You can be an expert on a subject and stumble over your tongue trying to explain some simple concept if you are under pressure or caught off guard. It happens to all of us. For example, can you explain in seconds the difference between misuse and abuse of drugs? I am sure you know the difference, but unless you have a rehearsed and prepared script in mind, you may back up a few times as you try to clarify the difference. It's at these special times that a handout comes in handy.
I found a great handout that discusses the difference between misuse and abuse of drugs. It was emailed to me by one of my article sources at the U.S. Food and Drug Administration. There's no copyright, so you print and copy this handout and use it in trainings. It would be a good for supervisor training in workplace substance abuse or employee drug and alcohol awareness, for that matter.
http://www.fda.gov/downloads/ForConsumers/ConsumerUpdates/UCM220434.pdf
Have you previewed for free the two hour DOT alcohol and drug training web course available from WorkExcel.com? Email me here and I will send you the temporary link that launches the course. This web course has pop up handouts, test questions, a certificate of completion, feedback on wrong answers--the whole nine yards. And it's in sound. Click here to ask me to send it -- Dan, send me that free course link on Reasonable Suspicion
Friday, July 30, 2010
Thursday, July 22, 2010
Presidential Memorandum has Linkages to EAP Relevance Big Time
Employee Assistance Programs are proven tools for reducing costs associated with injuries and absenteeism, and on Tuesday, a renewed opportunity for effective EAPs presented itself -- a memorandum issued by President Barack Obama.
What to do: There will be administrative efforts to monitor and encourage the goals of this memorandum, and staff positions will be created to implement and coordinate the implementation of the mandates in this memorandum. Consider discovering who these personalities are are, get on their email lists, mailng list, and find opportunities to issue press releases in your community, talk to the media, and reinforce the EAP message associated with the goals of this legislation. If you do not, EAPs will miss this opportunity for a place at the table. EAPA should establish a liaison collateral duty to confer with the Department of Labor on this initiative.
========================
The White House
Office of the Press Secretary
For Immediate Release July 19, 2010
Presidential Memorandum--The Presidential POWER Initiative: Protecting Our Workers and Ensuring Reemployment
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
SUBJECT: The Presidential POWER Initiative: Protecting Our Workers and Ensuring Reemployment
Each year Federal civilian employees are injured or fall ill on the job in significant numbers. Although the Federal Government has made progress in reducing workplace injuries and illnesses in recent years, its workers (excluding those employed by the U.S. Postal Service) still filed more than 79,000 new claims and received over $1.6 billion in workers' compensation payments in fiscal year 2009. Many of these work-related injuries and illnesses are preventable, and executive departments and agencies can and should do even more to improve workplace safety and health, reduce the financial burden of injury on taxpayers, and relieve unnecessary suffering by workers and their families.
Therefore, I am establishing a 4-year Protecting Our Workers and Ensuring Reemployment (POWER) Initiative, covering fiscal years 2011 through 2014. The POWER Initiative will extend prior workplace safety and health efforts of the Federal Government by setting more aggressive performance targets, encouraging the collection and analysis of data on the causes and consequences of frequent or severe injury and illness, and prioritizing safety and health management programs that have proven effective in the past.
Under the POWER Initiative, each executive department and agency will be expected to improve its performance in seven areas
(i) reducing total injury and illness case rates;
(ii) reducing lost time injury and illness case rates;
(iii) analyzing lost time injury and illness data;
(iv) increasing the timely filing of workers' compensation claims;
(v) increasing the timely filing of wage-loss claims;
(vi) reducing lost production day rates; and
(vii) speeding employees' return to work in cases of serious injury or illness.
Executive departments and agencies (except the U.S. Postal Service) shall coordinate with the Department of Labor's Occupational Safety and Health Administration and Office of Workers' Compensation Programs to establish performance targets in each category. The Secretary of Labor shall lead the POWER Initiative by measuring both Government-wide and agency-level performance and reporting to me annually.
Each executive department and agency shall bear its own costs for participating in the POWER Initiative, and nothing in this memorandum shall be construed to impair or otherwise affect the authority granted by law to an executive department or agency, or the head thereof.
This memorandum is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
The Secretary of Labor is authorized and directed to publish this memorandum in the Federal Register.
BARACK OBAMA
What to do: There will be administrative efforts to monitor and encourage the goals of this memorandum, and staff positions will be created to implement and coordinate the implementation of the mandates in this memorandum. Consider discovering who these personalities are are, get on their email lists, mailng list, and find opportunities to issue press releases in your community, talk to the media, and reinforce the EAP message associated with the goals of this legislation. If you do not, EAPs will miss this opportunity for a place at the table. EAPA should establish a liaison collateral duty to confer with the Department of Labor on this initiative.
========================
The White House
Office of the Press Secretary
For Immediate Release July 19, 2010
Presidential Memorandum--The Presidential POWER Initiative: Protecting Our Workers and Ensuring Reemployment
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
SUBJECT: The Presidential POWER Initiative: Protecting Our Workers and Ensuring Reemployment
Each year Federal civilian employees are injured or fall ill on the job in significant numbers. Although the Federal Government has made progress in reducing workplace injuries and illnesses in recent years, its workers (excluding those employed by the U.S. Postal Service) still filed more than 79,000 new claims and received over $1.6 billion in workers' compensation payments in fiscal year 2009. Many of these work-related injuries and illnesses are preventable, and executive departments and agencies can and should do even more to improve workplace safety and health, reduce the financial burden of injury on taxpayers, and relieve unnecessary suffering by workers and their families.
Therefore, I am establishing a 4-year Protecting Our Workers and Ensuring Reemployment (POWER) Initiative, covering fiscal years 2011 through 2014. The POWER Initiative will extend prior workplace safety and health efforts of the Federal Government by setting more aggressive performance targets, encouraging the collection and analysis of data on the causes and consequences of frequent or severe injury and illness, and prioritizing safety and health management programs that have proven effective in the past.
Under the POWER Initiative, each executive department and agency will be expected to improve its performance in seven areas
(i) reducing total injury and illness case rates;
(ii) reducing lost time injury and illness case rates;
(iii) analyzing lost time injury and illness data;
(iv) increasing the timely filing of workers' compensation claims;
(v) increasing the timely filing of wage-loss claims;
(vi) reducing lost production day rates; and
(vii) speeding employees' return to work in cases of serious injury or illness.
Executive departments and agencies (except the U.S. Postal Service) shall coordinate with the Department of Labor's Occupational Safety and Health Administration and Office of Workers' Compensation Programs to establish performance targets in each category. The Secretary of Labor shall lead the POWER Initiative by measuring both Government-wide and agency-level performance and reporting to me annually.
Each executive department and agency shall bear its own costs for participating in the POWER Initiative, and nothing in this memorandum shall be construed to impair or otherwise affect the authority granted by law to an executive department or agency, or the head thereof.
This memorandum is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
The Secretary of Labor is authorized and directed to publish this memorandum in the Federal Register.
BARACK OBAMA
Thursday, June 3, 2010
Is Behavioral Health Cost Containment Really Worth A Diminished EAP Model?
When I hear in the national news that some employee turned violent in a horrible and tragic incident and shot coworkers, I can't help but wonder if--as the bullets flew--there wasn't in that employee's hip pocket or purse, a health insurance card and a barely visible, small type, "1-800 EAP" number printed on the back of it; a practically invisible, poorly promoted telephone helpline.
Is this sort of cost containment to prevent access to behavioral health benefits really worth it to companies? I think if they knew the real story, and had a different impresssion what risks they really face with a "DEAP" "diminished EAP", they would think twice about it.
A CT-EAP (core technology EAP) can reach out so much more, do more, and be more than what some of these benefits entities have sold or given away to America's employers. Where's the education to change all of this?
If we research the tragedies seen in the news via the Internet, would be discover that there was an EAP, but that it was a diminished model or program that appeared to have a poor promotional plan?
Of course, the next thought is whether a more effective EAP model or promotional effort would have made a difference and saved some lives with effective outreach and solid supervisory referral processes taking place in the organization.
Is health insurance "cost containment" to prevent use of behavioral health benefits, as much as possible, really worth the risk of a diminished EAP delivery model? I don't think it is.
It's simple math. Remove regular EAP promotion, visibility, and the ability to offer "high touch" access to the workforce and you will destroy top-of-mind visibility for the EAP. You will see fewer referrals, less EAP involvement in the organization, less "thinking" about how to use the EAP in new ways, and few supervisor referrals to be sure. You will get more risk to the workplace, coworkers, and the financial well-being of the organization. Only if you have worked for internal EAPs, external EAPs, and office cubicle managed care EAPs, can you truly see the enormous difference in accessibility, utilization, and risk associated with these various contrasting models.
When you get home to tonight, look on the back of your spouse or partner's insurance card. See if there is a 1-800 # to the EAP or leads to an EAP once it is called.
Then ask yourself is this EAP working? And, for whom or what?
Get information to include in your EAP Refresher Training Program here. Increase your supervisor reach and effectiveness of supervisor referral processes in your CT-EAP.
Is this sort of cost containment to prevent access to behavioral health benefits really worth it to companies? I think if they knew the real story, and had a different impresssion what risks they really face with a "DEAP" "diminished EAP", they would think twice about it.
A CT-EAP (core technology EAP) can reach out so much more, do more, and be more than what some of these benefits entities have sold or given away to America's employers. Where's the education to change all of this?
If we research the tragedies seen in the news via the Internet, would be discover that there was an EAP, but that it was a diminished model or program that appeared to have a poor promotional plan?
Of course, the next thought is whether a more effective EAP model or promotional effort would have made a difference and saved some lives with effective outreach and solid supervisory referral processes taking place in the organization.
Is health insurance "cost containment" to prevent use of behavioral health benefits, as much as possible, really worth the risk of a diminished EAP delivery model? I don't think it is.
It's simple math. Remove regular EAP promotion, visibility, and the ability to offer "high touch" access to the workforce and you will destroy top-of-mind visibility for the EAP. You will see fewer referrals, less EAP involvement in the organization, less "thinking" about how to use the EAP in new ways, and few supervisor referrals to be sure. You will get more risk to the workplace, coworkers, and the financial well-being of the organization. Only if you have worked for internal EAPs, external EAPs, and office cubicle managed care EAPs, can you truly see the enormous difference in accessibility, utilization, and risk associated with these various contrasting models.
When you get home to tonight, look on the back of your spouse or partner's insurance card. See if there is a 1-800 # to the EAP or leads to an EAP once it is called.
Then ask yourself is this EAP working? And, for whom or what?
Get information to include in your EAP Refresher Training Program here. Increase your supervisor reach and effectiveness of supervisor referral processes in your CT-EAP.
Thursday, May 27, 2010
Getting Spit On? Call the EAP!
Finally, I found an amazing and dramatic illustration of the topic I like to harp on most -- having EAPs identify and then make use of opportunities that suddenly and dramatically emerge in the workplace where the EAP solution can be applied. When EAPs do this, they grow their value and reputation, and if they are lucky enough, come in contact with major stake holders who have enormous clout. These stake holders -- property casualty insurers are one -- can elevate EAPs dramatically.
Can you guess how days the average bus driver in New York City took off last year after they were spit on by bus riding customers? The average time off was 64 days!!!!! One took off 191 days. No, these are not drivers to be disciplined for gross abuse of leave policies. They are getting paid by workers' compensation!
Amazing you say? Indeed. It's costing tens of thousands of dollars right out of the city coffers. And many of these drivers are claiming they need psychological help as a result of the pedestrian abuse they experience. Here is a link to the story.
What's the issue, and is there an EAP solution for the drivers, the public (indirectly), and the financial crisis associated with this workers' compensation nightmare? I think there is, or at least I hope you walk away from this blog with the idea that you can find untold numbers of opportunities to make yourself more useful and valued in the EAP setting. (And by the way, fear not, you won't have managed care competing with you for these classic applications of the core technology. It is off their "grid" entirely.)
Off the top of my head, the EAP should be included in a round table discussion with top management and review the data associated with these incidents. Specifically, what should be determined are patterns associated with everything from time of day these incidents occur, profiles of the spitting customers, antecedent and provocative events, worker profiles, and other variables that may point to behavioral interventions appropriate for the EAP.
For example - EAPs have skills or can closely coordinate with resources that have the skills to provide stress interventions for these cases, education on managing emotions, behavioral interface with customers, how to diffuse violence (which of course is what we are talking about when it comes to spitting). And, what about customer service? Dealing with angry and abuse customers? (see fact sheet).
How many bus drivers are depressed, alcoholic, or experience other behavioral problems exacerbated by these types of stressful incidents? What about anger management training or examining customer service issues that help employees avoid responding or provoking inappropriate behavior from people? There many more issues to examine here. Are more men than women assaulted. What's the difference? What about processing anger in groups and learning skills.
The violence of spitting on a bus driver surely is a crime. And law enforcement must play a powerful role. However, there are psycho-medical and dynamic behavioral issues at play with the larger problem, and of course, the enormous expense of workers' compensation costs demand a comprehensive attack on the problem.
The EAP is part of the solution. At least, this is much is true before I am willing to say there is not: Completely omitting any consideration of an EAP role in dealing with this problem is financially irresponsible.
Now, if the EAP is being considered at all, and no one has suggested, we need to ask why?
This problem lies at the feet of the profession. And here lies the answer to a new dawn for employee assistance programs. Am I wrong?
Can you guess how days the average bus driver in New York City took off last year after they were spit on by bus riding customers? The average time off was 64 days!!!!! One took off 191 days. No, these are not drivers to be disciplined for gross abuse of leave policies. They are getting paid by workers' compensation!
Amazing you say? Indeed. It's costing tens of thousands of dollars right out of the city coffers. And many of these drivers are claiming they need psychological help as a result of the pedestrian abuse they experience. Here is a link to the story.
What's the issue, and is there an EAP solution for the drivers, the public (indirectly), and the financial crisis associated with this workers' compensation nightmare? I think there is, or at least I hope you walk away from this blog with the idea that you can find untold numbers of opportunities to make yourself more useful and valued in the EAP setting. (And by the way, fear not, you won't have managed care competing with you for these classic applications of the core technology. It is off their "grid" entirely.)
Off the top of my head, the EAP should be included in a round table discussion with top management and review the data associated with these incidents. Specifically, what should be determined are patterns associated with everything from time of day these incidents occur, profiles of the spitting customers, antecedent and provocative events, worker profiles, and other variables that may point to behavioral interventions appropriate for the EAP.
For example - EAPs have skills or can closely coordinate with resources that have the skills to provide stress interventions for these cases, education on managing emotions, behavioral interface with customers, how to diffuse violence (which of course is what we are talking about when it comes to spitting). And, what about customer service? Dealing with angry and abuse customers? (see fact sheet).
How many bus drivers are depressed, alcoholic, or experience other behavioral problems exacerbated by these types of stressful incidents? What about anger management training or examining customer service issues that help employees avoid responding or provoking inappropriate behavior from people? There many more issues to examine here. Are more men than women assaulted. What's the difference? What about processing anger in groups and learning skills.
The violence of spitting on a bus driver surely is a crime. And law enforcement must play a powerful role. However, there are psycho-medical and dynamic behavioral issues at play with the larger problem, and of course, the enormous expense of workers' compensation costs demand a comprehensive attack on the problem.
The EAP is part of the solution. At least, this is much is true before I am willing to say there is not: Completely omitting any consideration of an EAP role in dealing with this problem is financially irresponsible.
Now, if the EAP is being considered at all, and no one has suggested, we need to ask why?
This problem lies at the feet of the profession. And here lies the answer to a new dawn for employee assistance programs. Am I wrong?
Thursday, May 20, 2010
Air Force Suicide Prevention Worked
Suicides are down and the intervention program worked. That's the conclusion of a research study just released by the University of Rochester Medical Center and published in the American Journal of Public Health. The program being proclaimed successful dropped the suicide rate by over 20%. The suicide prevention program with the U.S. Air Force began in 1994, but suicide rates were examined from the period 1981 - 2008.
Lessons from the study. To decrease the rate of suicide, the U.S. Air Force concentrated on four key components: 1) Encouraging members of the Air Force to seek help; 2) Promoting the development of coping skills; 3) Fighting the stigma associated with receiving mental health care; and 4) stressing the absence of negative career consequences for seeking and receiving treatment. The Air Force Suicide Prevention Program is included in all military training. Supervisor training is a key component of the program with leadership getting instruction in how and when to refer subordinate personnel to help. If any traumatic events, especially those related terrorism occur, they are responded to rapidly to address acute and posttraumatic stress, a known major contributing factor to the risk of suicide risk. The number of suicides prior to the study going back to 1994 were 64 in that year. The program low during the implementation period of the program was 1999 with a total of 20 suicides. (Note: There has been no reduction in the suicide rate among the general U.S. civilian population since the 1940s according to the study.)
Blog Note: Currently the U.S. Army is undergoing service wide training in an effort to reduce the suicide rate among its ranks.
Suicide prevention education module in PowerPoint, PowerPoint with sound, Flash video, and DVD, with script notes for the PowerPoint formats can be found at WorkExcel.com, Suicide Prevention Training. (Used by many federal government agencies, Fortune 500 companies, the U.S. Senate, and smaller businesses.)
Lessons from the study. To decrease the rate of suicide, the U.S. Air Force concentrated on four key components: 1) Encouraging members of the Air Force to seek help; 2) Promoting the development of coping skills; 3) Fighting the stigma associated with receiving mental health care; and 4) stressing the absence of negative career consequences for seeking and receiving treatment. The Air Force Suicide Prevention Program is included in all military training. Supervisor training is a key component of the program with leadership getting instruction in how and when to refer subordinate personnel to help. If any traumatic events, especially those related terrorism occur, they are responded to rapidly to address acute and posttraumatic stress, a known major contributing factor to the risk of suicide risk. The number of suicides prior to the study going back to 1994 were 64 in that year. The program low during the implementation period of the program was 1999 with a total of 20 suicides. (Note: There has been no reduction in the suicide rate among the general U.S. civilian population since the 1940s according to the study.)
Blog Note: Currently the U.S. Army is undergoing service wide training in an effort to reduce the suicide rate among its ranks.
Suicide prevention education module in PowerPoint, PowerPoint with sound, Flash video, and DVD, with script notes for the PowerPoint formats can be found at WorkExcel.com, Suicide Prevention Training. (Used by many federal government agencies, Fortune 500 companies, the U.S. Senate, and smaller businesses.)
Monday, May 10, 2010
EAPs to the Rescue with Workers' Compensation Fraud?
One of my favorite subjects is business insurance. I like to watch news, press releases, and blogs reporting on the many aspects of this field. As I have often opined, business insurance is a stake holder of effective, core technology employee assistance programs. The only problem is, they don't know it. That's the fault of EAPs as a group.
Insurance protects businesses and producers sell insurance. Your bridge to meet these employers and establish yourself is one of following three professionals who know a business owner best: the lawyer, the accountant, or the insurance agent. Insurance agents are your best bet because of synergies associated with the their needs, business needs, and the purpose of EAPs are nicely melded. They must all be concerned about human behavior in the workplace that leads to risk and financial loss.
Who pays for the legal bills of employees sued for sexual harassment? Who pays for the workers' compensation costs associated with sexual harassment (yes, harassed workers have often collected money for sexual harassment) and who will lose money if lawsuits come for sexual harassment? The answer is business insurers. Of course, employers pay too, if insured, through high deductibles.
There are many types of business insurance and there are many behavioral risk exposures that business insurance is designed to address. EAPs interface with many of them.
So the logic is there to team up with this group. Get started. Start in Colorado, or at least follow this legislation to see where it goes an how much influence it carries. Here's the news.
One of the insurance writers I follow is Gary Boop. He writes for "About.com". Gary reported today on a piece of legislation working its way through the Statehouse in the Colorado. The politicians there are focused on prohibiting workers compensation insurers from spying on or doing clandestine surveillance of employees injured on workers' compensation. This technique of finding employees who are stealing money from employers by faking injuries and collecting fat paychecks has been used for decades to reduce workers' compensation costs. Do you know the ramification of such legislation? They are potentially great and it means news skills and capabilities are going to be important to reducing costs. That's where you come in.
Consider this New Colorado bill H.B. 1012
What does this have to do with EAPs? I hope you see the connection, but let me spell it out clearly for you. Limitation of an employer's ability to investigate fraud means there must be some other way to find it, but even better, a renewed interest in preventing it will obviously be on the horizon.
Instead of ignoring injured employees and then seeking to discover criminal malingering to collect benefits, heading these problems off at the pass will get more scrutiny.
I predict that someday a business service will emerge that will be funded by workers' compensation insurers, and that it will play the following role. It will operate confidentially and
EAPs typically don't do these things now, but they could add these services to their continuum of activities and get enormous credit for doing so.
If you have entertained the idea of looking more at the EAP/Workers' Compensation interface, and you happen to service employees in Colorado, run don't walk, to develop your capabilities of servicing these employees with the goal of monitoring their care so they are less likely to fall prey to the temptation of malingering.
Of course, sometimes injuries are very real, except bogus injuries or injuries that were very real at the time become easy to lie about once their pain and debilitating symptoms disappear.
Any thoughts about this? See the drift?
Insurance protects businesses and producers sell insurance. Your bridge to meet these employers and establish yourself is one of following three professionals who know a business owner best: the lawyer, the accountant, or the insurance agent. Insurance agents are your best bet because of synergies associated with the their needs, business needs, and the purpose of EAPs are nicely melded. They must all be concerned about human behavior in the workplace that leads to risk and financial loss.
Who pays for the legal bills of employees sued for sexual harassment? Who pays for the workers' compensation costs associated with sexual harassment (yes, harassed workers have often collected money for sexual harassment) and who will lose money if lawsuits come for sexual harassment? The answer is business insurers. Of course, employers pay too, if insured, through high deductibles.
There are many types of business insurance and there are many behavioral risk exposures that business insurance is designed to address. EAPs interface with many of them.
So the logic is there to team up with this group. Get started. Start in Colorado, or at least follow this legislation to see where it goes an how much influence it carries. Here's the news.
One of the insurance writers I follow is Gary Boop. He writes for "About.com". Gary reported today on a piece of legislation working its way through the Statehouse in the Colorado. The politicians there are focused on prohibiting workers compensation insurers from spying on or doing clandestine surveillance of employees injured on workers' compensation. This technique of finding employees who are stealing money from employers by faking injuries and collecting fat paychecks has been used for decades to reduce workers' compensation costs. Do you know the ramification of such legislation? They are potentially great and it means news skills and capabilities are going to be important to reducing costs. That's where you come in.
Consider this New Colorado bill H.B. 1012
What does this have to do with EAPs? I hope you see the connection, but let me spell it out clearly for you. Limitation of an employer's ability to investigate fraud means there must be some other way to find it, but even better, a renewed interest in preventing it will obviously be on the horizon.
Instead of ignoring injured employees and then seeking to discover criminal malingering to collect benefits, heading these problems off at the pass will get more scrutiny.
I predict that someday a business service will emerge that will be funded by workers' compensation insurers, and that it will play the following role. It will operate confidentially and
- Meet with employees to assess the emotional impact of their injuries,
- Do a family assessment to determine likely areas of distress and conflict at risk for protracting an injury,
- Conduct an occupational alcoholism assessment,
- Help an employee remain motivated and anticipating a return to work,
- Resolve conflicts between an injured employee and the boss or coworkers back at the worksite,
- Offer support for the injured employee during the period of time they are off work,
- Offer guidance, tips, and support upon return to duty so employees experience reduced anxiety and conflict associated with return to light duty or full duty assignments.
EAPs typically don't do these things now, but they could add these services to their continuum of activities and get enormous credit for doing so.
If you have entertained the idea of looking more at the EAP/Workers' Compensation interface, and you happen to service employees in Colorado, run don't walk, to develop your capabilities of servicing these employees with the goal of monitoring their care so they are less likely to fall prey to the temptation of malingering.
Of course, sometimes injuries are very real, except bogus injuries or injuries that were very real at the time become easy to lie about once their pain and debilitating symptoms disappear.
Any thoughts about this? See the drift?
Tuesday, March 9, 2010
Resolving Coworker Conflicts - Done
Resolving coworker conflicts is something many employee assistance professionals are well skilled at doing. However, many EAPs don't advertise or promote this service. You should think about doing so to improve your worth and perceived value. Providing education on resolving coworker conflicts can increase your visibility for this service and EAP utilization, but the really good news is that such help to the organization brings with it big returns that may help you stick around. You will notice that many of the products and services at WorkExcel.com are designed to help EAPs be more valuable. For example, doing Stress Management Secrets for Supervisors was not an accident. It was produced to get EAPs closer to the decision makers.
To offer a promotional and educational tool, available in five formats, I recently created new product on Resolving Coworker Conflicts. You can see it here. Feel free to give me a call if you have any questions. This program will elevate the visibility of your EAP and reduce risk to your host organization(s.)
Are you interested in possibly cutting your newsletter expenses in half or more? FrontLine Employee newsletter can do it. In PDF format, or print as needed, it can save you money and give you a completely customizable wellness newsletter program. Learn more about it here.
To offer a promotional and educational tool, available in five formats, I recently created new product on Resolving Coworker Conflicts. You can see it here. Feel free to give me a call if you have any questions. This program will elevate the visibility of your EAP and reduce risk to your host organization(s.)
Are you interested in possibly cutting your newsletter expenses in half or more? FrontLine Employee newsletter can do it. In PDF format, or print as needed, it can save you money and give you a completely customizable wellness newsletter program. Learn more about it here.
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