Getting the Most Out of an Employee Assistance Program (EAP)

Many employers understand the value of having an Employee Assistance Program (EAP) since the heart and soul of organizations are employees. Employees who are physically and mentally healthy, highly productive, engaged in their work, and loyal to their employer contribute positively to their employer???s bottom line. Fortunately, most employees are positive contributors, yet even the best of employees can occasionally have issues or circumstances arise that may inadvertently impact their jobs in a negative way. Having an EAP in place that can address these issues early may mitigate any negative impact to the workplace. This is a win-win for both employees and employers.

A key component of EAP services lies in ???catching things early??? by assisting employees and helping them address and resolve issues before they impact the workplace. Most employees will use EAP services on a voluntary, self-referred basis that is completely confidential. Some employers may wonder if services are even being used by employees because it won???t be all that apparent, but most EAPs provide a utilization or usage report that will show the number of people served, and possibly the types of reasons services were requested.

If employee issues do begin to appear in the workplace???related to performance, attendance, behavior, or safety???it is important for managers, supervisors, and human resources to also have access to EAP services. They may wish to consult with an employee assistance professional that can provide guidance and direction leading to problem identification and resolution. These issues have the potential to become very costly for the organization???and again, the earlier they can be addressed, the greater chance of success for both employee and employer, with minimal negative impact to the company???s bottom line.

The key to getting the most out of an EAP is to make it easily accessible to employees, safe to use, and visible enough they remember to use it. It is important that employees understand using the EAP is confidential and their identity will not be disclosed to anyone in their organization. Promoting the EAP services with materials such as flyers, posters, or website information with EAP contact information will also increase the likelihood of employees accessing services.

By Nancy Cannon
Originally published by


Can you hear me now?!

Original post by

If your boss has never yelled at you, then either you own your own business, are self-employed, or have a boss who is mute. At some point in your working career, it???s safe to say that you???ve been yelled at by a supervisor. Whether that anger toward you was justified or not is probably up for debate, but what can almost be guaranteed is that you weren???t quite sure how to handle it and respond.

An article on Business Insider???s website titled, ???6 ways to respond to your boss yelling at you,??? discusses the multiple ways employees can react to their boss yelling at them. Let???s get two important things out of the way first. If your boss isn???t just yelling at you, but is actually bullying you, then you should go to your human resources department immediately. However, if you???re just being yelled at, then never, EVER, for any reason should you yell back. Don???t give your boss a reason to be madder at you. It???s just not worth it.

Do you think you???re right and the boss is wrong? Don???t yell back. Are you the scapegoat for someone else???s mistake? Don???t yell back. Is your boss just venting and you happen to be in the wrong place at the wrong time? Don???t yell back. Yelling never accomplishes anything and if you yell at your boss, you risk the obvious of being fired, or at least being watched like a hawk or having a grudge held against you.

Now, there???s nothing wrong with standing up for yourself and, fortunately, there are many ways to accomplish this without further upsetting the boss. Once things have calmed down, analyze exactly WHY the boss is yelling at you because, you know, you could actually be seriously at fault.

Regardless of fault, the primary reason that your boss is yelling is most likely because he or she has simply reached the breaking point. After you sit there (or stand) and ???ride out the storm,??? ask to speak with your boss privately at a later day and time. Make it a formal meeting either in the boss???s office or a conference room. Before the meeting, make sure you have a plan for mending the relationship and resolving the issue that made your boss so angry in the first place.

The reason your boss was so angry could have been a misunderstanding. If that???s the case, then say so, but remain composed and keep things as factual as possible without straying off-message. Your boss may then ask questions so as to better understand the situation. Be honest, but remember to stay focused and stick to the point.

If, in fact, the reason your boss was yelling at you was because you screwed up, then take responsibility for your mistake. Don???t place blame with others, make excuses, or be argumentative. Accept blame and tell the boss that you understand why you made the mistake, say that you???re sorry, and that you will work diligently to correct the mistake as quickly as possible. After all, everyone makes mistakes.

Let???s assume that whatever the boss was yelling at you about wasn???t your fault. When you have the follow-up meeting with your boss, try and have a solution developed. By demonstrating initiative and thinking on your feet, you just might be able to turn this around in your favor and show the boss that you???re a team player that can shake off being berated.

Finally, make sure that you???re proactive and stay on top of the resolution. Give your boss regular updates and ask for feedback to ensure that you???re on track and won???t get yelled at again. If all goes well, you should be back on your boss???s good side in no time!

Bullies taking a toll on their workplace targets

Source: Benefits Pro

Less than 10 percent of workers experience bullying on the job. But for those who do, the consequences can be severe.

Ball State University researchers reviewed 2010 data from more than 17,000 workers who were asked, among other things about bullying on the job.

The study found that 8 percent overall reported they had experienced bullying, with women being far more likely to be the targets of bullying than men.

Of those who were bullied, researchers reported, they were far more likely to report physical and psychological responses to the bullying, including stress, loss of sleep, depression and anxiety.

The report, ???Workplace Harassment and Morbidity Among U.S. Adults,??? says these targets tend to report higher levels of low self-esteem, concentration difficulties, anger, lower life satisfaction, reduced productivity and increased absenteeism than those who said they were not bullied.

???Harassment or bullying suffered by American employees is severe and extremely costly for employers across the country,??? Jagdish Khubchandani, a community health education professor at Ball State and the study???s lead author, told Bloomberg BNA Dec. 18. ???The first thing that we have to do, and employers have to do, is admit that there is a problem,??? he said.

Among other findings:

  • Females were 47 percent more likely to be bullied or harassed than males;
  • Victims of harassment were more likely to be obese and smoke;
  • Female victims reported higher rates of distress,smoking, and pain disorders like migraines and neck pain; and
  • Male victims were more likely to miss more than two weeks of work and suffer from asthma, ulcers, hypertension and worsening of general health.
  • Bullying was more prevalent among hourly workers, state and local government employees, multiple jobholders, night shift employees and those working irregular schedules.

Khubchandani said that employees are generally reluctant to report harassment because the result is often ???just handle it.??? Companies need to have anti-bullying policies with teeth in them, and they can also conduct an annual survey of employees that includes gathering information about bullying.

An awareness campaign that educates managers on the signs of bullying such as employees chronically using personal or sick leave ??? will help to identify those who possibly are being targeted, he said.


Just Say ‘No’ to Co-Workers’ Halloween Candy

Originally posted on ??October 14, 2014 by Josh Cable on

Workplace leftovers might seem like one of the perks of the job. But when co-workers try to pawn off their Halloween candy on the rest of the department, it’s more of a trick than a treat.

Those seemingly generous and thoughtful co-workers often are just trying to keep temptation out of their homes.

“Not only does candy play tricks on your waistline, but it also turns productive workers into zombies,” says Emily Tuerk, M.D., adult internal medicine physician at the Loyola University Health System and assistant professor in the Department of Medicine at the Loyola University Chicago Stritch School of Medicine.

“A sugar high leads to a few minutes of initial alertness and provides a short burst of energy. But beware of the scary sugar crash. When the sugar high wears off, you’ll feel tired, fatigued and hungry.”

Tuerk offers a few tips to help you and others on your team avoid being haunted by leftover candy:

  • Make a pact with your co-workers to not bring in leftover candy.
  • Eat breakfast, so you don’t come to work hungry.
  • Bring in alternative healthy snacks, such as low-fat yogurt, small low-fat cheese sticks, carrot sticks or cucumber slices. Vegetables are a great healthy snack. You can’t overdose on vegetables.
  • Be festive without being unhealthy. Blackberries and cantaloupe are a fun way to celebrate with traditional orange and black fare without packing on the holiday pounds. Bring this to the office instead of candy as a creative and candy-free way to participate in the holiday fun.
  • If you must bring in candy, put it in an out-of-the-way location. Don’t put it in people’s faces so they mindlessly eat it. An Eastern Illinois University study found that office workers ate an average of nine Hershey’s Kisses per week when the candy was conveniently placed on top of the desk, but only six Kisses when placed in a desk drawer and three Kisses when placed 2 feet from the desk.

And if you decide to surrender to temptation and have a treat, limit yourself to a small, bite-size piece, Tuerk adds. Moderation is key.

5 root causes of disengagement

Originally posted on

The one-size-fits-all communications approach is ending, but employee engagement is still an issue for many employers. Alison Davis, of employee communication firm Davis & Company, identified five root causes of deteriorating engagement, which she shared with attendees at this year???s Benefits Forum & Expo.

The shredded employment contract

Since the recession, employees are losing confidence in the security of their jobs. Workers feel there has been a shift and that employers are holding more of the cards. According to Gallup, the number of actively disengaged workers increased to 24% in organizations that have recently laid off employees. Additionally, Towers Watson notes that 72% of companies have reduced their workforce in response to the recession.

Lack of trust in leaders

According to Towers Watson, fewer than two in five employees have confidence in senior leaders. People are skeptical and often have a wait-and-see attitude to what leaders have to say. Employees are saying ???let???s wait and see what really happens,??? Davis says.

Demographic attitudes

Another, and probably the biggest, challenge revolves around the different attitudes of the three primary generations in today???s workforce, says Davis. Baby boomers are burnt out and display a negative attitude in their exchanges with co-workers; Gen Xers are balancing work and home life responsibilities; Millennials have an ???all about me??? attitude and are somewhat impatient about moving up (or across) the corporate ladder. The average length of tenure out one job for a millennial is 2.6 years, and by the age of 27 they will have already worked four different jobs.

Mad men management

Employers are trapped in a 1950s mindset. This can be seen in the organizational charts that show a top-down hierarchy. The decision-making is done at the top, and general access to information is scarce, even as corporate leaders talk about transparency.

The way work gets done

We???re in a 24/7/365 mindset where an employee is always on the job. Employees never feel quite done or that they can ever shut it down, which affects their work-life balance and causes them to feel disengaged.

New-age challenges for employee privacy

Originally posted September 23, 2014 by Michael Giardina on

An individual???s online behavior and presence may seem like their own business, but when it comes to on-the-job use of social networks, the rules have changed. And as benefit managers and their HR teams do their due diligence to try to find the ideal candidate for a position, are they overstepping the law by requiring new hires to allow an employer access to the candidate???s online life?

How can employers ensure that current employees or potential hires are the right fit for their workplace without crossing the line ??? and taking steps enforcement agencies and new state laws deem too intrusive? As they look for answers, many companies will find that guidance has been a bit fuzzy.

Employers, including private companies and educational institutions, are being forcibly excluded from their employees??? social media accounts as privacy advocates push for more action from legislators. This year, New Hampshire became the 18th state to enact laws that promote employee and student privacy when it comes to employer access to personal online account information.

Five other states in 2014 and nearly a dozen others in 2013 have pushed forward with similar provisions to protect employee privacy, according to the National Conference of State Legislatures.

???I don???t think it???s surprising that more states are enacting legislation,??? says Jaklyn Wrigley, an associate at law firm Fisher & Phillips, who represents employers in Mississippi and on the federal level. ???It???s a personal realm; that???s where you engage in communication with people that don???t have anything to do with work or school. So it makes sense ??? unless there is a reason for the employer or university to really stick its nose into that aspect of your personal business ??? that it is protected without fear of some sort of retaliation.???

The issue of employer social media access was first addressed in 2012 with the introduction of the Password Protection Act, which aimed to prevent employers from demanding access to their potential or current workers??? personal social media accounts. At the time, a Workplace Options and Public Policy Polling survey discovered that 89% of American workers felt their employers had no right to demand their social media login information, and 68% predicted that forcing workers to hand over this information would cripple the already shaky employer-employee relationship.

Alan King, president and chief operating officer of Workplace Options, explains that employer access to personal online information remains ???a tricky issue.???

???There are several levels of concern for both parties, but when you look at the big picture, it really boils down to trust, engagement and security,??? King says. ???It???s dangerous to say that prohibiting employer access to search or monitor employee activity online or through social media sites will improve employee well-being across the board. That may be the case in some instances; it may not be in others.???

According to King, there is a fine line for both employers and employees to walk when policing this new-age issue.

???Employees need to know that what they do or say online or outside of work can impact their professional lives, even if they are off the clock,??? he says. ???But employers also need to hear and understand that too much interest in what an employee does in their personal life can be bad for

From a legal perspective, employers may be taking the wrong approach when considering an employee???s (or potential employee???s) personal life in their review process. But even before bans on employer access to social media and online account passwords were considered by state and federal lawmakers, employees did have protective safeguards in place.

???A lot of employers just assume that if it???s on the Internet, it???s fair game ??? and that???s not the case,??? says Louis L. Chodoff, partner at national law firm Ballard Spahr.

???Social media in hiring comes up where employers like to do their own Google searches on people, and sometimes applicants will not privatize any parts of their Facebook page,??? explains Chodoff. ???The trouble that employers will get into sometimes is that they will access information that they shouldn???t be considering in the hiring process.???

He adds that employers should ???insulate the decision makers from any information that may be considered in a protected class,??? anyone who could suffer discrimination because of their race, color, religion, sex, national origin, age, or disability. Under the Equal Employment Opportunity Commission, which enforces Title VII of the Civil Rights Act of 1964, formal guidance on the issue has been less concrete. The enforcement agency has yet to issue formal guidelines for employers to follow when implementing social media policies, but has commented on its encroachment in employment issues.

At a meeting addressing social media in the workplace, Carol R. Miaskoff, acting associate legal counsel at the EEOC, referenced the Internet-age medium???s impact on equal employment opportunity law.

???When an employer or other entity is covered by the EEO laws, their recruitment, selection, and employment decisions and activities are subject to the EEO laws, regardless of the media they happen to use,??? she said.

While noting that regulations do not prohibit specific technologies, she highlighted that ???the key question under the EEO laws is how the selection tools are used.???

Miaskoff says the National Labor Relations Board has been keeping an eye on employer social media policies as they pertain to violations of Section 7 of the National Labor Relations Act, which mandates that employees have?? the right to organize. Organing activities, whether in-person or online, fall under the veil of ???protected concerted activity,??? according to NLRB.

Employees also need to be very clear about a company???s internal social media policy, to help prevent an ill-timed or unflattering Facebook or Twitter post from turning into a major public liability. Claire Bissot, HR consulting manager at CBIZ, a business services company, says a proactive stance on the rules can help avoid accidental (or genuinely injurious) messages from going viral.

???You should have a social media policy and certain expectations about what you expect about them; [including] not to give confidential information, not to post negative things about the company and other people, or say this is a view of the company,??? says Bissot. ???But I believe if you truly encourage your employees to feel like they have ownership in their company, and where they work, they are not going to do malicious things on social media.???

Meanwhile, social media monitoring proposals remained a hot button issue among state legislatures in 2014, and are likely to continue in 2015. As Wrigley notes, social media awareness and privacy concerns in the workplace are not going away anytime soon.

???[The legislation landscape] is really interesting in this age where everyone and their mother is on social media. So it makes sense that lawmakers have an eye to protect their constituents, and employers are also mindful of the privacy rights of [their] employees and applicants,???
Wrigley says.

She explains that it is also logical for employers to prepare themselves by developing a company social media policy, if they haven???t already.

But employers ???need not go with [their] gut??? when crafting and deciding specific policies, Bissot advises.

???They need to make sure they are taking the right steps,??? she notes. ???You don???t want to be the one that defines the case. With social media, it???s new ground, it???s new territory, and you want to make sure you are doing it correctly and appropriately for the culture.???

At the same time, Chodoff, an expert on labor and employment law, agrees that social media policies should leave nothing up to chance or assumption.

???I think social media policies have to be very specific about what employees can and can???t do,??? Chodoff says. He warns that a savings clause in policies may also miss the ball when it comes to Section 7 because it may be deemed too broad by the NLRB.

???The NLRB will say that infringes on their Section 7 rights,??? Chodoff notes. ???So say, ???you can???t make defamatory comments about people.??? You have to make sure that policy is being very specifically written in regards to what it is prohibiting.???