The employee assistance program (EAP) industry grew out of the central idea that when employees at any level of an organization come to work compromised or impaired (e.g., substance use, anxiety, depression), personal and organizational performance will suffer. One of the most essential functions of an EAP is to provide confidential mental health support services on demand, when and where employees need them, as well as life management services to help keep employees focused, prepared and resilient.
While the challenges have never been steeper, the reality is that a widespread but little-recognized problem exists in the EAP industry: The emphasis on driving EAP fees lower and lower has led many of the nation’s EAPs to purpose- fully limit meaningful interaction with the same “at risk” employees (those with life and mental health concerns) that they are contracted to help.
Due to a misplaced emphasis on “utilization” (for which there is no industry-standard definition) rather than on outcomes, millions of employees and their families are insufficiently engaged and inadequately treated — while employers spend millions of dollars on programs that minimize contact with licensed professionals by their very design.
A profound “rethink” about a next-generation EAP is needed.
Download these articles to learn more about the value and features of a Next-Gen EAP.