The C Suite, EAP and Organizational Mental Health
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How Managers Make a Difference in Organizational Health EAP in the C Suite: Influencing Organizational Health. The productivity of any organization is dependent on a number of factors: leadership, teamwork, engagement, morale, as well as employee well-being. The EAP, while concentrating on employee mental health and wellness, has the opportunity to link directly into adjacent areas. Why is it problematic? Not only do most organizations fear scrutiny, and change, but employees are mindful that the confidential EAP is there for the employees and their dependents, not so much the employer. They know the EAP is not a vehicle for rants or critiques of the organization, and above all else they are keen not to breach EAP confidentiality. So how does one square this circle? Reaching beyond the traditional bounds of EAP requires imagination, courage, and a desire for change in organizational culture. Working closely with the Executive team or the Human Resource department, which is always committed to better engage staff and management, the EAP can provide certain baseline information to guide the engagement process. Without compromising confidentiality, the keystone of any EAP, the EAP can at intake or follow up, add in generic quality of workplace, engagement, and job satisfaction questions, where aggregated data to ensure confidentiality, would complement other data gathering processes. In this way the EAP could serve as a thermometer of corporate health and wellness. Problematic areas could be defined in more detail with a larger employee sample, and further engagement processes with staff developed. Through staff focus groups, interviews or other engagement sessions, the EAP could lead the charge about broadening the EAP from simply being a mental health and wellness program for employees to a broader mandate. Traditional EAP clinical usage data, when married to organizational mental health data manifested in a myriad of files relating to critical incidents, lost time accidents, disability claims, prescription drug usage, employee satisfaction survey data, and other employer files, can yield a wealth of knowledge about how to improved employee and corporate health and wellness, along with the bottom line.
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The C Suite, EAP and Organizational Mental Health
- 1. APRIL 24, 2014 11:00AM – 12:30PM EASNA INSTITUTE CLEARWATER CHRIS HYLTON, MA TWITTER @HYLTONYYC FACEBOOK.COM/PAGES/CGHYLTON LISA HARDY, CORPCARE EAP EAP in the C Suite: Influencing Organizational Health
- 2. Disclaimer 2 The information presented to you today is considered to be general best practices for organizations across Canada. The information is not intended to provide legal counsel or legal advice.
- 3. Learning objectives How to create a culture of communication between EAP, Human Resources, and Corporate Leaders How to maximize the value of EAP sessions in a culture of cutbacks and commodification Tools to help EAP providers become leaders in Corporate Health 3
- 4. This is your show 4 Any burning issues we could weave into our presentation today please?
- 5. Is There a Disconnect between C-Suite and EAP / Employees 5
- 6. Focus Differs 6 Execs EAP Shareholder value Ee coach ROI / Productivity Ee mental health Budgets Ee personal goals Staffing numbers Ee emotion, stressors, happiness
- 7. What color do you think the C Suite says a polar bear’s skin is? 7
- 8. What colour does the EAP and EE say the polar bear’s skin actually? 8 Any ideas? Polar bears have black skin under which there is a layer of fat that can measure 4.5 inches (11.5 centimeters) thick. On land (or on top of the sea ice) the polar bear's thick fur coat—not its fat—prevents nearly any heat loss.
- 10. Keys to communication 10 Collaboration Strategic planning Meaningful data Custom services
- 11. Collaboration 11 Open the door for communication with C-Suite and HR Listen to the needs and concerns of the organization
- 12. Strategic planning 12 Be a meaningful part of the organization’s strategic plan as it relates to corporate health Engagement Innovation Management
- 13. Meaningful data 13 Demonstrate effectiveness Direct relationship with areas of concern within the organization Direct relationship with organizational goals and objectives
- 14. Custom services 14 “For things to change, first I must change.” Supporting the C-Suite as they learn how their own influence impacts the behaviour of employees and the health of the organization Offer custom services designed specifically for the C-Suite Audience innovation: What custom services do you think would appeal to the C-Suite?
- 15. 15 Maximize the value of EAP
- 16. Employee health is organizational health 16 Show Execs the link between healthy employees and healthy companies Key attributes of healthy organizations are: wellness understanding and mitigating risks adaptability clearly understood and communicated policies
- 17. Employee Wellness? 17 Health starts with healthy behaviors Disease starts with unhealthy behaviours Did you notice the spelling of behaviours?
- 18. We were not born with Chronic Diseases High Blood Pressure Type 2 Diabetes High Cholesterol COPD Lung Cancer Respiratory Disease Cancer of Pancreas, Bladder, Kidney Colon Cancer Breast Cancer Prostate Cancer Cancer of mouth, pharynx, larynx, esophagus, liver Heart Disease Mental Disorders Overweight/ Obesity Tobacco Smoking Unhealthy Diet Physical Inactivity Alcohol Consumption Musculoskeletal Renal Disease Source: Ontario Ministry of Health and Long-term Care CG Hylton 18
- 19. EAP Can Maximize impact 19 Organization identified areas of concerns Eg. areas of employee health that have greatest impact on organizational health Audience innovation: Share your ideas and experiences in maximizing impact in consideration of these two key areas of focus.
- 20. EAP as a source of information 20 Employee surveys Confidential! Compile data Make it compelling and relevant Make the connection C-Suite Employees
- 21. 21 Tools to reach the C Suite re corporate health
- 22. Tools 22 Focus groups with C-Suite and managers across the organization Employee interviews Engagement sessions
- 23. Focus groups 23 Conduct focus groups with the C-Suite, Human Resources, and management from across the organization Ask the right questions to get the right information Engagement questions Exploration questions Exit questions
- 25. Engagement sessions 25 Engagement is a hot topic in Human Resources right now and it is a great niche where EAP providers can expand their services Two types of engagement sessions Sessions that address the identified barriers to improving employee engagement Sessions that provide universal strategies proven to help increase overall engagement across a wide variety of organizations
- 26. Wells Fargo 26 Employee Assistance Consulting Name change inherently suggests increased communication and partnership Has become an invited and welcomed guest at influential tables within the company Effective collaboration that gives them the opportunity to provide leadership and organizational influence
- 27. Wells Fargo 27 Strategic partnership with Human Resources Business Partners Services designed with the organization in mind Formal service groups Collaboration with benefits providers
- 28. Wells Fargo 28 EAC as employees EAC as communicators EAC as a service provider
- 29. Workshop Takeaway – Five E’s of Excellence in Workplace Mental Health 29 Evaluate – current workplace mental health issues Educate – managers about mental health, how to recognize early signs and symptoms Engage – C suite and staff in building organizational capacity for psychological healthy and safe work environments Eliminate – mental health risk factors Enhance – organizational effectiveness employee engagement in mental health and wellness
- 30. Thank you! Please contact us 30 www.hylton.ca 800-449-5866 chris@hylton.ca lisa@corpcareeap.com
- 31. About CG Hylton 31 EAP in Canada Benefits HR consulting Engagement strategies HR policy review Employee wellness Employer of choice review
- 32. Let’s get social! 32 Facebook facebook.com/pages/cghylton Twitter @HyltonYYC Google + plus.google.com/u/0/109237546846077340442/posts YouTube youtube.com/user/CGHylton LinkedIn ca.linkedin.com/in/cghylton
Notes de l'éditeur
- Source: www.polarbearsinternational.org/about-polar-bears/essentials/fur-and-skin accessed from the internet Feb 23, 2015
- -Share tips/techniques you’ve had success with when dealing with the C-Suite (anecdote would be good here) Closure of Grace Hospital in Calgary, 3 warring groups, Nurses, Docs, Admin, all not talking to one another, all trying to survive, no one knew what the future held. Ran Group Counselling Sessions, over three weeks, very effective. Parties started talking again, organization came alive again.
- Within the existing framework of the organization, become a strategic partner to help the C-Suite and HR achieve organization wellness goals Example: at Caterpillar, safety is a large component of how they measure corporate health; the director of their EAP program trained his staff and vendors to incorporate a safety focus into the services and initiatives they provide Begin to offer tools and strategies to help with the organization’s goals for employee engagement; Innovation is a key component to any strategic plan; arrive at the table prepared to offer solutions, ideas, and strategies designed specifically to propel the organization towards their goals Do not just offer the same solutions over and over again; get creative! Be a part of the management of the strategic plan; be available to help, support, and direct initiatives as required; stay active in the day to day and overall management of the plan
- Data can help with overall engagement and enhanced communication between EAP, C-Suite, and HR because it provides objective insight into what is working well and what areas require additional attention or improvement Using a combination of data and narrative reports, EAP providers can demonstrate how programs and services have/or could have impacted overall corporate health Can use data to compare organizational health to industry standards and performance over the past few years
- The health of an organization and its ability to improve often starts with the people sitting in the C-Suite so EAP providers need to have services that appeal directly to this demographic Getting buy-in from leaders is important in implementing successful EAP programs and initiatives but it is even more impactful if the leaders engage in various program components and authentically model the desired behaviours Custom services demonstrate an EAP provider’s commitment to innovation; shows that they are dedicated to finding solutions for the organization and not looking to force the organization into a cookie cutter solution Ask the audience what custom services they think would be appealing to the C-Suite
- Rick Csiernik, King’s University College at Western University amazing research about to be published Chestnut Global Partners… they have the WOS - Workplace Outcome Suite which more and more EAPs at least here in the states as well as some international folks are using. It is the first screening tool that seems to be taking hold in the EAP world…. with stats to build on in terms of places for EAPs to collaborate with in the corporate world…. An estimated 200 million workdays are lost each year due to mental health-related disorders, costing employers upwards of $17 to $44 billion. Today there is both a critical need and new opportunities for workplace mental health support services. Learn how your work organization or EAP can increase the use of online and mobile platforms to improve workplace mental health. Screening for Mental Health’s WorlplaceResponse invites you to join us for an engaging webinar on technology and workplace wellness. EAP and workplace wellness consultant, Bernie McCann, PhD, CEAP will discuss: Ø How online tools, mobile applications, and social media are suitable to engage employees in wellness programs; Ø How integrating these technology platforms into EAP and wellness program outreach has potential to improve productivity and health outcomes; and Ø Real-world examples of work organizations and EAPs that have successfully used online technology to increase their outreach and utilization of services create a healthier workforce. Bernie McCann, Ph.D., CEAP- With over 25 years of experience in Employee Assistance and related workplace wellness programs, Dr. McCann has assisted hundreds of employers in developing, implementing and evaluating strategies to maximize human resources and healthy workplaces. Bernie is a Certified Employee Assistance Practitioner, published author, university lecturer, workplace consultant and trainer.
- Show organizations the link between healthy organizations and healthy employees The above listed attributes of healthy organizations can be directly and positively impacted by EAP programs Attributes of a healthy organization from http://smallbusiness.chron.com/top-10-characteristics-healthy-organization-20452.html
- This is a fun and somewhat scary slide that illustrates what we are seeing today in the health of Canadians. What we know is that chronic disease is on the rise. We also know that close to 70% of the chronic diseases such as heart disease, strokes, arthritis, and some forms of cancer share common health risk factors and conditions. Some of these health risks include physical inactivity, unhealthy diet, tobacco use, and alcohol consumption. These risks increase the chance of chronic conditions such as High Blood Pressure, Type 2 Diabetes, high cholesterol, mental illness…if left unmanaged, this turns into a chronic debilitating disabilities. The good news is that health problems like I have described are among the most preventable. More Canadian employers are seeing the value and opportunity to try to influence employee lifestyle health behaviours which in turn can potentially help the employee’s health, their productivity as well as contain the costs associated with chronic diseases. http://www.health.gov.on.ca/english/providers/program/cdpm/pdf/framework_full.pdf
- It is the EAPs responsibility to ensure that services are designed to deliver maximum impact for the client Easiest way to maximize impact is by focusing on two key areas The identified organizational areas of concern Areas of employee health that have the greatest impact on organizational health
- Support overall organizational health by using traditional EAP as a source of credible baseline information to guide overall initiatives At intake, discharge, and other appropriate opportunities have a tool to assess the employee’s overall workplace experience, level of engagement, morale, job satisfaction, and other factors that are meaningful and of interest to the C-Suite Ensure the surveys are confidential; increase employee comfort levels by explaining how the data is used anonymously and the benefits of the information to the overall employee experience within the organization If the EAP provider has done their job, the data should be inherently interesting to the C-Suite since it is directly tied into identified organizational areas of concern and the strategic plan Find ways to make it compelling, relevant, and interesting to the C-Suite (know your audience!) Make the connection for both the C-Suite and employees about how EAP has helped to impact the overall health of the organization and the benefits C-Suite is always interested in the ROI Show employees how their feedback has influenced programs and services being offered as well as other positive changes within the organization
- The time has come for EAP providers to grow beyond the traditional services being offered and start participating in organizational health initiatives To continue to grow and have an impact, EAP providers must bridge the gap between focusing exclusively on employee health and start addressing organizational health EAP providers are in a unique position to do so as they are at arm’s length from the organization and can be more objective while still understanding the organizational culture and concerns
- Use a skilled facilitator to ensure that the focus group remains. . . Focused! Don’t allow these sessions to become a debate, a problem solving session, or a venting session Engagement questions give the facilitator a chance to introduce the topics and find out more about the participant’s comfort level with the topic Exploration questions are where the facilitator will really be able to find out what concerns the C-Suite has and which things are really “keeping them up at night” Exit questions provide a final opportunity for participants to voice concerns and bring up additional issues that the group did not have the opportunity to discuss This can be a valuable source of information that lets the facilitator know what other topics merit an additional focus group
- Audience participation: Obtaining authentic employee feedback is critical to the success of EAP providers within an organization BUT how can EAP providers do this without compromising confidentiality? What strategies have worked for you and your organization?
- EAP providers need to be talking with the C-Suite and Human Resources about employee engagement and these providers need to be equipped with tools and strategies to help increase and maintain employee engagement. One tool that more EAP providers need to add to their tool kit is leading two specific types of effective engagement sessions Sessions designed specifically to address identified barriers to improved employee engagement 1. The identified barriers may be something that is outlined in the strategic plan or issues that have been identified through the regular compilation and interpretation of data Identified barriers may be issues that the organization has already defined or issues that the EAP provider has brought to the attention of the organization 2. Sessions with universal strategies proven to help increase overall employee engagement within organizations
- Case study in full can be found in Attridge, Mark;, Herlihy, Patricia and Maiden, Paul, eds. (2005). Integration of Employee Assistance, Work/Family and Wellness Programs. New York: Haworth Publications Innovative program that has rebranded as an Employee Assistance Consulting service, as opposed to an Employee Assistance Provider Incorporates traditional EAP program elements and enhances services by providing specialized consultations to corporate partners, business group customers, and employees Has become a welcome guest at many influential tables and has close working relationships with executives across the organization including all levels of management, Human Resources, Legal, Disability Management, Risk Management, Benefits, Security, and Learning and Development Able to have influence on a wide range of issues including threat assessment and management, business incident management, workplace trauma, health and productivity, organizational and employee effectiveness Moved focus off traditional EAP assessment and short term problem solving initiatives and became a true business consultation practice with a long term vision
- No longer referred to as a third party provider, EAC became housed under the Wells Fargo umbrella of Corporate Human Resources This strategic partnership allows EAC to be recognized as a central organizational function that supports both individual employees and overall business performance Seen as an ongoing contributor, not an accessory service accessed only in times of need Also trained a line of business consultants that partner directly with Human Resources consultants and other key executives within each of Wells Fargo’s major business divisions Have stopped offering cookie cutter programs and services and now operates under the premise that EAPs must be structured in a way that is reflective of the organization it is serving Example: the EAC has staff available in all time zones that Wells Fargo has staff and they are available on demand Created formal service groups that function as research and development groups around EAC products Areas they address include workplace safety and workplace trauma, threat assessment and management, quality assurance, and vendor management with certain treatment providers EAC was invited to participate in the decision making process for additional mental health and substance abuse benefits This collaboration resulted in a medical plan that had a single point of access with one behavioural health vendor for all employees, regardless of their specific health plan enrollment With EAC as a primary contact for accessing mental health and substance abuse benefits, they are in a desirable position to screen for workplace issues (such as workplace safety) at the initial time of contact Have been able to do this while maintaining confidentiality
- EAC at Wells Fargo wear many hats The EAC consultants are actually Wells Fargo employees which provides them with the unique opportunity to truly understand the organization’s culture, goals, and directives This facilitates building relationships EAC is in a better position to develop programs and services that seamlessly reflect the language, culture, and style of Wells Fargo Despite being employees, the EAC is still able to maintain highest possible levels of confidentiality EAC produces a wide range of educational material and ensures it is readily available on a dedicated Wells Fargo website Host online communities to foster additional connection and support between employees at Wells Fargo EAC is a service provider that still provides traditional EAP programs and services The difference is that the EAC works to ensure that the traditional services are still organizationally congruent and that they continue to align with the company’s business strategy and goals
- Source: Adapted from CMHA workshop Where Mental Health and the Workplace Intersect: An employers’ guide for healthy workplaces Most employers know that a mentally health workforce is linked to lower medical costs, as well as less absenteeism and presenteeism (reduced productivity while at work). And, most employers know that mentally unhealthy workforce is associated with increased loss of productivity. What you may not know, however, is how to get from A to B: How to change a mentally unhealthy workplace – or a marginally healthy one – to healthy workplace. Where to start? Join CMHA – Calgary Region and Potential Place as we host this important workshop in partnership with the Calgary Chamber of Commerce, aimed at corporate social responsibility and the continuum of care in supporting workplace mental health – building socially supportive work environments for employees working through mental health challenges.