The HR & EAP Partnership

1. The HR & EAP Partnership Kevin Peterca, LISW-S, LICDC-CS, CEAP Christine Young MSSA, LSW SHRM December 9, 2015

2. Objectives • Provide an overview of EAP services • List Best Practices of the EAP – HR Partnership • Identify Opportunities for CQI related to Employee Wellness / Wellbeing • Present sample scenarios of troubled employees and discuss best practices

3. Tip of the Iceberg Job Family Legal Health Financial Emotional Health Whole Person Problems

4. Why Have an EAP? Maintain productivity Improve employee performance Reduce turnover Promote wellness Help employees regain control over their lives Improve morale Lower health insurance costs

5. EAP Role & Responsibility • Expert consultation related to behavioral health workplace issues impacting job performance • Professional case management • Initial assessment / screening • Risk assessment • Employee safety concerns • Treatment recommendations or Leave of absence options • Consultation with Security/Safety when criminal issues are involved

6. EAP Role & Responsibility (cont.) • Ongoing HR & Mgmt. consultation • Return to Work considerations • Reasonable accommodations coordination • Monitoring employees • Random urine screens • Follow-up EAP appts. • Notification of non-compliance • Education

7. Prevalence of EAPs In the US: • 5,000 + employees - 97% • 1,001 – 5, 000 employees – 80% • 251 - 1,000 employees - 75% • A National Study of Employers shows a growing EAP industry. • 65% of employers provided EAPs in 2008 - up from 56% in 1998

8. EAP Models HOW these services are delivered may vary. EAPs come in several forms. • Internal EAPs (organization staffs and funds the EAP) • External EAPs (owned and operated by external vendors) • Internal/External collaboration aka Hybrid EAPs • Labor Union EAPs • Managed care EAPs (linked or combined with mental health benefits)

9. Who are EAPs? What is a CEAP? • The Certified Employee Assistance Professional (CEAP) credential was created in 1986 to identify to the public and the profession those individuals who have met established standards for competent, client-centered practice and who adhere to a professional code of conduct designed to ensure the highest standards in the delivery of employee assistance services. • The credential is now recognized by employers, human resources professionals, accrediting agencies, and employees as the standard in employee assistance. • EAPs are often social workers, psychologists, licensed professional counselors and union or other organizational representatives.

10. Services Offered to the Employees Counseling and resources for: Stress, anxiety, depression, grief Adjustment to changes in the workplace and career planning Alcohol and drug abuse Compulsive behaviors (gambling, eating, sex) Marital problems and divorce Parenting – child and adult care Legal and financial concerns Work and family balance

11. Services offered to Employer Support to HR and Management • Management consultation • Clinical assessment • Coaching • Policy and practice

12. Types of EAP Referrals • Self • Supervisory • Mandatory aka “For Cause” • Fitness for Duty

13. For-Cause, Mandatory Referrals Determined by employee’s supervisor and HR Mandatory: non-compliance may result in corrective action up to and including: Termination Substance Abuse Policy Hostile Work Environment Policy Medical and/or Psychiatric condition having an impact on job performance.

14. Goals of a Mandatory Referral Process • Safety of Customers/Public • Customer Satisfaction • High Quality Performance • Employee Health and Safety • Employee Retention

15. Fitness for Duty • Substance Abuse / Diversion / Impairment • “Fairly” straight forward…. • Odor of alcohol • Impaired cognitive, speech, motor functioning • “Missing”/unaccounted for meds

16. Fitness for Duty • Creating a Hostile Work Environment • Violence or Verbal Threat of Violence • Sexual, Racial or other Harassment • Verbal Abuse of a client/customer or another employee • Bullying • Conduct which is threatening, humiliating or intimidating • Work interference or sabotage of one’s work • Exploitation of a known psychological or physical vulnerability

17. Fitness for Duty • Serious Health or Psychiatric Condition • Impairing Work Performance • Cognitive/Memory Impairment • Depression • Tearful at work • Vague reference to suicide • Grief Reactions; • Multiple Health Conditions • Diabetes • Obesity • Offensive body odor

18. Dealing with Troubled Employees Realize that behavioral health issues are challenging; improvement/changes take time Expressing empathy and genuine care in your employee’s wellness will aid the process Understand that “crucial conversations” are a special type of interaction Know your limits Review records and think about your approach Assure privacy and build trust

19. What Is the Supervisor’s Role in the EAP? Identify employees with problems Document performance problems Conduct supervisory interviews Recognize that supervisory comments/actions could raise legal issues Refer employees who need additional help to the EAP

20. The “Sometimes Speech” • “Sometimes work related problems like we’ve discussed are a result of issues going on in a caregiver’s personal life. I’m not saying this is true in your case, but our company does have an EAP, designed to assist employees in addressing and hopefully resolving personal problems. I encourage you to give them a call, it’s provided at no cost and it’s 100% confidential. EAP has several offices that offer convenient appointment times. But regardless of whether you contact EAP or not, you and I need to meet again in 30 days to review your progress concerning the issues we discussed.”

21. Melanie Several employees have complained to you about Melanie’s erratic/inappropriate behavior. They are complaining that she is argumentative, edgy and has had several explosive outbursts in the last few months. She allegedly has become unreliable and blames everyone else for her mistakes.

22. Stanley Stanley, one of the boiler operators, has been under a lot of stress lately and is going through a custody battle with his ex-wife. He has been late for work almost every Monday since the custody battle started, called off frequently, made careless mistakes in his record keeping, had concentration and performance problems and he seems depressed most of the time. You have also heard from a couple of employees that Stanley got a DUI last weekend.

23. Valerie You notice that a manager, Valerie, normally a meticulous, dresser came to work today with stained and wrinkled clothing. She’s been wearing dark glasses most of the day, saying that the light hurts her eyes. She appears disorganized and having difficulty concentrating. You noticed she stumbled when she walked past your office.

24. Joseph Three months ago, an employee tells the supervisor “confidentially” that he/she had just separated from their spouse. Since that time absences & tardiness have escalated and the employee has now exceeded the “maximum allowed” guideline in the attendance policy.

25. Northern OH EAPA Contacts Kevin Peterca, LISW-S, LICDC, CS, CEAP Chapter President peterck@ccf.org Christine A. Young, MSSA, LSW Chapter Secretary and Membership Christine.young1@ey.com http://ohioeapa.com http://www.eapassn.org