Expert view: how to get the most from EAPs and strengthen wellbeing support for staff

The real value of an employee assistance programme (EAP) is in how it’s used and promoted. As the latest figures from REBA’s Employee Wellbeing Research confirm, an EAP has become an essential part of organisational support with 93.6% of employers offering such a service. The key questions are whether employees are using them.

Through its research with industry members, the Employee Assistance Professionals Association (EAPA) has seen how a greater focus on mental health in the workplace has been accompanied by growing demand for EAP support.

The most common uses of an EAP are for depression (57%) and coping with family events (56%). Workplace issues, such as difficulties with line managers (20%), workplace restructure (15%) and bullying (6%), are less often reported.

EAPA has commissioned the Institute for Employment Studies to develop the UK’s first EAP return on investment (ROI) calculator to provide organisations with evidence on the returns that an EAP can provide. This will take into account usage but also absenteeism and presenteeism data, both of which are factored into the algorithms used in the ROI calculator.

With easy 24/7 access to an EAP at no cost to employees, it’s little surprise there has been an overall increase in utilisation levels and, in particular, in the demand for telephone and face-to-face counselling. It is interesting though that some of the larger employers are moving back to on-site counselling support with counsellors being available weekly, and in some cases, daily in the workplace.

In order to make the most of an EAP, employers need to have a clear wellbeing strategy that addresses both physical and mental wellbeing. An EAP can form part of that strategy. Management information can provide insight into specific mental health issues and be analysed alongside other wellbeing data. From that analysis, targeted and specific support, training and other initiatives can be developed.

It is also vital that managers are trained to understand mental health issues and how best to support or handle sometimes tricky situations. Managerial consultancy can be a service offered within an EAP, allowing line managers to speak to an external professional about their specific issues, whether this be about managing others, dealing with a sudden death or a specific mental health issue. Data shows that this type of coaching service is underutilised in most EAP programmes. However, experience shows that when managers make a call asking for advice it can be very empowering.

An EAP isn’t just a resource for dealing with a crisis. It can be on hand to support more routine activities too, such as the running of wellbeing campaigns that highlight particular health issues. Employers can ask if their EAP provider has promotional materials they can use to boost the health messages they are trying to get across.

Services will continue to evolve as Generations Y and Z demand more instant access to services through smartphones, text and video. The use of mental health apps is increasing and it’s likely these will be a core part of future EAPs, monitoring areas such as mood, risk and cognition, and providing data on employee mental health and performance that can inform future wellbeing programmes.

Eugene Farrell, Head of the UK Employee Assistance Professionals Association (EAPA) and Mental Health Lead, AXA PPP healthcare.