2. 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 Conference Atlanta, Georgia October 16, 2008

3. Thank You Sponsors

4. Longitudinal Study Comparisons “ No, Thursday ’ s out. How about never — is never good for you? ”

5. Max’s video

6. Current Trends in Each Field

7. 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)

8. Timeline 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

9. Timeline 1990-Present Managed Mental Healthcare 1990 Alliance for Work/ Life Progress 1996 Proliferation of Corporate Wellness Programs 1995 2000 Push for Stronger Measures of Efficacy 2004 Work Life Merges with Benefits (AWLP) Present Spiraling Health Care Costs

10. Variations in Delivery Models Employee EAP Work/Life Wellness

11. Evolution 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)

12. 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

13. 1993 Rationale for Practice Models

14. Industry’s Responding (1993)

15. Industries Responding (2008)

16. 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.

17. 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

18. Changes in Integration over Time

19. Views of the World of EAP Work/Life & Wellness Programming End Users / Employees EAP Work/Life Wellness

20. 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

21. Sample 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

22. Unions 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

23. Status 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

24. Variations 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

25. Models 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

26. 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

27. Reseach 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

28. Barriers 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

29. Factors 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

30. Paradoxes  “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

31. Research 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

32. The End!

33. Research 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

34. One Size Does Not Fit All!!! Major Lesson Learned