b blair hot eapa 2013
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EAP Best Practices: Thoughts for Clinicians Brenda Blair, MBA, CEAPTRANSCRIPT
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Implementing EAP Best Practices: Thoughts for Clinicians
Brenda R. Blair, MBA, CEAP
March 1, 2013, Austin, Texas P.O. Box 9927, College Station, TX 77842
email: blairconsultants.com Web information: www.blairconsultants.com
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EAP DIRECT SERVICES
• Services to the individual include: Assessment Development of a plan Motivation Referral, if needed Short-term problem resolution, if needed Follow-up
• Services to the organization include: Consultation to managers regarding specific situations
Consultation regarding organizational strategies for helping employees Special services, such as critical incident response
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KEY CONCEPTS IN EAP
• A successful EAP maintains a clear focus on the needs of the workplace, both employer and employees.
• EAPs provide services to individuals and services to the organization.
• The EAP is always voluntary, even when strongly recommended by management.
• The EAP is a neutral problem solver.
• Confidentiality is essential; proper communication is also essential.
• The EAP simultaneously serves multiple clients, e.g. employee, manager, employer.
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EAPs Serve Multiple clients
• Employee (and/or family member)
• Sponsoring organization (employer, union)
• Supervisor / manager
• HR
• Occupational Health
• Labor union
• Safety / Security
• Larger community in general
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TYPES OF EAP REFERRALS
• Self referral – Most common – No involvement by management
• Informal management referral – Employee shares personal problem and manager
encourages use of EAP – Processed like a self referral
• Formal management referral – By manager, due to declining performance or rules violations – Documentation is key
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Looking for Best Practices
• How is an EAP assessment different from a
general clinical assessment?
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Importance of Assessment
• Client may have never sought counseling before • Client may not understand what he/she needs • Workplace issues may be part of the concern • Multiple people may be involved with this client’s
concerns • Client may be intimidated by the health care
system • Client may have concerns about the cost of
treatment • Solutions may or may not involve counseling
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ELEMENTS OF AN EAP ASSESSMENT
• Client’s statement and history of problem • Mental status • Family history • Level of risk to self or others • Effect of problem on job performance • Corroborating data and information • Assessment of drug and alcohol use • Initial impressions • Recommendations
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An EAP Assessment….
• Is usually more directive • Leads more quickly to a specific action plan • Must be efficient • Involves a different kind of therapeutic rapport • Feels like a triage, more screening questions • Always considers the workplace • Requires more analysis of implications
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Looking for Best Practices
• How is an EAP action plan different from a
treatment plan?
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DEVELOPING AN ACTION PLAN
• In partnership with client
• Identify and prioritize problems
• Set realistic, attainable goals/timeframes • Lists all resources to meet goals
- EAP - HR - Occupational Health - Employee’s supervisor - Treatment resource - Community resources/support groups - Educational resources - Web-based resources/support groups
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POSSIBLE DIFFICULTIES WITH EAP SHORT TERM RESOLUTION
• EA clinician feels qualified to handle all problems and won’t refer to someone else
• EA clinician tries to maximize “free” sessions even when clinically inappropriate
• Client feels "entitled" to EAP and doesn’t want to change counselors, even when clinically necessary
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Educating the Client About Short-Term Problem Resolution
• Important to clarify the EAP role • Involve the client in the decision-making • Explain clinical rationale for recommendations
outside of EAP • Offer follow-up and continuing contact through
EAP
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Looking for Best Practices
• How is a EAP follow-up different and what do
EAP companies expect of network clinicians?
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EAP Follow-up
• Critical to client success • Involves more communication • A different view of confidentiality • Greater collaboration with the EAP company that
made the referral to the clinician • May last longer or have different content
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Looking for Best Practices
• How are EAP management referrals different?
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Management Referrals: High Value Cases
• Based on a workplace issue, so company is vitally interested in the outcome
• May be complicated cases involving psychiatric illness, addictions, violence, or fitness issues
• Will require active communication with the EAP company that made the referral
• Clinician’s interaction with client may be more assertive and directive
• Clinician must avoid being an “advocate” for one side but must emphasize problem resolution
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Changing your practice…
• How would you feel about adopting the
strategies and approaches discussed today?
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Some obstacles and possible ways to overcome
• “I’m not comfortable talking directly about certain subjects.”
-- If we can speak comfortably about everything, we give our clients permission to do so.
• “I believe in letting the client lead the process.” -- If we offer different ways of considering a situation,
we allow the client more choices.
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Some obstacles and possible ways to overcome
• “That’s not how I was trained.”
-- If we ask our clients to change, should we not also be open to change? Especially if it helps our clients!
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Creating Best Practices in Your Practice
• Begin with the needs of clients. (Not what you want to do, but what they need!)
• Be willing to address hidden problems.
• Seek consultation when trying new approaches.
• Follow ethical practice at all times: Something new or unexpected will always happen. If you follow ethical practice, you will be able to decide what to do.
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Brenda Blair President, Blair Consulting Group, Inc. PO Box 9927 College Station, TX 77842 979-693-7268 [email protected] www.blairconsultants.com
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