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