Eyes Wide Open: Hold Managed Care Accountable in 2014!

Managed care companies are under siege financially. Their profits are down. There will be consolidation this year in 2014 and you will potentially see them cut back, cheapen, and/or provide fewer services. They'll be less helpful in going above and beyond the call of duty, and you may see lousier service than ever so they can save money. Learn more about what's ahead from the experts in the managed care industry  from this update and recording that follows. Most importantly, hold managed care faux-EAPs. http://sas-origin.onstreammedia.com/origin/worldconference/Podcast/ZW14500_Mercurio_Carl_Interview.mp3

EAPs: Counseling While Rome Burns

I am always fascinated by EA professionals and what interests them. Over the past 13 years of blogging on EAP and behavioral exposures to financial loss in the workplace, clinical topics always get top views. Codependency, emotional intelligence in the workplace, relationships with the supervisor, depression, and stress management--they're all big attention-getters. Less so with issues affecting the survivability of the EAP field. This is puzzling to me. These issues include increasing EAP utilization, marketing EAPs, tightening up and enhancing relationships with management, and the one I think is the tippy-top issue --- demonstrating cost-benefit and how to prove the cost of troubled employees. These topics link to the survivability of the EAP field. And let me say that an obscure international EAP research study being conducted Sweden or Swiss researches is never going to produce the sea change needed for this field to relive its heyday. To that end, here is last week's WorkExcel E-Newsletter story which screams for EAPs  to pay attention to it. Get "into" proving your worth and confront faux-EAPs Know how to discuss cost-benefit and return on investment before the CFO comes knocking on your door.

Calculating the Cost of a Troubled Employee

http://www.tlnt.com/2014/01/07/calculating-the-costs-of-a-bad-or-under-performing-employee/

EAPs: How to Create An "End of Session" Health Tips Pitch

Three Health Tips To Conclude
Any Employee-Client Counseling Session

First of all... Happy New Year.

What three health tips would you offer an employee while walking him or her to the door following a meeting in your office to discuss a personal problem? Employee assistance programs, consider the following:

Whether you meet with an employee who is depressed, anxious, worried, traumatized, victimized, upset with a boss, or simply disgruntled, I bet you say at the end of the meeting, "Thanks John for coming in, and take care of yourself, ok?..."

These last 60 seconds often conclude with a handshake and well wishes, but they are an excellent time to insert healthful advice that will be remembered.

Taking a few minutes to develop a small, health tips "pitch" that you can deliver in the final moments. You'll benefit your client-employee and help the organization at the same time.

When I saw this article in Inc. Magazine, I thought about
all the times I've said good-bye to a client, but only offered a general statement of support when I could have amended the remaining seconds with some cool sticky tips.

Check it out. I think you will agree that the end of any counseling session includes an opportunity for a good-bye pitch and these few health tips below are the ones to include. (I'm a great believer in short, bite-sized help.)

 From the Inc. magazine article include: 1) don't skip breakfast; 2) eat a healthy 4 p.m. snack; and, 3) get enough sleep.

Why these three things? Any why not, "get some exercise?"....

See the article and consider how you can further support your client, while helping the organization's productivity at the same time...what an EAP is all about.

Three Health Habits that Drive Success.

When Organizational Development Specialists Become "Professional Counselor"

EA professionals who also provide organizational development (OD) consulting may be able to practice both professions equally well, but OD staff are not in the position to play the role of an employee assistance professional. The problem is that many do.  This is a risk issue for organizations. An OD staffer cannot counsel employees and promise confidentiality any more than a janitor. I have seen organizations where employees visit with OD staffers instead of the EAP. OD staff can increase risk for organizations when they attempt to resolve organizational, communication, or morale problems that have their roots in clinical or psychiatric problems. Organizations should take steps to examine the role other experts in the organization play, and be clear with these professionals regarding the scope of their duties and areas of expertise. OD specialists who derive personal meaning and job satisfaction from the counseling role with employee employees will create risk for organizations and the employees they seek to help.

Managing EAP Clients in Treatment

If you've recently admitted a client to some sort of addiction treatment program, there are few "touch points" you need to keep in mind. Understanding these touch points will allow you to achieve more treatment success with EAP clients and "score more points" with the value of your program for saving lives. It's nice when you can prove in black and white that you're saving lives with your EAP. After admitting a patient to treatment, you can count on resistance raising its ugly head after detox or without about a week of admission. This dynamic is fueled by the patient feeling better, comparing out of the disease, and a desire to drink again with assurance that the client can do it on his own.

Touch points:

1. Generally these points require updates and motivational assessments from the addiction treatment counselor: Admission, after detox, middle of intermediate care, discharge, starting day of aftercare, completion of aftercare, and any point within the next year where follow-up program discovers that the patient has moved below the four-day-per week participation in Alcoholics Anonymous.
2. You should be notified 24/7 with regard to the patient's thoughts and ruminations related to leaving AMA (Against Medical Advice)-- both AMA Ideation and actual AMA. When a patient begins talking about leaving against medical advice, a series of intervention steps occurs. Unfortunately most addition treatment program do not understand dynamics of motivation and leverage and therefore each employee from nurse, counselor, volunteer, doctor, or even the janitor  may take a crack at re-motivating the patient to stay. Unfortunately, each of these attempts reinforces the decision to leave. The first person to make an attempt at re-motivating the EAP client should be you. You can communicate leverage from the employer--generally assurance that the employee will be fired if he or she leaves treatment (we are assuming a formal referral to the EAP with a last chance agreement was involved in this sort of admission). If you are called last instead of first, the patient will have already practiced their "pitch" to leave and your job of convincing them to stay will be made more difficult. Use this EAP Handout Tip Sheet for following clients post discharge from your EAP office.

EAPs: Claim the High Ground on Helping Supervisors Learn Mentoring and Coaching Skills

Inc. Magazine had some interesting news recently that EAPs may want to pay attention to.

Research reported in the Harvard Business Review shows that the most likely reason employees leave their employers isn't money, it's a lack of coaching, mentorship, and training. I smell EAP opportunity here.

Can Employee Assistance Programming figure successfully into these problems and become a cost-benefiting financial solution to many the most expensive human resource problem organization's face?

Figure this one out, and you may endear yourself to the host organization big time rather than look like managed care bait come next budget cycle. Start with metrics and find out the turnover rate now. Then come up with your strategy for change.

Consider this pathway to expanding the value-added worth of your EAP. Take your EAP skills and abilities, and establish soft skills training directly related to relationship building, communication, coaching, mentorship, and helping supervisors bond effectively and listen aggressively to what there employees need. You have the experience to imagine an outline and pathway to growing these capabilities for supervisory and leadership staff.

Training (the third problem above) will always be hurdle because it is a time and resource issue, but the other two issues from this study are about relationships, bonding, listening, communication, listening, and other soft skills that EAPs are naturally better prepared to deliver to organizations. You're likely to increase supervisory referrals as a result--a nice pay off for better relationships and helping supervisors.

Who is offering mentor training and coaching training in organizations? It's time to claim the high ground. This is off the behavioral health care radar and their business model will never touch these problems.



Step #1: Gather information on turnover and figure the cost for your host organization. Step #2) In your annual behavioral risk mapping report that I have encouraged in past posts, present your arguments for adding these tow curriculum opportunities. Justify the cost. Two years later, measure impact.

Don't forget to present a paper at EAPA. You'll fill the room. Also try a SHRM conference. Those folks don't even know what an EAP is anymore.

http://www.inc.com/the-build-network/how-to-keep-your-young-talented-employees-from-leaving.html

EAPs: Getting Back to Basics with Supervisor Referrals

If you're a new HR professional, or even an recent recruit to the EAP profession, you may not know that EAPs had their origins in supervisor use of such programs as proactive management tools. Self-referrals evolved over time, only after EAPs became "broadbrush" beyond occupational alcoholism intervention forte. Unfortunately, the focus on self-referrals has overtaken the importance of supervisor referrals in the marketing of EAPs by managed care/behavioral health delivery models. And serious increases in risk have followed.

To reduce risk in your organization and dispose of this handicap, start understanding both the history of EAPs and their risk management, behavioral intervention purpose.

Typically, managed care will promote a 3-4% utilization rate. This is abysmal. It should be 9-16%.
It's all about how much training and relationship-building the EAP does with supervisors and key managers. Self-referrals are easy, but at-risk employees are hard to get through the doors of an EAP. But this where the payoff comes. It takes good supervisor training to reduce risk associated with these employees.

To get started on the right foot and conduct training that boosts your EAP utilization with more supervisors referrals, visit the Comprehensive EAP Supervisor Training Program and preview the entire product, FREE.