC - CEAP Code of Conduct www.eapassn.org/i4a/pages/index.cfm?pageid=3331
EAPA Standards and Guidelines for EAPs http://www.eapassn.org/i4a/pages/index.cfm?pageid=804
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High above the hushed crowd, Rex tried to remain focused. S+ll, he
couldn’t shake one nagging thought: He was an old dog &
this was a new trick.