60 seconds with …. Eugene Farrell, chair of EAPA UK 

60 seconds with …. Eugene Farrell, chair of EAPA UK 

1. What do you see as the biggest challenge now facing the EAP industry?

Digitisation has accelerated really fast, added to that it seems many counsellors may not want to return to face to face entirely. The EAP world has been a bit slow to respond to digital delivery and may get behind the digital curve. We see new digital providers entering the mental health and counselling space which present an alternative to EAP. Given the low cost per capita of EAP services, there has been little investment in the infrastructure of EAP services and providers. This may be the biggest barrier to moving the digital dial on. Gen Z’s are already digital in almost everything, while Gen Xers might be a mix of digital averse and digital adopters. Both are in the workplace so we can’t switch to fully digital. Choice of entry point and interaction is going to be essential too. 

2. Where are the biggest opportunities for expanding EAP services and relationships going to come from?

The spotlight on mental health has become more intense, there has never been a better time for EAP’s to really show their value and experience in helping employees and workplaces to assist with mental health. EAP’s have been doing this since the 1980’s, the industry had a boost after the Walker 1995 case and again after Hatton-Sutherland 2002, but nothing like this. Back then stigma was still an issue, it is much less so now and EAP’s have an essential part to play in helping employers with their mental health management and strategy.

The EAP industry bring years of experience and offer a wide range of support and treatments that can really help people. We have always done reliable assessment of mental health needs with onward referral to counselling, or mental health treatments. It shouldn’t be underestimated just because it’s so reliable and done efficiently. Overall, there is a wide offering from EAP that is an essential part of any mental health and wellbeing strategy. EAP’s also bring a wealth of additional services and experience, like training, mental health awareness, resilience and stress management. There is also an explosion of first aiders that need proper supervision and support that EAP’s can provide. 

3. What’s going to be the most important next trend in employee wellbeing?

It seems to me that data is the big thing, there are many aspects to wellbeing and data is disparate, overlapping, overrepresented or just unclear. Getting reliable data that properly identifies employee health risks and outcomes, is going to be really important. Otherwise, you are just sitting looking at reports thinking “so what is this actually telling me about the wellbeing of my people?” 

4. What should be the main priorities for EAPA in the coming years?

We need to set really high clinical and delivery standards to ensure that employees get real help when they need it. We are unique in having standards for providers, and this should be a huge comfort to organisational purchasers. But at this time, they are not well understood, so we need to work harder on that. Getting the standards verified is another challenge, we are working to resolve that right now.

5. What’s the most rewarding part of your job?

I truly believe we do good things to help people when they are in need, distress or crisis.

6. What’s your next big project at home?

We have two flat roof’s that need replacing, should I have ago or get a professional? I am pretty good at most things and with new rubber membranes I am tempted to do it myself. It might be sort of therapeutic doing a manual task, or it could turn into a nightmare where I need help.