1. Employee Counseling and Wellness Services

2. Presented By: Ashutosh Sharma 6 Ankita Natal 12 Ravi Anand 18
Name Roll No.
Ashutosh Sharma 6
Ankita Natal
Ravi Anand
Rohan Charly 24
Rose
Abha
Shashank Shekhar 66
Pallav
Pratik Colamba 60
Divya Varghes 69
Vishal Kumar
Pritee S-2
Priyanka Priya S-5
Divya Varghese 69

3. 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?

4. 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

5. 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

6. 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

7. Overview of Counseling Programs
1. Problem Identification
2. Education
3. Counseling
4. Referral
5. Treatment
6. Follow-up

8. Problem Identification
1. Screening device
2. Absenteeism records
3. Supervisor’s observations
4. Referral
5. Voluntary participation

9. Education Pamphlets Videos Lectures Unsolicited Television Radio
Other media

10. 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

11. Referral
Directing employee to appropriate resources for assistance – e.g.,
Physician
Substance abuse treatment center
Marriage counselor
Alcoholics Anonymous (AA)
Other options (clergy)

12. Treatment The actual intervention to solve the problem – e.g.,
1. Group therapy
2. Medications
3. Individual therapy
4. Psychological therapy

13. 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

14. 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

15. Who Provides Employee Counseling?
Depends on the organization and organizational culture
Can be done using:
Corporate resources (In-house)
Outside resources (Out-of-house)

16. In-House Efforts Advantages: 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

17. 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

18. Characteristics of Effective Programs
1. Top management support
2. Clear policies and procedures
3. Cooperation with unions and employee groups
4. A range of care:
Referral to community resources
Follow-up

19. Characteristics of Effective Programs
5. Policy of guaranteed confidentiality
6. Maintenance of records for program evaluation
7. Health insurance benefit coverage for services
8. Family education

20. EMPLOYEE ASSISTANCE PROGRAMS
Employee Assistance Programs (EAPs) are employee benefits programs offered by many employers, typically in conjunction with a health insurance plan. EAPs are intended to help employees deal with personal problems that might adversely impact their work performance, health, and well-being. EAPs generally include assessment, short-term counseling and referral services for employees and their household members.

21. PURPOSE
The purpose of an Employee Assistance Program (EAP) is to improve the psychological health of your employees. It will help your staff develop coping skills and accept a greater degree of personal responsibility. It will help them resolve their individual, marital, family and job performance problems. As a result, their productivity and attendance will improve.

22. FEATURES
Direct Access: Employees call the psychologist's office directly.
Quick Response: The first counselling session occurs within a few days, and a crisis is dealt with immediately.
Professional: Counsellors have their Doctorate degree in clinical psychology, and are experts in human behaviour.
Confidentiality: The employer never knows who uses the service.
Off-Site: Counselling takes place at the Psychologist's office.
Direct Treatment: Referrals are made only when the patient requires another specialist or long-term care.
Appropriate Coverage: 24 hours a day hot-line with offices in towns and cities in which employees are located

23. Employees and their household members may use EAPs to help manage issues in their work and personal lives. EAP counsellors typically provide assessment, support, and, if needed, referrals to additional resources. The issues for which EAPs provide support vary, but examples include:
Substance abuse
Safe working environment
Emotional distress
Major life events, including births, accidents and deaths
Health care concerns
Financial or legal concerns
Family/personal relationship issues
Work relationship issues
Concerns about aging parents

24. SUBSTANCE ABUSE
Substance abuse refers to the harmful or hazardous use of psychoactive substances, including alcohol and illicit drugs. Psychoactive substance use can lead to dependence syndrome - a cluster of behavioural, cognitive, and physiological phenomena that develop after repeated substance use and that typically include a strong desire to take the drug, difficulties in controlling its use, persisting in its use despite harmful consequences, a higher priority given to drug use than to other activities and obligations, increased tolerance, and sometimes a physical withdrawal state.

25. People abuse substances such as drugs, alcohol, and tobacco for varied and complicated reasons, but it is clear that our society pays a significant cost. The toll for this abuse can be seen in our hospitals and emergency departments through direct damage to health by substance abuse and its link to physical trauma. Jails and prisons tally daily the strong connection between crime and drug dependence and abuse. Although use of some drugs such as cocaine has declined, use of other drugs such as heroin and "club drugs" has increased. 

26. Behavior Patterns That Could Indicate A Potential Substance Abuse Problem
Absenteeism
On-The-Job Absences
High Accident Rates
Job Performance Issues
Poor Relationships with coworkers

27. MENTAL HEALTH
The World Health Organization defines mental health as "a state of well-being in which the individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to his or her community". Mental health describes either a level of cognitive or emotional well-being or an absence of a mental disorder.

28. MENTAL HEALTH ISSUES Individual adjustment problems External factors
Divorce and marital problems
Depression and suicide attempts
Difficulties with family or children
Legal and financial problems

29. CONCEPTUAL FRAMEWORK FOR EMPLOYEE ASSISTANCE PROGRAMS
EAPs are based on the premise that work is very important to people, the work itself is not the cause of the employee’s problem. Consequently, the workplace can be a means to get people help.
The supervisor plays a key role in getting help for the employee. Often, however, the supervisor denies the problem and even enables the troubled employee to continue the problem behavior. The supervisor is critical in confrontational process with the troubled employee. Therefore, education is necessary to eliminate the supervisor’s tendency to enable the employee by denying the problem.

30. Information about the employee’s job performance is extremely important in diagnosis and treatment. It can be used to measure and track whether treatment is successful.
Workplace peers and union stewards are very important, however they too can deny the problem and enable the employee to continue the behavior. Teaching them to confront and consequently break the denial barrier is an important element.
Job leverage is the key ingredient in helping an employee. The counselor must be able to use this in conjunction with supervisor.
EAPs concentrate on job performance issues. They are not intended to be medical programs.

31. Cost – effectiveness is an important consideration and must be addressed with upper management.
The EAP professional’s knowledge about addiction is paramount. Every EAP should be staffed by licensed professional s who are familiar with addictions and other employee personal problem.

32. EFFECTIVENESS OF EAPs Effectiveness is “generally accepted”
Estimated 50% to 85% effectiveness rate
Estimated savings of $2 to $20 per dollar invested in EAP
However, much EAP evaluation is subjective, and strongly criticized

33. 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 monetary terms
Whether it’s cheaper to replace an individual than to successfully treat that person
Healthcare organizations are increasingly involved in EAPs (behavioral healthcare management)

34. WHAT IS STRESS ?
Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with our continually changing environment.
SOURCES OF STRESS:
1) internal
2) external

35. THE ALARM REACTION Increased gland activity
Increased heart beat and respiration
Elevated blood pressure
Body poised for action
Insomnia
FIGHT OR FLIGHT REACTION

36. COMPONENTS OF STRESS Stressor
Psychological or physical response to stressor
Interaction between the stressor and the individual’s response

37. TYPES OF STRESSORS
Physical
Social
Psychological

38. ORGANIZATIONAL STRESSORS
Factors intrinsic to job
Organizational structure and control
Reward systems
Human resource systems
Leaderships

40. SMIs
Stress management interventions or programs are defined as “any activity, program or opportunity initiated by an organization, which focuses on reducing the presence of work – related stressors or an assisting individuals to minimize the negative outcomes of exposures to these stressors”

41. TYPES OF SMIs
Educational
Skill- acquisition oriented

42. EFFECTIVENESS OF SMIs Look for specific issues with employees
Assessment
Specific and focused solutions
Strategic interventions
Evaluation and feedback

43. EMPLOYEE WELLNESS AND HEALTH PROMOTION PROGRAMS
Employee wellness programs (EWPs) or Health Promotion Programs (HPPs) are made up of activities that ensure employee health and fitness.
Wellness is more than mere absence of disease.
These Programs attempt to encourage individuals to adopt lifestyle that maximize overall well-being.

44. Three Levels of Fitness and Wellness Programs
O’Donnell describes three levels at which fitness and wellness programs can be implemented.
Level 1 – primarily educational without interventions
Level 2 – seeks to bring about direct change:
Supervised exercise, fitness centers, etc.
Level 3 – institutionalized wellness

45. Ten Dimensions of Work Site Wellness
Heirich described 10 dimensions of worksite wellness programs:
1.Establishing a Constructive wellness policy
2. Conducting wellness screening
3.Establishing Working relationships with community resources
4. Employee referrals to treatment and health-improvement interventions.
5. Menu-approach to health improvement

46. Ten Dimensions of Work Site Wellness
6. Outreach and follow-up counseling
7. wellness events carried for entire organization.
8. Worksite policies and systems
9. Ongoing evaluation of wellness process
10. Periodic evaluation of cost-benefits of wellness programs

47. Exercise and Fitness Interventions
1. Most popular interventions
2. Even modest exercise helps prevent disease
3. Research shows effectiveness
Problem: Getting those who would benefit the most to exercise

48. Smoking Cessation Programs
Smoking: most publicized health risk
Cost per smoking employee: $2,853 per year more than nonsmokers
Measuring effectiveness:
Quit rate
Percentage of smokers in program
Cost Benefit: $8 saved for $1 spent

49. Nutrition and Weight Control
Obesity: 30% or more over one’s “ideal” weight
30% of Americans are obese; another 34% are overweight
Obesity causes hypertension, musculoskeletal problems, high blood sugar, and cholesterol levels
Competition helps program effectiveness

50. 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 to $2.72 reduction in health claims per dollar spent on program

51. Overall Effectiveness of Health and Wellness Programs
Organizations should have multiple components to their health and wellness programs
Studies and Research demonstrate reductions in sick leave, health plan costs, and worker’s compensation costs of over 25%.
Challenge :
To get more organizations to implement such inclusive wellness programs
To see that more individuals take part in them.

52. Issues in Employee Counseling
1. Effectiveness of programs
2. Legal issues
3. Who is responsible for counseling?
4. Ethical issues
5. Unintended negative outcomes

53. Effectiveness of Counseling)
Determine organizational demographics
Determine expected participation rates
Estimate start-up 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

54. 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

55. Responsibility for Employee Counseling
HRD Professionals?
Supervisors?
Unions?
Management?
Individuals?
What are your thoughts?

56. Ethical Issues Confidentiality: Nature of Participation:
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

57. Question
Should participation be mandatory or voluntary?
Why?

58. Potential Unintended Negative Outcomes
Increased worker’s compensation costs
Employee scheduling problems, increased fatigue, lower performance
Conflicts at work over smoking bans

59. 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.

60. 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

61. THANK
YOU !!