12 Step Orientation to EAP

12
Step
Orienta-on
to
EAP

Dr.
Michael
Klaybor,
CEAP

mklaybor@eapinabox.com

www.eapinabox.com

1

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
3

Presenta+on
Overview

Provide you with knowledge, skills to
•  Understand EA
•  Implement Programs/Services
Translation: New Business Lines &
Income, Identity & Partnerships.

4

Agenda

– What is an EAP?
– What Makes EAPs Unique?
– Providing EA Services
– Competency as an EA Provider
-- How will working with EAPs benefits me?
5

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

6

7

“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

8

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)
9

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)
10

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;

11

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

12

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

13

Focus
of
EAPs

•  Mental
Health
Counseling

•  Work-‐Life
balance

•  Educa+on
&
training

•  Health
&
Wellness

•  Human
Resource
&
Professional
Services

•  Trauma+c
Events

14

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

15

Why
EAPs
con$nued

•  Reduced
turnover

•  Reduced
absenteeism
&
sick
leave

•  Decreased
workplace
violence

•  Increased
produc+vity

•  Improved
morale

•  Reduced
li+ga+on

16

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

17

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

19

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.
20

Requirements
to
Be
an
EAP
Provider

•  Master’s
or
Doctorate
in
Behavioral
Health

Field

•  State
license
to
prac+ce
independently

•  Professional
liability
coverage

21

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.
22

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.

23

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
24

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.

25

Consult With Your Partner, the EAP
26

•  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
27

•  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

28

Psychotherapy
Under
Managed
Care.

Advanced EAP-Related
Specializations
29

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
30

31

“Mama
never
Licked
me.”

The Interdisciplinary Nature of EAPs
EAP
Organizational
Psychology Substance Abuse
& Other Mental
Health Concerns
Human
Resources
32

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.
33

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  Assisting employers to achieve their
organizational mission while ensuring a safe
and healthy workplace.
34

EAPs & Workplace Partnerships
E
A
P

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.)

35

37

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.
38

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.

39

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
40

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.
41

PROVIDING EA SERVICES

42

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
43

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

45

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
46

Ethical Codes & Standards for EAPs
47

•  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
48

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
49

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
50

•  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
51

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.
52

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
53

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
54

Resources for Ethical EA Practice
55

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

56

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.

12 Step Orientation to EAP

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