Max Heirich Ph.D. Patricia A. Herlihy Ph.D, R.N. Roland Zullo Ph.D. Longitudinal Study of EAP Work/Life & Wellness EAPA’s International World Conference Atlanta, Georgia October 16, 2008
Jan 19, 2016
Max Heirich Ph.D.Patricia A. Herlihy Ph.D, R.N.
Roland Zullo Ph.D.
Max Heirich Ph.D.Patricia A. Herlihy Ph.D, R.N.
Roland Zullo Ph.D.
Longitudinal Study of EAP Work/Life & Wellness
EAPA’s International World ConferenceAtlanta, GeorgiaOctober 16, 2008
Thank You SponsorsThank You Sponsors
Longitudinal Study ComparisonsLongitudinal Study Comparisons
“No, Thursday’s out. How about never—is never good for you?”
Max’s videoMax’s video
Current Trends in Each FieldCurrent Trends in Each Field
The Story of Integration over the last twenty years
The Story of Integration over the last twenty years
National Survey of EAP and W/L programs (1993)
National Survey of EAP & W/L Professionals (2000)
International Survey of EAP, W/L and Wellness Vendors (2002)
Longitudinal Study of EAP, W/L and Wellness Programs (1990 - 2008)
National Survey of EAP and W/L programs (1993)
National Survey of EAP & W/L Professionals (2000)
International Survey of EAP, W/L and Wellness Vendors (2002)
Longitudinal Study of EAP, W/L and Wellness Programs (1990 - 2008)
Timeline 1860-1990Timeline 1860-1990
Child Care for Nurses
1860 Welfare Capitalism
Factory Towns
1900s
Alcoholics Anonymous
And Shortage of Male Workforce - OAP
1940
1971
NIAAA - Thundering Hundred Resource & Referral for Child Care
1980
OAP’s versus Broad Brush
1985
W-L Elder Care
Proliferation of corporate fitness centers
1975
Timeline 1990-PresentTimeline 1990-Present
Managed Mental Healthcare
1990
Alliance for Work/ Life Progress
1996Proliferation of Corporate Wellness Programs
1995 2000
Push for Stronger Measures of Efficacy
2004
Work Life Merges with Benefits (AWLP) Present
Spiraling Health Care Costs
Variations in Delivery ModelsVariations in Delivery Models
Employee
EAP Work/Life
Wellness
Evolution of IntegrationEvolution 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)
• Concept of Integration Continuum – Stand Alones to One Stop Shopping Models
(Herlihy, 1996)
• Bringing together, in a synergistic way, the specialized knowledge and trained expertise of professionals in different but related fields in order to better serve the organization and its employee (Swihart & Thompson, 2002)
• 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)
• Concept of Integration Continuum – Stand Alones to One Stop Shopping Models
(Herlihy, 1996)
• Bringing together, in a synergistic way, the specialized knowledge and trained expertise of professionals in different but related fields in order to better serve the organization and its employee (Swihart & Thompson, 2002)
National Survey of EAP& Work Life Programs
(1993)
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
Two companies reported trying integrating their programs and said they had failed
Corporate culture-key indicator for collaboration of efforts
10% of respondents reported being integrated
75% of the respondents viewed EAP and Work Family Programs as separate programs
Two companies reported trying integrating their programs and said they had failed
Corporate culture-key indicator for collaboration of efforts
1993 Rationale for Practice Models
Industry’s Responding (1993)
Industries Responding (2008)
Industries Responding (2008)
National Survey of EAP & W/L Professionals
(2000)
National Survey of EAP & W/L Professionals
(2000) Major findings:
1 in 6 respondents considered themselves both an EAP and W/L professional
There was significant collaboration at the service level - But there was a New Breed of professional who serviced Core Issues in both fields (next slide)
Respondents agreed that collaboration is good for the employee and the employer, but were hesitant whether it was good for either field.
Major findings: 1 in 6 respondents considered themselves both an EAP
and W/L professional
There was significant collaboration at the service level - But there was a New Breed of professional who serviced Core Issues in both fields (next slide)
Respondents agreed that collaboration is good for the employee and the employer, but were hesitant whether it was good for either field.
National Survey of EAP & W/L Vendors(2002)
National Survey of EAP & W/L Vendors(2002)
• Increased movement in industry towards integration of services
• Market Demand for integrated products seen as greater among vendors already offering primarily integrated services
• Wellness and HR/Benefits are the new partners for Integration of Services
• Tone of Industry – Worried about quality of products and also ambivalence about direction of industry
• Increased movement in industry towards integration of services
• Market Demand for integrated products seen as greater among vendors already offering primarily integrated services
• Wellness and HR/Benefits are the new partners for Integration of Services
• Tone of Industry – Worried about quality of products and also ambivalence about direction of industry
Changes in Integration over Time
Changes in Integration over Time
Views of the World of EAP Work/Life & Wellness Programming
End Users/ Employees
EAP Work/Life
Wellness
Longitudinal Study of EAP, W/L &Wellness(2008)
Longitudinal Study of EAP, W/L &Wellness(2008)
Overall Goal: Revisit 1993 Sample about Status of Integration
Track history of Delivery Models of EAP, W/L and Wellness
What lessons have we learned from the past 20 years
What new research do we need to move forward in providing more efficient and effective models of Employee Benefits in this ever growing Global Economy
Overall Goal: Revisit 1993 Sample about Status of Integration
Track history of Delivery Models of EAP, W/L and Wellness
What lessons have we learned from the past 20 years
What new research do we need to move forward in providing more efficient and effective models of Employee Benefits in this ever growing Global Economy
Sample Comparisons: 1993 vs 2008Sample Comparisons: 1993 vs 2008
Chosen for Work Family Friendliest Co
Over 100 companies approached - 79 responded
All companies with more than 1,000 employees
All US companies from wide spectrum of industries
Chosen for Work Family Friendliest Co
Over 100 companies approached - 79 responded
All companies with more than 1,000 employees
All US companies from wide spectrum of industries
Approached Same Companies from 1993 Companies
1/3 gone 1/3 merged more than 3x Final 1/3 found and interviewed
companies interviewed Many different titles of
interviewees Many more Had a global
presence
Approached Same Companies from 1993 Companies
1/3 gone 1/3 merged more than 3x Final 1/3 found and interviewed
companies interviewed Many different titles of
interviewees Many more Had a global
presence
Unions Role in Delivery ModelUnions Role in Delivery Model
46% of Sample in 2008 Study had unions
(National Average - 7% in private sector)
Majority of companies report unions are supportive of all three services
Several companies roll out new products to Union first for approval - then to general employee population
Some respondents reported tension between what Union folks receive versus non-union employees
46% of Sample in 2008 Study had unions
(National Average - 7% in private sector)
Majority of companies report unions are supportive of all three services
Several companies roll out new products to Union first for approval - then to general employee population
Some respondents reported tension between what Union folks receive versus non-union employees
Status of “Integration” in 2008 SampleStatus of “Integration” in 2008 Sample No integration or minimal integration - 25% Integration of 2 Services - 32% Integration of all three services - 42% Other Models of Service Delivery - 10% 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
No integration or minimal integration - 25% Integration of 2 Services - 32% Integration of all three services - 42% Other Models of Service Delivery - 10% 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
Variations of ModelsVariations of Models
Internal EAPs*
14%
EAP & W/L
62%
EAP & Wellness
23%
W/L & Wellness
15%
* Internal EAPs in this sample did not facilitate an integrative model of service delivery
Models of IntegrationModels of Integration “Administrative Integration”
Services in same Department for reporting
Internal Person oversees Vendor Contracts
Hybrid Model - Some in-house staff EAP and rest done by Vendor
Corporations may ask outside vendors to integrate services
“Administrative Integration” Services in same
Department for reporting Internal Person oversees
Vendor Contracts Hybrid Model - Some in-
house staff EAP and rest done by Vendor
Corporations may ask outside vendors to integrate services
“Functional Integration” 1-800 # for all three
services, then triage 2 programs working
together on various projects and referrals
Emerging Model is to have One Program that all three services work together on
“Functional Integration” 1-800 # for all three
services, then triage 2 programs working
together on various projects and referrals
Emerging Model is to have One Program that all three services work together on
Emerging Models Developing (08)
Emerging Models Developing (08)
Major Umbrella overseeing 6 employee benefit services (ie Dir of Diversity, Dir of Product Development etc)
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
Major Umbrella overseeing 6 employee benefit services (ie Dir of Diversity, Dir of Product Development etc)
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
Reseach ObservationsReseach Observations
• Impressive resiliency of these programs to survive in both good and bad economic times
• Increasing move to design Targeted Programs for specific populations (ie: Parents of Disabled children (14% of corporate population)
• Move to outsource services as method of decreasing costs including Human Relations Services in General
• Creative models of collaboration at administrative and functional level
• Questions about the future in terms of whether these three programs will continue or morph into a new service
• Impressive resiliency of these programs to survive in both good and bad economic times
• Increasing move to design Targeted Programs for specific populations (ie: Parents of Disabled children (14% of corporate population)
• Move to outsource services as method of decreasing costs including Human Relations Services in General
• Creative models of collaboration at administrative and functional level
• Questions about the future in terms of whether these three programs will continue or morph into a new service
Barriers to IntegrationBarriers to Integration
Multiple Vendors and wanting tighter control of quality service
Corporate Culture of Decentralization ingrained over time Concern about decrease in Quality of Services if services
integrated Confidentiality Concerns - Major Stumbling Block Legal Issues in terms of working with spouse and/or
dependents New Administration not focused on Employee Services
due to other more pressing business concerns
Multiple Vendors and wanting tighter control of quality service
Corporate Culture of Decentralization ingrained over time Concern about decrease in Quality of Services if services
integrated Confidentiality Concerns - Major Stumbling Block Legal Issues in terms of working with spouse and/or
dependents New Administration not focused on Employee Services
due to other more pressing business concerns
Factors Supporting IntegrationFactors Supporting Integration
Natural Disasters: 9/11, Katrina, Ike Union support for better quality services Internal passionate champion Recruitment of top talent Simplification of Administration operation
Natural Disasters: 9/11, Katrina, Ike Union support for better quality services Internal passionate champion Recruitment of top talent Simplification of Administration operation
ParadoxesParadoxes
“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
“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
Research Questions from RespondentsResearch Questions from Respondents
Cost Benefit Analysis Models for providing these service 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 - how to prepare for the Aging
Workforce while still providing services for younger generations
Cost Benefit Analysis Models for providing these service 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 - how to prepare for the Aging
Workforce while still providing services for younger generations
The End!The End!
Research Questions from RespondentsResearch Questions from Respondents
Cost Benefit Analysis Models for providing these service 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 - how to prepare for the Aging Workforce
while still providing services for younger generations
Cost Benefit Analysis Models for providing these service 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 - how to prepare for the Aging Workforce
while still providing services for younger generations
One Size Does Not Fit All!!!One Size Does Not Fit All!!!
Major Lesson Learned