HRD3eCH11 Contributed by Wells Doty Ed.D. Clemson Univ.1 Employee Counseling Services Chapter 11.
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Transcript of HRD3eCH11 Contributed by Wells Doty Ed.D. Clemson Univ.1 Employee Counseling Services Chapter 11.
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HRD3eCH11 Contributed by Wells Doty Ed.D. Clemson Univ.
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Employee Counseling Services
Chapter 11
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The Need for Employee Counseling
Have you ever seen people: Struggling due to high levels of
anxiety? Refusing treatment for a treatable
condition? Experiencing job burnout? Involved in efforts to promote
good health?
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The Need for Employee Counseling – 2 Personal problems are a part of life. Personal problems affect job performance. Healthcare costs continue to rise. Reducing tardiness, absenteeism, lost time
and worker’s compensation saves money. Reducing turnover can improve
productivity and the bottom line.
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Addressing Employee Well-Being Promotes employee morale. Reduces the impact of external
factors on work. Promotes productivity.
Cheaper to train, treat, and retain existing workers than to hire new ones.
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Employee Counseling as an HRD Function Counseling serves the same goal
as other HRD activities. Improving/maintaining worker
performance Same techniques are used,
especially coaching. Same kinds of analysis and
planning needed.
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Overview of Counseling Programs Problem Identification Education Counseling Referral Treatment Follow-up
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Problem Identification Screening device Absenteeism records Supervisor’s observations Referral Voluntary participation
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Education Pamphlets Videos Lectures Unsolicited
Television Radio Other media
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Counseling Needs a non-threatening person
with whom the worker can discuss problems and seek help. Options include: Supervisor/coach Ombudsman HRD Counselor Professional Counselor
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Referral Directing employee to appropriate
resources for assistance, e.g., Physician Substance abuse treatment center Marriage counselor Alcoholics Anonymous (AA) Other options (clergy)
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Treatment The actual intervention to solve
the problem, e.g., Group therapy Medications Individual therapy Psychological therapy
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Follow-up Needed to:
Ensure the employee is indeed carrying out the treatment.
Obtain information on employee progress.
Ensure that referrals and treatment are effective.
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A Caution About Employee Counseling All six approaches are not always
needed. The following issues drive which
approach is taken: Type of problem identified Appropriate response Available resources
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Who Provides Employee Counseling? Depends on the organization and
organizational culture. Can be done using:
Corporate resources (In-house). Outside resources (Out-of-house).
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In-House EffortsAdvantages:
Internal control Familiarity with
organization Better coordination
of efforts Sense of ownership Greater internal
credibility
Disadvantages: Confidentiality Lack of needed
resources Employee
reluctance to use services
Limitations in staff skill and expertise
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Contracting Externally (Out-of-House)
Advantages: Subject matter
experts Confidentiality
easier to maintain Lower cost Better
identification and use of resources
Disadvantages: Lack of on-site
services Possible
communications problems
Lack of organizational knowledge
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Characteristics of Effective Programs Top management support. Clear policies and procedures. Cooperation with unions and
employee groups. A range of care:
Referral to community resources Follow-up
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Characteristics of Effective Programs Policy of guaranteed confidentiality. Maintenance of records for program
evaluation. Health insurance benefit coverage
for services. Family education.
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Employee Assistance Programs (EAPs) Job-based programs operating
within an organization that: Identify troubled employees. Motivate them to resolve their
problems. Provide access to counseling and
treatment, as appropriate.
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General Topics that EAPs Might Address Alcoholism Drug abuse Anxiety Depression Eating disorders
Compulsive gambling
Marital problems Financial
problems Personal
problems
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Issues/Outcomes Affected by EAPs Productivity Absenteeism Turnover Unemployment
costs Substance abuse
treatment
Accidents Training Replacement
costs Insurance
benefits Etc.
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Who Offers EAPs? 62% of medium- and large-sized
companies. 33% of companies with 50+
employees. Estimated 82% of large firm
employees have access to an employee assistance program.
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Items of Importance Extent of substance abuse and
mental health problems faced by companies.
Approaches to employee assistance.
Effectiveness of EAPs in treating substance abuse and mental health problems.
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Substance Abuse - 1 Abuse of alcohol and drugs is
prevalent. Estimates are:
18 million Americans have a serious drinking problem.
Alcohol is involved in 47% of industrial accidents.
10 million employed Americans use illegal drugs.
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Substance Abuse – 2 6.5 % - 8.5% of employees report
heavy use of alcohol. 75% of drug users are employed. 24% of workers reported drinking at
work. 10% - 12% of prospective Postal
employees tested positive for drug use.
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Substance Abuse – 3 6.5% of workers reported going to
work while under the influence of drugs or alcohol.
5% - 8% reported being under the influence of marijuana at work.
Companies lose over $7000/year for each abuser of alcohol or drugs.
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Reasons for Immediate Concern Drug and alcohol users are more
prone to accidents, injuries, disciplinary problems, and “involuntary” turnover.
Would you want to fly in a plane with a drunken pilot?
Do you want to drive a car put together by someone abusing marijuana or cocaine?
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Drug-Free Workplace Act of 1988 Promotes drug-free awareness
among Federal contractors and grant recipients.
Tells employees about: Availability of drug counseling Availability of rehabilitation
programs Employee Assistance Programs
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Mental Health
It is estimated that: 17.5 million Americans suffer from
depression every year. 23% of the American population
has some sort of mental disorder. 5.4 % have a serious mental
illness.
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Results of Serious Mental Health Problems
Mental health problems can interfere with major life functions such as: Eating Managing money Functioning in family groups Functioning at work Functioning in society Functioning in educational settings
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Common Mental and Emotional Health Problems Individual adjustment Victim of external factors (rape,
incest, battering, crime) Sexual problems, including
impotence Divorce and marital problems
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Common Mental and Emotional Health Problems - 2 Depression and suicide attempts Difficulties with family and children Sexual harassment in workplace Legal and financial problems Gambling addiction
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Why Care About Mental and Emotional Problems? Problems can cause:
Absenteeism Poor performance and work habits Low job satisfaction Indecisiveness Interpersonal conflicts Violence and aggressive behaviors at
work
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Three Federal Regulatory Actions
American Disabilities Act of 1990 Mental Health Parity Act of 1996 Executive Directive by President
Clinton
(effective January 1, 2001)
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American Disabilities Act (ADA) of 1990 Who is covered by the ADA? An employee who:
Has a physical or mental impairment that substantially limits one or more major life activities,
Has a record of such impairment, or Is regarded as having such an impairment, i.e., an
employer’s perception of a disability would be covered. Guarantees equal access to jobs for those with
disabilities. Includes mental and emotional disabilities, along
with physical disabilities. How to deal with individuals with such disabilities
(EEOC Guidelines, May, 1997).
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Mental Health Parity Act of 1996 Employers with 50+ employees
must provide mental health coverage equal to physical coverage.
Does NOT include coverage for substance abuse or chemical dependency.
Note: This law lapsed after September, 2001.
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Executive Directive by President Clinton Requires equal coverage (parity) for
mental health benefits for those covered by the Federal Employees Health Benefits Program: Federal employees Their dependents Federal retirees
Also covers substance abuse treatment. Took effect on January 1, 2001.
Source: http://www.opm.gov/insure/health/parity/qanda.htm
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Why These Three Federal Actions? To require employers to pay
attention to mental health issues.
To urge/force employers to carefully manage and address such problems.
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EAP Approach to Resolving Employee Personal Problems
Basis of the EAP approach: Work is very important to people. Work performance can help
identify an employee’s personal problems.
Employees can be motivated to seek help.
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Characteristics of the EAP Approach Problem is defined in terms of
job performance, rather than in clinical terms.
Supervisors monitor employees to identify changes in workplace behavior that indicate potential problems.
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Behavior Problems Indicating Possible Substance Abuse Absenteeism On-the-job absences High accident rate Poor job performance Changes in personal habits Poor relationships with co-workers
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Constructive Confrontation In this approach, a supervisor:
monitors performance. confronts employee on poor
performance. coaches to improve performance. urges use of EAP’s counseling service. Emphasizes the consequences of
continued poor performance.
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The Typical EAP Clear policies, procedures, and
responsibilities concerning health and personal problems on the job.
Employee education campaigns. Supervisory training program. Clinical services (In- or out-of-
house). Follow-up monitoring.
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Effectiveness of EAPs Effectiveness is “generally
accepted.” Estimated 50% - 85% effectiveness
rate. Estimated savings of $2 - $20 per
dollar invested in EAP. However: Much EAP evaluation is
subjective, and strongly criticized.
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EAPs and the HRD Professional EAPs are often housed within the HRD
area of the organization. HRD must determine:
Costs vs. benefits of the program in dollars. Whether it’s cheaper to replace an
individual than to successfully treat that person.
Healthcare organizations are increasingly involved in EAPs (behavioral healthcare management).
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Stress Management Interventions “Any activity, program, or
opportunity initiated by an organization, which focuses on reducing work-related stressors….”
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What is Stress? Some environmental force
affecting the individual (a stressor). Individual’s response to the
stressor. Interaction between individual and
the stressor. Individuals react in different ways
to stress.
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Organizational Stressors Factors intrinsic to the job Organizational structure and
control Rewards systems Human resource systems Leadership
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Stress Management Interventions Educationally-Oriented
Interventions Sources or stress, how it feels, how to
avoid it, how to cope with it. Skill-Acquisition Interventions
Provides new ways to manage stress such as:
Time management training Assertiveness training
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A Model of SMIs See Figure 11-1. Focuses on the individual. Helps the individual cope. Perhaps more focus should be
placed on stressors from the work environment.
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Effectiveness of SMIs Research hasn’t been rigorous
enough to measure effectiveness accurately.
Well-conducted research demonstrates some success.
More research is needed.
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Guidance for SMIs Look for specific issues. Assess and analyze apparent problems. Look for specific and focused solutions. Look at strategic intervention:
Is problem throughout the organization, or is it localized?
Ensure evaluation and timely feedback.
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Employee Wellness and Health Promotion Wellness is more than the absence
of disease. Promotes physical fitness and
other non-stress issues: Obesity Smoking
Helps control healthcare costs.
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Three Levels of Fitness and Wellness Programs Level 1: Primarily educational
without interventions. Level 2: Seeks to bring about
direct change: Supervised exercise, fitness
centers, etc. Level 3: Institutionalized
wellness.
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Ten Dimensions of Work Site Wellness – 1• Constructive wellness policy• Wellness screening• Working with community
resources• Employee referrals to
professionals• Menu-approach to health-
improvement
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Ten Dimensions of Work Site Wellness – 2• Outreach and follow-up counseling• Plant-wide wellness events• Work-site policies and systems• On-going evaluation of wellness
process• Periodic evaluation of cost-benefits
of wellness programs
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Exercise and Fitness Interventions• Most popular interventions.• Even modest exercise helps
prevent disease.• Research shows effectiveness.• Problem: Getting those who would
benefit the most to exercise.
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Smoking Cessation Programs• Smoking: Most publicized health risk.• Cost per smoking employee: $2,853
per year more than non-smokers.• Measuring effectiveness:
• Quit rate• Percentage of smokers in program
• Cost Benefit: $8 saved for $1 spent.
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Nutrition and Weight Control• Obesity: 20% or more over “ideal”
weight.• Over 25% of Americans are obese.• Obesity causes hypertension,
musculoskeletal problems, high blood sugar and cholesterol levels.
• Competition helps program effectiveness.
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Control of Hypertension• Hypertension: Blood pressure greater
than 140/90 repeatedly over time.• Greater incidence of heart disease and
stroke.• Control through, exercise, weight loss,
medication, stress reduction and low salt diet
• Benefit: $1.89 - $2.72 reduction in health claims per dollar spent on program.
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Issues in Employee Counseling• Effectiveness of programs• Legal issues• Who is responsible for counseling?• Ethical issues• Unintended negative outcomes
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Effectiveness of Counseling• Determine organizational demographics• Determine expected participation rates• Estimate startup and maintenance costs• Implement test and tracking system• Measure pre- and post-program • Analyze results for users and non-users• Do present and future cost-benefit analyses
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Legal Issues• Using counseling programs to
comply with legislation may increase liability to lawsuits:• Must be equally available to all• Erroneous assessments are made
• Injuries in wellness/fitness programs can lead to lawsuits.
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Responsibility for Employee Counseling• HRD Professionals?• Supervisors?• Unions?• Management?• Individuals?• What are your thoughts?
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Ethical Issues• Confidentiality:
• Records should be held in strictest confidence, and kept separate from the employee’s regular personnel file.
• Release only with specific employee permission.
• Nature of Participation:• Mandatory versus voluntary
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Question• Should participation be mandatory
or voluntary?• Why?
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Potential Unintended Negative Outcomes• Increased worker’s compensation costs.• Employee scheduling problems,
increased fatigue, lower performance.• Increased healthcare unit costs as
usage decreases.• Reduced turnover reduces promotion
opportunities and causes payroll cost increase.
• Conflicts at work over smoking bans.
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Closing Thoughts• EAPs show that companies care.• HRD professionals have the
skills and expertise to provide EAP information.
• Promoting employee health and well-being can contributes positively to an organization’s bottom line.
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Summary• Employee well-being affects ability,
availability, and readiness to perform a job.
• Employee counseling encompasses a lot of areas.
• It is an HRD function that:• Ensures that employees are now effective
contributors to the organization, and that they will continue to be in the future.
• Needs professionals who are qualified to deal with the difficult issues involved with this topic.