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transcript
EAP, Work/Life & Wellness
Benefit Delivery System Models
EAPA Chesepeake Chapter, MDSeptember 1. 2011
Is Integration of Services an Effective Model in Today’s Marketplace
Patricia A. Herlihy Ph.D, R.N
EAP, Work/Life & Wellness
“Life will never be easy or perfectible
or completely predictable.
It will be best understood backward,
but we have to live it forward.
To make it livable at all levels we have to learn to use the paradoxes to balance contradictions
and inconsistencies -
as an invitation to find a better way”
Charles Handy, 1994
ParadoxesParadoxes
EAP, Work/Life & Wellness
International Survey of EAP, W/L and Wellness Vendors (2002)
Related ResearchRelated Research
National Survey of EAP & W/L Professionals (2000)
National Survey of EAP and W/L programs (1993)
Longitudinal Study of EAP, W/L and Wellness Programs (1990- 2008)
EAP, Work/Life & Wellness
DefinitionsDefinitions
EAPs - set of professional services specifically designed to improve and/or maintain the productivity and healthy functioning of the workplace and to address a work organization particular business needs (EAPA 2011)
Work Life - A business strategy based on the knowledge that active support for employee success at work AND at home yields bottom line benefits for all stakeholders (AWLP 2011)
Wellness - A state of well-being in which every individual realizes his or her potential, can cope with the normal stresses of life, can work productively, and is able is make a contribution to his or her family and community" (World Health Organization, 2007)
EAP, Work/Life & Wellness
Concept of IntegrationConcept of Integration
Quality of the state of collaboration
that exists among departments required to achieve unity of effort by
the demands of the environment
(Lawrence & Lorsch, 1967)
EAP, Work/Life & Wellness
Corporate culture Corporate culture A key indicator for collaboration of efforts in
designing benefit delivery services
National Survey of EAP & Work Life Programs National Survey of EAP & Work Life Programs (1993)
10% of respondents reported being integrated
75% of the respondents viewed EAP and Work Family Programs as separate programs
EAP, Work/Life & Wellness
Comparison of Findings Comparison of Findings 1993 & 20081993 & 2008
SSEERRVVIICCEESS
EAP & Work/Life collaborate more often
Integration defined differently and more broadly
Wellness push by Unions
Internal EAPs (18%) reported the least integration
EAP, Work/Life & Wellness
End Users/ End Users/ EmployeesEmployees
EAPEAP Work/LifeWork/Life
WellnessWellness
Wellness - New Piece of PuzzleWellness - New Piece of Puzzle
EAP, Work/Life & Wellness
(National Average : 7% in private -38% Gov)
Unions Role in Delivery ModelsUnions Role in Delivery Models
Several companies roll out new products to Union first for approval - then to general employee population
Some respondents reported tension between what Union versus non-union employees receive
46% of Sample in 2008 Study had unions
Majority of companies report unions are supportive of all three services
EAP, Work/Life & Wellness
Summary Findings - 2008Summary Findings - 2008
43% of Companies interviewed (08) still on Working Mother’s Best 100 Companies
47% of Companies with either 2 or 3 services integrated - use one vendor
EAP, Work/Life & Wellness
Variations of ModelsVariations of Models
Internal EAPs*18%
EAP & W/L62%
EAP & Wellness23%
W/L & Wellness15%
* Internal EAPs in this sample did not facilitate an integrative model of service delivery
EAP, Work/Life & Wellness
Major Umbrella overseeing 6 employee benefit services (ie Diversity, Disease Management, and Disability)
Emerging ModelsEmerging Models
Higher level Strategic Team overseeing all employee benefit services
Health & Productivity- measure their demographic, participation & outcome metrics - using to measure integration of all the employee services
EAP, Work/Life & Wellness
Impressive resiliency of these programs
Michigan Study -Research Observations Michigan Study -Research Observations
Questions about the future: Will these three programs Questions about the future: Will these three programs continue or morph into a new service?continue or morph into a new service?
Increasing move to design Targeted Programs for specific populations (ie: Parents of Disabled children)
Move to outsource services as method of decreasing costs including Human Relations Services
Creative models of collaboration at administrative & functional levels
EAP, Work/Life & Wellness
Natural Disasters: 9/11, Katrina, Ike, blizzards, flooding etc
Factors Supporting IntegrationFactors Supporting Integration
Union support for better quality services
Simplification of Administration operations
Campus Wide Crises: school shootings, meningitis outbreaks, alcohol related deaths, terrorism threats, etc.
EAP, Work/Life & Wellness
Multiple Vendors and wanting tighter control
Barriers to Integration ModelBarriers to Integration Model
Corporate Culture of Decentralization ingrained over time
Confidentiality Concerns - Major Stumbling Block
New Administration not focused on Employee Services due
to other more pressing business concerns
Concern about decrease in Quality of Services if integrated
Legal Issues in terms of working with spouse and/or dependent
EAP, Work/Life & Wellness
Low Touch vs High TouchLow Touch vs High TouchHigh Touch:High Touch:
Phone calls Conferences Meetings
Websites Posters Brochures
Low Touch:Low Touch:
EAP, Work/Life & Wellness
Cost Benefit Analysis
Research Interest from RespondentsResearch Interest from Respondents
Models for providing these services globally
How have other companies sustained interest in these programs in difficult financial market
Demonstrate Effectiveness of Integrated Model
How to measure impact of programs on productivity
Demographics - prepare for the Aging Workforce while still providing services for younger workers