EMPLOYEE ASSISTANCE PROGRAMS

Employee Assistance Programs / Wellness Programs

Employee Assistance Programs are confidential counseling services for

employees with personal problems that affect their work performance. EAP’s first

came about to deal with alcohol and drug abuse at the workplace. Today,

employee assistance programs encompass a wide range of benefits including

wellness programs to deal with weight management and relaxation all the way to

financial counseling. They are designed to reduce risks, cut costs, and enhance

employee productivity.

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EMPLOYEE ASSISTANCE PROGRAMS

History

Starting in the mid-sixties and continuing to the mid-seventies, workplace

counseling in the United States basically focused on alcohol and drug problems

that manifested in the workplace in terms of attendance and productivity. This

period saw government grants and financial support which encouraged

employers to offer occupational alcoholism programs or OAP’s. These programs

were usually staffed by recovering alcohol and drug addicts that wanted to assist

others.i

The next decade between 1975 and 1985 built on the success of OAP’s

and expanded the program focus to include other personal problems. This “EAP”

approach addressed relationships, depression, and other psycho/social issues

that interfered with the creativity and productivity of the workplace. Staffing of

EAP’s involved professional mental health and certified addiction counselors,

often employed by an externally contracted EAP vendor serving large multi-site

employers.

The next time period, from 1985-1995 saw tightening and cost cutting in

American businesses. The increased awareness of addiction and emotional

problems from the previous decade, combined with the tightened management of

medical benefits, led to a preponderance of inpatient treatment resources. The

related increase in behavioral health benefit costs was the program target of this

era. These managed mental health programs focused on the 10-20% of total

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health care costs spent on behavioral benefits – a portion not worth managing

during the prior decade.

A robust economy and tight labor market in the later 1990’s, combined

with heightened merger and acquisition activity, turned employers’ focus to

recruiting and retaining good employees. This interest led to program models that

integrated EAP and behavioral health management with work-life services that

addressed child and elder care, legal, financial, and personal convenience

needs.

Today, Employee Assistance Programs are a vital part to the total

compensation package. As we will explain later, adding an EAP/Wellness

program will reduce health care costs, increase productivity, and return anywhere

from $1 to over $20 for every dollar invested.

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What are EAP/Wellness Programs?

Employee Assistance Programs are generally provided by the employer or

jointly with unions. These programs vary in design and scope with different firms.

Some focus on substance abuse and workplace violence, while others

concentrate on a wide range of services. Some examples may include retirement

planning and crisis management. Additional examples include alcohol and

substance abuse, domestic violence and stress management. The basic purpose

of an EAP and Wellness programs are to promote the well-being of the individual

in a confidential and professional manner.

Wellness programs are cost-effective employee benefits that can improve

employee health and morale and limit healthcare costs. Improved employee

health can also reduce costs associated with absenteeism and reduced

productivity. Employee wellness programs include exercise and relaxation

classes, weight management, stress management and incentive programs.

Worksite size is related to the prevalence of EAP programs. 21% of the

smallest firms that have 50-99 employee have an EAP, and 76% of the largest

firms, +1000 employees have an EAP.ii

The prevalence of EAPs is highest in communications, utilities, and

transportation at about 52%, whereas mining, construction, and service

industries have the lowest prevalence, at about 25%. The higher rate among the

former may be due to Federal regulations for drug testing and education. iii

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Different Ways to Implement EAP Programs

The most common way to implement services are to hire a third party

away from the place of employment. Employers are more likely to take

advantage of services if they know their confidentiality is more protected. Here

are some examples of other ways to implement employee assistance programs.

Internal/In-House Programs  These are most often found in large companies

with substantial resources. The EAP staff is employed by the organization and

works on-site with employees.

Consortia  An EAP consortium generally consists of smaller employers who join

together to contract with an EAP service provider. The consortium approach

helps to lower the cost per employee.

Fee-for-Service Contracts  Employers contract directly with an EAP provider,

but only when employees use the services. Because this system requires

employees to make individuals referrals (rather than employees self-referring),

care must be taken to protect employee confidentiality.

Fixed-Fee Contracts  Employers contract directly with an EAP provider for a

variety of services, e.g., counseling, employee assessment, and educational

programs. Fees are usually based on the number of employees and remain the

same regardless of how many employees use the EAP.

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EMPLOYEE ASSISTANCE PROGRAMS

Peer-Based Programs  Less common than conventional EAPs, peer-or-

coworker based EAPs give education and training, assistance to troubled

employees, and referrals-all through peers and coworkers. This type of program

requires considerable education and training for employees.

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Why Offer These Programs?

There are almost unlimited positive outcomes for offering employee

assistance programs to workers. Such examples include strict confidentiality.

When the employee seeks help, whether it be for alcohol abuse or weight

management, his or her interests are under strict confidentiality. The uses of

these benefits are also open to the immediate family of the covered employee.

Should the wife or husband have problems as well, they would be able to seek

the same type of treatment. Having an EAP also educates the employer and

employee in the workings of what EAPs offer and how beneficial they are.

Pressures on and off the job have an impact on your employee's

productivity. The stress created by a dynamic corporate environment can take a

heavy toll on employees and their families. The trend toward leaner, more

efficient companies has created for many an uncertain world, characterized by

restructuring, re-engineering, and downsizing.

Off the job, there is less leisure time, with changing family structures

taking hold. Single parents, dual-income households, and a generation of baby

boomers with responsibility for children and aging parents struggle to balance

work and family life. An Employee Assistance Program hones an organization's

effectiveness and simultaneously helps employees operate at peak performance.

Companies are realizing hard savings well beyond their investments, making an

EAP a self-generating corporate asset. iv

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A staggering $270 billion is spent each year treating preventable

conditions related to tobacco, adult-onset diabetes and obesity. Corporations

bear the brunt of these costs through escalating health care costs, lost

productivity, increased absenteeism and worker’s compensation costs. v

Today, there are many reasons for adding an EAP to Employee Benefit

Plans. Years of research and outcome studies have shown striking evidence that

the EAP will tend to improve employee overall morale and lead to a more

energetic, positive and productive workplace, reduce employee turnover, and

reduce overall health care costs. Healthy employees work better and, in turn,

provide gains for the company/organization.

  EAP's have proven their value to countless organizations by helping

individuals and families who struggle with today's drug and alcohol misuse, family

problems, domestic violence, and serious emotional problems. Sometimes it's

difficult to measure the cost of what doesn't happen because a company has

invested in an EAP. Employee Assistance Programs offer the immediate

assistance and crisis intervention needed to prevent an issue from becoming a

serious problem, or worse, a tragedy. Prevention is the key to any successful

EAP.

Human Resource and Benefits Managers are now recognizing the value-

added benefit of offering an EAP as a form of managed care. With their focus on

comprehensive assessment, EAP's can make sure the most appropriate level of

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care is provided, which results in the best form of managed care. In addition,

EAP's can also provide assistance in areas that may not be covered by your

benefits plan, such as concerns with relationships, family issues, and balancing

work, legal, and financial problems.

Some employers add an EAP benefit to help them achieve multiple

objectives, such as providing a confidential counseling resource, a human

resource consultation tool for managers and supervisors, and an inexpensive

training and education resource for the organization as a whole.

Many employers simply add an EAP because it's the right thing to do.

They believe in providing their employees and family members with a problem

solving tool and resource for whenever the need arises. This directly ties in with

the employee benefits wheel and the human resource management philosophy.

Companies that care and show loyalty to their employee’s are more likely to see

the same type of effort in return. Numerous studies have shown the degree of

concern a particular company places on their employee’s is a direct relationship

to productivity and happy employees. In addition, according to the American

Management Survey for 2003 on health and wellness programs, 71% said that

corporations have a responsibility to promote wellness among employees, 22%

said they did not have the responsibility and 7% were undecided. This survey

was conducted based on 354 different U.S. companies.

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The advantages of Employee Benefit Programs and Wellness Programs

far exceed the disadvantages. In today’s economy, rising health care costs are at

the forefront of critical issues facing our population. These programs have the

potential to decrease absenteeism, reduce medical claims costs, and improve

employee productivity, recruitment, and retention. More specifically, exercise

programs and weight management are two examples that not only improve the

health of employees, but brings about awareness of wellness issues and

promoting a healthier lifestyle which benefits both employee and employer and to

a larger extent, society in general.

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EMPLOYEE ASSISTANCE PROGRAMS

Cost Issues

There are hundreds of studies that have proven the benefits of adding

Employee Assistance Programs. For example, one study demonstrated a 3:1

return on investment for organizations during the first year of program services

and a 4:1 return on investment thereafter. In addition to bottom-line benefits,

there are other compelling reasons to add an EAP benefit.

Using the employee benefit wheel, cost issues are major concerns for

employers. While many look at cutting the workforce or raising prices, one

effective way to cut costs is to identify at risk employees and provide

interventions that encourage lifestyle changes that can reduce their risks. Many

companies now conduct health screenings at the office or plant sire, others

reimburse employees for the cost of annual checkups and other exams.

Companies have found that while early detection may cost $15,000 in surgical

costs, the health care costs for acute disease are much higher averaging

$40,000 per incident. Johnson & Johnson for example reported that it spends

$4.5 million each year on its comprehensive preventive health care programs but

it estimates that without these programs their medical bills would be at least $13

million or higher.

The Following Table shows the cost of implementing an EAP system. As

one can see, even small companies with fewer than 25 employees only average

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a cost of $50 a year. The very first time an employee uses the services, the

employer already will see at least a 100% return on their investment.

COSTS OF EAPSvi
Annual EAP Costs per Number of Company Employees
Number
Number of Cost Cost of Cost Cost
Employees Range  Mean  Employee Range  Mean 
s
More than 5,000 $14-25 $20.29 100-250 $24-60 $32.70
1,000-5,000 $17-39 $20.42 26-100 $29-75 $36.70
Fewer
500-1,000 $21-36 $25.00 $30-100 $50.00
than 25
Consortiu
250-500 $23-45 $27.31 $10-25 $18.00
m

The following points show examples of the benefits of integrating an EAP

program into employee benefits:

Return on investment – A study of McDonnell Douglas Corporation noted a 4:1

return on investment.
Lower medical claims – A study of McDonnell Douglas Corporation revealed
that employee medical claims per case averaged $715 less for EAP clients than
for non-clients.
Decreased use of mental health insurance – A Campbell Soup study identified
mental health costs as a percentage of total medical costs and revealed a
reduction from 11.5% to 6.7%.
Reduced turnover - A study by the National Institutes of Mental Health reports
that 66% of all terminations are personal-problem related rather than job related.
Furthermore, a good employee may choose to leave a job to deal with
overwhelming personal issues.

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The cost of temporary replacement of an employee in addition to recruiting and

training of a permanent replacement can easily exceed 25% of the employee’s
annual salary.
Reduced absenteeism, tardiness and sick leave – The 2002 CCH
Unscheduled Absence Survey identified the average per-employee absenteeism
cost as $789 per year.  Absenteeism costs hit an all-time high in 2002, despite a
slight decline in the absenteeism rate.  Two-thirds of absenteeism incidents were
due to reasons other than illness.  Employers pay a high price, adding lost
productivity costs to wage dollars.
Early intervention through an EAP promotes quick resolution of personal
problems, allowing employees to focus on work rather than family problems and
mental health issues.
Increase employee productivity – A Chevron study reported a 50%
improvement in employee performance after supervisors referred them to an
EAP.
Reduce risk of litigation – Each year, approximately 80,000 civil cases are filed
with the Equal Employment Opportunity Commission. Excluding legal costs and
punitive damages, award costs average $100,000 per case. Fortunately, early
workplace intervention can prevent lawsuits. CONCERN: EAP counselors can
teach employees how to respond to workplace discrimination and harassment
issues. Counselors also aid supervisors by teaching them appropriate ways to
intervene in these difficult situations.
Decreased workplace violence – Workplace murders claim the lives of 1,000
people each year. Another 2 million people per year are victims of a violent event
or threat in the workplace. CONCERN: EAP has three tools to reduce the risk of
workplace violence: 1) Confidential and accessible consultation for employees
who feel stressed 2) Anger Management Training and 3) assistance for
supervisors who are addressing potentially violent situations.
Improved employee morale – Employees appreciate easy access to this free,
confidential service, and they value the commitment their employer makes to
their personal well-being.
High quality services at a low cost – All of these EAP benefits are available to
your organization at a fraction of the cost of most medical insurance benefits. vii

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Troubled employees cost U.S. companies over 150 billion dollars each

year in direct and hidden costs. Keeping good employees is important. Morale

problems, absenteeism, poor work quality, employee grievances and conflicts, to

name just a few, eat away at your organizational health. Recruiting, interviewing

and training new hires also has a serious time and cost impact. Most importantly,

problem employees can injure your company’s reputation! Over 10% of an

organization’s workforce suffers from personal and work related problems that

significantly affect company productivity. While many of these problems are not

preventable, their impact on job performance can be minimized by EAP

intervention

A recent Journal of the American Medical Association-published

study calculated that depressed workers cost their employers $44 billion each

year: 19 percent of that was  because of increased absenteeism but a surprising

81 percent was because of "presenteeism"—defined as employees who show up

for work but perform only at a fraction of their abilities viii.” The average per-

employee cost of absenteeism climbed to an all-time high of $789 per year in

2002. Reasons other than illness accounted for 67 percent of unscheduled

absences. Specifically, these reasons were: Family Issues (24 percent); Personal

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Needs (21 percent); Stress (12 percent); and Entitlement Mentality (10 percent).

Cost Savings in Action

Nearly 90 percent of all Fortune 500 corporations have incorporated an

EAP into their operating policy, with a trend of many small and medium-size

companies following suit. Companies are realizing that in addition to improved

employee morale, there is a significant return on investment.

Several national studies have demonstrated that EAP's provide a payback

of between $4,000 and $7,000 for every $1,000 invested. For example,

McDonnell Douglas' EAP showed a 4 to 1 savings derived from reduced medical

claims and lowered absenteeism. General Motors demonstrated a 40 percent

decrease in lost time, a 60 percent decrease in sickness and accident benefits,

and a 50 percent decrease in grievances.

Abbot Lake County showed a 6 to 1 payback through savings in health

insurance premiums. EAP's are largely a preventive services. By encouraging

employees and their families to seek help for their problems, EAP's prevent

problems from getting worse and often keep clients from needing expensive

mental health treatment including hospitalization. ix

The increasing cost of providing employee medical care has eroded

profits in all sectors. In response, three fourths of American businesses have

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introduced wellness, a focus on prevention for employees. The results are

conclusive; these programs reduce the need to utilize health care services.

Corporate wellness and health prevention programs can save companies

money and improve employee health, according to recent studies. "There's a

growing body of data" indicating that corporate wellness programs lower medical

costs for employees, said Ron Z. Goetzel, PhD, vice president of consulting and

applied research for the Medstat Group, a health care research firm in Ann Arbor,

Mich. The numbers come as corporations are looking for ways to reduce rapidly

rising health expenses. A Medstat survey, published in the January Journal of

Occupational Medicine, concluded that medical claims costs for Johnson &

Johnson Inc. employees dropped an average of $225 per year after the company

started its program in 1995.x

In addition, a literature review of corporate wellness studies published in

the May/June 2001 issue of the American Journal of Health Promotion concluded

that medical costs dropped for employees enrolled for 28 out of 32 corporate

wellness programs reviewed, said Goetzel.

The Medstat number comes from a nine-year analysis of hospital

admissions, mental health care, outpatient care and emergency department visits

for 18,000 Johnson & Johnson employees, said Goetzel. The study compared

employee claims costs from 1990 to 1994, before the corporation started its

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wellness program, with medical claims costs from 1995 to 1999, after it started

the program.

About 90% of Johnson & Johnson employees participate in the corporate

wellness program, which consists of free health risk assessments and physicals.

Employees can then join free weight management, smoking cessation or nutrition

classes and can use on-site fitness centers.

Annually, the savings in reduced medical claims total about $5 million a

year, said John McKeegan, a Johnson & Johnson spokesman. When

administrative savings from combining various health services into one program

are factored in, the savings come to about $8.5 million a year, he said.

Union Pacific Railroad, which has offered employee health risk

assessment, counseling and fitness programs for several years, saw its

employee health care costs for lifestyle-related illnesses drop about 5% between

1990 and 1995, said Dennis Richling, MD, Union Pacific's assistant vice

president of health services. Another study showed that rates of high cholesterol,

hypertension and smoking among Union Pacific employees who participate in the

program are also lower than average, he said.

Once Union Pacific employees learn of their health risks, they are

encouraged to talk with their physicians about lowering their health risks, said Dr.

Richling. "We provide patients with the information so they can work with the

physician and engage the doctor."

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George Anstadt, MD, who worked as a physician executive with Eastman

Kodak for 25 years, said that employees who participated in wellness programs

at Kodak were healthier than those who did not. "There were decreased

absences of those who had flu shots, both compared to themselves in prior year

and compared to co-workers who did not get the shot; [and] decreased health

care claims among those who participated with a diabetes educator working in

cooperation with the person's physician."

In addition, said Dr. Anstadt, co-worker support and encouragement make

the workplace a good setting for smoking cessation, fitness, nutrition and weight

management classes.

Larry Chapman, MPH conducted a cost- benefit analysis of work-site

wellness programs by conducting an objective assessment of 34 of the most

valid evaluation results for multi- component wellness programs. The

assessment examined various types of programs and whether or not they had a

significant impact in altering employee behavior and reducing health care costs

to the organization. The analysis revealed strong evidence that programs

targeting hypertension control, physical activity, nutrition and tobacco use were

effective in altering employee behavior. Programs targeting hypertension control

were found to have the greatest impact on health care costs. High-risk

intervention and multi component programs were found to alter employee

behavior and were associated with reduced health care costs to the organization.

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Chapman concludes that employee wellness programs based on sound

program design strategies that are effectively implemented, can reduce health

risks in most employee populations and result in significant economic benefit to

organizations. The research also indicates that magnitude of the results is

positively correlated to the extent of the programming xi

The following four case studies show how assistance programs help firms

today:xii

Case Study #1
Program Saves Company Money
Problem: A national book publishing company was experiencing a
high frequency of lost work days.

Intervention: Health Resources was retained and immediately

established an early intervention protocol and an aggressive
modified duty program.

Outcome: Upon completion of the second year of the program, the

company experienced a 71% decrease in lost time days - and nearly
$1.1 million in savings.

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Case History #2
Turnover Rate Decreased
Problem: A food processing company was concerned about its high
turnover rate.

Intervention: The company implemented an EAP and all levels of

management were trained in how to use the EAP, how to identify
employees who are in need of assistance, and how to refer them to
the EAP. Employee Utilization was high, as were management
consultations.

Outcome: The turnover rate decreased from 34% to 12%.

Case Study #3
Threat of Violence Decreased
Problem: A service company with approximately 2,000 employees
consulted Health Resources numerous times regarding potentially
violent employee situations.

Intervention: Health Resources proposed a system-wide training for

supervisors and employees regarding threats of violence as well as
consultation regarding the organization's Threat of Violence (TOV)
policy.

Outcome: Individual incidents of violence or threats of violence have

decreased. Formal policies and procedures are now in place, and
employees clearly understand how to respond to explosive
situations. This is critical as organizations can be found liable if their
internal processes do not deal adequately with potential violent
situations.

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Case Study #4
Lost Workdays Down 85%
Problem: A large manufacturing company had a safety problem with
a total of 415 workdays lost. The Human Resources manager

suspected a substance abuse problem.

Intervention: The manager implemented an aggressive safety

program, which included an EAP. The EAP provided training to
supervisors with a focus on the identification and property
management of employees with substance abuse issues. The
employer also implemented a drug testing program, and all
individuals with a positive result were automatically referred to the
EAP. Fifteen percent of the employee population used the program
during the first year for a variety of reasons including family and
mental health concerns.

Outcome: The annual number of lost workdays decreased 85%

from 415 to 64, which also significantly reduced workers'
compensation costs for the company.
 

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Support, Goals are Key

About 80% to 90% of large U.S. corporations offer some sort of wellness

program, according to the Wellness Councils of America, a coalition representing

3,000 corporate wellness programs. Such programs may include health risk

assessments, screenings, weight-loss and smoking cessation programs, nutrition

counseling, exercise classes and discounts on health club memberships.

But few companies offer comprehensive, coordinated wellness programs, said

David Hunnicutt, PhD, the group's president.

There are a number of keys to reducing employee medical costs and

helping employees become healthier, and physicians play a pivotal role, said Dr.

Hunnicutt.

"Physicians can help America get healthy by helping patients integrate

healthy behavior into their work schedules. Physicians play a major role in health

promotion and disease prevention."

The economic benefit of wellness programs can be enhanced by such

factors as the enthusiastic support of senior management, counseling and follow-

up measures, the existence of a menu of program options, and clear incentives

for healthy lifestyle changes. Essential factors for success include the

appropriateness of the design for the targeted population, adequate funding and

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competent implementation. Barring unforeseen external events, employers can

expect a cost-benefit result of 1:2.0 to 1:6.7 or higher.

Programs that have shown the greatest return on investment have included

these major components and programs:

 Assessment Activities that are used to determine employee health.

Results are used to identify health risks and provide insight to employers
as to what the most pressing issues are in their organization.
 Health Screenings for early detection and treatment of health problems.
 Communication materials such as newsletters, paycheck stuffers, posters
and bulletin board notices must be distributed on an ongoing consistent
basis to provide accurate wellness updates. This is especially important
for multi-employer organizations who may find it difficult to reach
employees working at different work-sites.
 Self-help materials should be readily available.
 Include "self- care" programs geared towards teaching employees to
become wiser consumers of their health care benefits. Some examples of
self-care programs include; self-care workshops, nurse advice lines, self-
care software, educational and promotional materials. "Studies show that
about 75% of people who receive a self-care guide will use it at least one
time within six months." Of all the items included in implementing a
wellness program the inclusion of self-care appears to provide the most
consistent return on investment.
 The use of incentives to reward people for healthy behavior has been
shown to be tremendously effective. Motivation is the key to success.
 Involve the employee's family. "Employees account for only about 30% of
health care cost, while dependents account for the remaining 70%." In
spite of this fact, only 30% of programs reviewed offered participation to
spouses and dependents.
 It is important to identify hazardous working conditions and make changes
before a program is implemented.

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 On- going evaluation is critical to the long -term success of a wellness

program.
Becoming proactive in your employees health makes good business sense.

Promoting wellness programs can have a substantial impact on profitability by

reducing health care costs, increasing productivity, decreasing absenteeism and

by providing a positive, healthy work environment. Wellness programs may be

xiii
one of the few employee benefits that pays money back to the organization.

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Current Problems and Issues:

Although these programs are beneficial to employees and employers, the

question remains, how many people are actually taking advantage of these

services? In an AMA survey in 2003, 354 companies were surveyed and only

47% of them offered programs on exercise and fitness, 41% offered smoking

cessation, 36% offered blood pressure management, 34% offered weight

management and the percentages dropped for stress management, cholesterol

management and nutrition. These numbers illustrate that the vast majority of

medium to small sized companies have either overlooked the benefits of

EAP/Wellness programs or do not find them beneficial enough to offer them to

their employees. Of the companies that do offer these benefits, 63% of

employees said they do attend meetings. Clearly, there is a demand for these

types of services, but currently, employers do not seem to be catching on at the

same intense rate. In another article in the Wall Street Journal on December 15,

2003 stated that a quarter of workers know their employers offer corporate

wellness programs, but few take advantage of the offerings. A recent Wall Street

Journal Online/Harris Interactive Health-Care Poll suggests that employers' and

health plans' nascent efforts to encourage people to become more fit face an

uphill struggle. Responses from 324 people whose employers offer wellness

programs indicated that only 9% participate in one or more offering. It appears

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that different studies come up with different results. The bottom line however

indicates a lack of participation on the employee side or a lack of benefits offered

on the employer side. The majority of workers with problems such as weight

management, or domestic violence simply ignore the fact that these problems

even exist. Companies must take the initiative and educate their employees and

offer them confidential help in order to make the workplace more productive and

more inviting which will not only increase the morale of the organization, but the

culture as well.

Another problem is employees are afraid to use the benefits offered to

them because they think their employer will find out and possibly fire them. That

is hardly the case. Employers offer these programs in order to retain their

employees. Our group feels to combat this unawareness of the benefits,

employers should have training classes on the uses of these Employee

Assistance Programs and verify the confidentiality of the services offered to

them.

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Examples of EAP/Wellness Programs:

How can an Employee Assistance Program help a company deal with

domestic and workplace violence? The EAP can provide the human resources

department with sample domestic violence policies, train managers to recognize

the signs of domestic violence, assist with the development of a safety plan for

the employee and co-workers, and accept a referral for the employee to the EAP.

The EAP provides the company and the victim with resources to help maintain

personal and workplace safety. The victim may contact the EAP to speak with a

clinician in an emergency 24 hours a day, 7 days a week. A plan for the victim’s

safety is reviewed and an assessment is also made regarding the safety of their

children should it be applicable.

Family violence is far more common and serious than most people realize.

According to the Centers for Disease Control, three in five families will

experience violent episodes this year. It’s also potentially lethal. Domestic

violence is a serious crime that often results in severe injuries and even death. In

addition to the physical effects, family violence can cause debilitating emotional

and psychological pain that lasts a lifetime. Unfortunately, it is also a cyclical

behavior that can be carried from one generation to another.

Another example is Fitness/Weight Management. Health care costs are rising

at a fast rate. As a result, more and more companies are investing in preventive

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programs such as fitness and weight management. These wellness programs

include such things as free health screenings, nutrition education, and free

aerobics classes offered during lunch time. CalPers, the local state retirement

pension fund caretakers offer free aerobics to their employees during the lunch

break. The class usually draws around 20 workers and they work out for

approximately 30 minutes or so. The costs are almost next to nothing for the

employer, yet they save thousands and possibly more over the employees

career. There are plenty of excuses for not exercising and offering these

benefits during the work hours eliminates a few of them.

Weight Management can become an embarrassing problem for some

employees. Offering these programs in a confidential manner is essential for

workers to seek treatment. Many employers offer incentive programs so more

employees will feel comfortable using these benefits. Incentive programs may

include free or discounted gym memberships, coupons for certain type of low fat

meals, or discounts on exercise equipment.

Workers' personal financial woes are a serious problem for employers,

often causing absenteeism, stress, turnover and lost productivity. The National

Foundation for Consumer Credit (NFCC) reports that up to one-third of the US

workforce admits to under-performing on the job because of money problems

and that 15 percent of American workers spend an average of 20 hours of work

xiv
time per month trying to deal with their personal finances."

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EMPLOYEE ASSISTANCE PROGRAMS

According to a research study conducted in 1999 by Virginia Tech's

National Institute for Personal Finance Employee Education (NIPFEE), financial

education and financial advice positively impacts worker money behaviors and

attitudes.

Compared with employees who have higher financial wellness, workers

who were less satisfied with their personal finances have: Lower pay satisfaction,

Lower performance ratings from their supervisors, poorer health, more conflicts

between work and money matters , more work time wasted dealing with personal

money issues and more absences from work.

In one report I have found recent data reveals that woman are significantly

lagging when in comes to retirement planning. “ women are at high risk of not

having enough money for basic living expenses”. Some of the reasons for the lag

in retirement savings for woman is because of lower incomes and wealth. In

addition, 53% of all income or more is spent on everyday items such as food and

housing and 30% are not saving or can afford to save as all.

The following example was taken from semi-conductor equipment

manufacturer Applied Materials. Interesting and perhaps innovative benefits

include on-site oil changes, dry cleaning and karate and ballroom dancing

classes.xv

The Wellness program was established in 1988 to encourage all employees to

reach their potential and maintain the productivity necessary to meet the

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EMPLOYEE ASSISTANCE PROGRAMS

challenges of work and life. By providing a variety of tools and resources, our
goal is to enable employees to develop their own personal wellness program, a
key to success at Applied Materials.

Eligibility
All full-time Applied Materials employees worldwide are eligible to participate in
Applied Wellness Programs. Programs are voluntary and are either free or
offered at a nominal cost.

Peak Performance Options

Although programs vary upon location, Applied Materials Wellness is dedicated
to providing lifestyle and self-care programs to maintain or improve basic health
and maximize productivity. Core programs focus on the following areas:

Health Appraisals: Evaluate your present health and lifestyle

Periodic on-site screenings for cholesterol level, body composition, blood
pressure, glucose
Computerized and confidential Health Assessments
On-site blood pressure machines and weight scales

Nutrition and Weight Control: Eat for energy and maintain a healthy, well-balanced diet at
work and home
Lunch-time educational classes
Weight Control program subsidy
Daily low-calorie cafeteria options
Brochures and pamphlets for "sound bite" learning

Physical Activity and Fitness: Maintain good health and endurance

On-site Wellness Centers
Karate, yoga, exercise classes, ballroom dancing classes
Sport Clubs and outdoor facilities like basketball, volleyball and walking paths
Field Fitness Reimbursement Program
Recreation League Subsidy
Personal consultations and exercise prescriptions

Stress Management and Work Life Balance: Stay balanced and meet the work and life
challenges of a dynamic high-tech world
Skill development classes through Applied Global University
Employee assistance program
On-site massage therapy

30
EMPLOYEE ASSISTANCE PROGRAMS

Incentive programs
Community events
LifeWorks Resource and Referral Service

Special Population Programs: Participate in programs geared towards specific needs

Prenatal education programs
Parenting seminars
Shiftwork education classes
Smoking cessation programs

Online Services: Network, keep informed and stay connected

Calendar of events
Wellness library
Class registration
Social club/recreation activity network - "Connect"
Intranet Wellness web site
Online Health

On-Site Convenience Services:

ATMs
Dry cleaning
Oil changes

Another topic of concern is stress and ways to manage it. Not only does

stress detract from the quality of life, it can also be very harmful to your health. A

recent study by the National Institutes of Health indicates that 70 percent of all

illness is stress related. Stress is directly linked to the six leading causes of death

- heart disease, cancer, lung ailments, accidents, cirrhosis of the liver, and

suicide.

31
EMPLOYEE ASSISTANCE PROGRAMS

It’s also expensive. Lost time due to stress-related physical and mental

illnesses or on-the-job accidents cost businesses as much as $300 billion a year,

or $7,500 per worker per year in absenteeism and lowered productivity.

Stress in the workplace can bring on or aggravate a panic disorder. Even

if stressors outside of work are involved, an employee's performance can decline

because he or she fears being embarrassed by having panic attack at work.

A study published in 1998, and sponsored by the Health Enhancement

Research Organization, surveyed over 46,000 workers at several U.S.

companies and reported that 18.5% of the employees were screened as highly

stressed and their medical claims averaged 46% higher than those without high

stress. 2.2% of the employees were screened as depressed and their medical

claims averaged 70.2% higher than those without depression. Combined over

20% of the employees were either highly stressed or depressed and averaged

approximately 49% higher health care costs. In another study published in 2000

by Abbott Laboratories documented that clients whose Mental Health treatment

was managed through an EAP showed annualized savings of $2,200 per year

over a 3-year period vs. those clients who were not under an EAP.

Conclusion

The implementation of an Employee Assistance Program along with an

integrated Wellness Program pays for itself many times over. The benefits can

not be stressed enough. Rising health care costs, rising operation and expense

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EMPLOYEE ASSISTANCE PROGRAMS

costs all can be reduced by having the proper low cost EAP plan in existence at

the workplace. It is up to the employer to have the intuition to realize the potential

gains, not only through increased employee performance, but also on the

companies bottom lines. We believe more and more companies are noticing the

benefits and adding EAP’s to their employee benefit programs and those who

already implemented them are finding new innovative benefits to add.

33
i
Global EAP and Workplace Counseling , http://128.121.185.14/Global%20EAP%20article.htm
ii
Blum, T.C.; and Roman, P.M. (1995).  Cost-effectiveness and preventive implications of Employee Assistance Programs.
iii
http://workplace.samhsa.gov/WPResearch/EAP/FactsEAPfinal.html
iv
http://www.healthresourcescorp.com/archive/outsourcedeap.htm
v
http://www.ccohs.ca/oshanswers/hsprograms/eap.html
vi
http://www.decaturnet.org/drugfree/EAP.htm Decatur chamber of commerce
vii
www.deaconess.combody.cfm?id=621
viii
(Meisler, A., Workforce, September 2003)
ix
http://www.healthresourcescorp.com/archive/outsourcedeap.htm
x
(The CCH Unscheduled Absence Survey, 2002)
xi
Wellness Programs. Stephanie Sullivan, HR Director of Tender Mercies
xii
http://www.healthresourcescorp.com/casehistory/case1.htm
xiii
Wellness Programs. Stephanie Sullivan, HR Director of Tender Mercies
xiv
E. Thomas Garman, NIPFEE Executive Director
xv
http://www.appliedmaterials.com/careers/wellness.html