Securing the future of the EAP

We are living in a time when EAPs have never been more important for the mental health, productivity and performance of employees.

EAPs needed to adapt through the challenges of the pandemic, and now, with limited NHS mental health services and increased demand due to the cost-of-living crisis and the growing complexity of needs, our sector is being asked to find yet another gear.  

At the same time, EAP providers are increasingly expected to compete on price. Customers want to see ‘value’. But what does that mean for an area like mental health? What happens to the quality of services, relationships and most importantly clinical outcomes?

In 2024, the EAP sector urgently needs to be clear on what an EAP actually is, in terms of standards and types of support we provide. The mental health of employees and the UK workforce as a whole is too important for EAPs to become diluted into a low-cost offering to suit mass markets. EAP providers need to keep their identity and reputation as a high quality and high impact service: a valued partner at the centre of organisational wellbeing.

So how do we talk about the evolution of EAPs to the market without suggesting that we’re broken? How do we demonstrate the growth of additional services, the unrealistic pricing, the challenges around counsellor resource, and importantly, how do we show the opportunities for the EAP sector?

After Easter, UK EAPA will publish a report called ‘Securing the future of the EAP’. The aim of the report is to raise awareness of where we are as a sector, how EAPs have changed, and how we can best work together to make sure EAPs evolve in the right ways for the future. Most of all, it’s a way of starting conversations within the sector and with employers around what we can do together to meet shared aims and aspirations around employee mental health.

The report asks the questions that customers, providers and users all want to ask, and provides new thinking from a number of industry experts including Dame Carol Black and Sir Cary Cooper. The interviews, carried out by our partner, the PR Practice, led to insights from contributors into a range of pressing issues for the industry, including:

• The reliance on digital offerings
• Increasing levels of service usage and referrals for counselling
• Unrealistic pricing
• New providers and competition
• A lack of counsellor resources
• Encouraging early intervention and prevention
• Being smarter on demonstrating financial returns
• Required standards for the growth of digital and AI delivery
• And the urgent need for greater collaboration.

A central question is how UK EAPA — as a guardian of standards — ensure EAPs don’t lose their way. This is particularly important at a time when increased awareness of mental health has accelerated the trend towards more people looking for support, more complex and ongoing issues, and reduced access to counselling through the NHS.

And with more and more providers adding so many different features to their offering, simply as a means of differentiating their service to ‘win’ contracts, how do we ensure the focus remains clinically led data, service validity and clinical outcomes? Interestingly, providers reported more pressure from employers to deliver services designed to support neurodiverse staff, and the children of employees.

Evidence from contributors to the report suggests that contracts are increasingly being won on price, meaning providers are being forced by competition to reduce their prices, even though their services are seeing higher levels of usage. As board member Eugene Farrell says: “In any other business, when there is high acceptance of value and demand you get price increases. Partly because of the financial environment for employers, along with new entrants and increased competition in the sector, there are now tiny margins and contracts that are loss leaders.”

This is an unsustainable trend. As a sector, we have a responsibility, on behalf of our colleagues, our clinicians and most importantly our clients to remain profitable without compromising on the safety of those we are employed to support. Our focus must be on the quality and appropriateness of our services, not that we can do it cheaper than our competitors. Not doing this simply means an accelerated race to the bottom. We all have a responsibility to educate those buying our service around the core elements and expected outcomes of an EAP provision.

In the report, Sir Cary Cooper asks the question: “Is the UK training enough counsellors? and do we have enough well trained and skilled counsellors to meet the demands, and are these demands burning out many of them?” The sector is seeing more competition for trained counsellors, and a higher turnover as counsellors look to diversify, retire or reduce their work commitments. In that way, we are no different to many sectors.

But there are opportunities for our market. EAP providers are in a key and often unique position when it comes to working with employers to shape and implement strategies for organisational wellbeing. Their data, insights and expertise help organisations to identify underlying sources of workplace stress. There is a shared view among EAP providers that there needs to be more partnership with employers, a specific focus on needs and how they change and evolve over time — a shift from offering a general menu of services to acting more like a wellbeing consultancy, setting objectives and providing expertise to target and address issues.

With growth, comes the importance of an organisation like UK EAPA in helping members ensure high standards through the changes and evolution of our sector; particularly with the rise in demand around digital and AI delivery. By the end of 2024, for example, we hope to have taken every accredited provider through the UK EAPA accreditation scheme. This is critical in distinguishing what constitutes a high quality and trustworthy EAP provider. At the same time, there needs to be ongoing development in terms of the wider appreciation and understanding of the market and employer needs: what makes a ‘good’ EAP throughout the 2020s.

Karl Bennett, Chair, UK EAPA

EAPA UK File on 4 Statement

As the representative body for the industry, EAPA UK is very concerned by the allegations made by the BBC Radio 4 ‘File on 4’ programme on Tuesday 12 March 2024 regarding an Employee Assistance Programme provider who is a registered member.

In particular, the impact allegations of this kind may have in terms of the reputation of EAP services as a whole — the essential services that provide hugely valuable support, every day, to 21 million employees in the UK.

We take any complaints about our members very seriously. We are liaising with the BBC programme-makers in order to have a full picture of the evidence and the nature of each and every claim being made. In the light of this, we will be undertaking a review of the allegations in order to establish the details of the situation, and to consider what actions we need to take.

EAPA member organisations have processes for dealing with complaints, and any organisation or individual who believes they have not been provided with the expected support from an EAP should contact their EAP provider. Complaints or concerns can also be sent in confidence to EAPA UK, info@eapa.org.uk

Legal firms eye personal injury claims for work stress

According to Claims.co.uk, the most stressful industries to work in are health and social work (with a reported 3,530 stress-related illnesses per 100,000 workers in a single year); followed by security roles (3,260 per 100,000), education (2,720), professional and science/technology jobs (2,310 stress) and the finance (2,140).

The ‘personal injury experts’ looked at data on self-reported stress illnesses from the Health and Safety Executive (HSE) from March 2022 to March 2023, to uncover the UK’s ‘stress landscape’.

Big claims

The report authors highlight the common misconception that employees can only make a claim for compensation based on physical injuries: “If you’ve experienced stress at work, seeking advice from a legal professional is recommended for the best course of action.”

Advice is given to employees on what to do when considering making a claim for personal injury caused by workplace stress. This includes: pinpointing the causes of stress (such as excessive workloads, and a lack of employer support); keeping a daily record of stress triggers; keeping track of GP appointments; and making sure there is a record of how conversations have been initiated with employers to discuss concerns and potential resolutions.

Managing stress

EAPA UK chair, Karl Bennett said: “Work can be stressful, in whatever sector. It’s part of the deal in the sense that it goes along with having a role with responsibility, objectives and targets, and a need to work alongside other people with different personalities and agendas. Stress is a positive thing in terms of being part of a natural cycle of motivation, challenge and reward.

“With so much close attention being paid to stress and mental health in workplaces, organisations need to make sure they are monitoring cases of stress — something they can do via EAP data — and paying attention to root causes around work role design and workplace relationships etc. This awareness needs to be backed up by concerted action on how to prevent everyday stress turning into mental health concerns, and again, this is where the professional expertise of an EAP partner is crucial.”

Time to Talk Day highlights how UK workers still put on a ‘brave face’

Around 68% of UK employees said they felt the need to put a brave face when asked about their mental health, according to a survey among 5,000 people. When asked how they were feeling, 37% said they tended to just to rely on the stock phrase “Good thanks, and you?”, as a way to deflect the question.

The research was carried out to mark the tenth anniversary of Time to Talk Day, a nationwide campaign to encourage millions more conversations about mental health across workplaces, homes, schools and wider communities, run by Mind and Rethink Mental Illness in partnership with the Co-op.

Reasons to be brave

Half of the employees said they didn’t speak up about mental wellbeing worries because of ‘bigger things’ going on in the world and not wanting to be a ‘burden’. More than 30% thought that other people didn’t really want to know anyway. 27% feared they would be judged negatively.

The biggest impact on employee mental health was found to be the cost of living crisis (55%), followed by the pressures from work and the workplace (35%).

Come together

EAPA UK chair, Karl Bennett said: “No-one should be expected to talk about their personal concerns around mental health anytime they’re asked how they’re feeling. Obviously it has to be the right time, the right place — and with the right person. But when is that? That’s the real issue here.

“The sooner employees have that honest, open conversation about their mental health worries, the sooner they can start dealing with the symptoms and the underlying issues — and avoid a slide into much worse mental illness, requiring long-term support and treatment. EAPs are always there to provide that all-important ‘right moment’, with independent expertise that puts employees onto the best path to a healthier outlook.”

UK EAPA Annual General Meeting 2024

The 25th Annual General Meeting of UK Employee Assistance Professionals Association will be held on Tuesday 12^th March 2024 at 5pm.

The AGM will take place at The Health and Wellbeing Conference, Gallery 16-18, NEC Birmingham and online via Teams.

Please register to attend by email to info@eapa.org.uk and indicate whether you will be attending in person or online. 

Nominations are now open for UK EAPA Officer and Board members.

The Officer role of Secretary is available for a 2-year term.

There are three Board roles available this year and anyone seeking election will need to choose if they are standing for a 2-year term position or 1-year term position.

Members may nominate themselves by submitting the Nominations Form and Board Member Commitment Form to info@eapa.org.uk. Only one person employed by or representing any organisation can become an Officer or Board Member.

Nominations must be received by 5pm on 27^th February 2024.

Revealed: how mental health offerings are now crucial to recruitment

The annual Workforce Attitudes towards Mental Health survey for 2023 involved more than 1,000 UK employees and 107 CEOs from across a range of sectors.

While 86% of employers see mental health benefits as crucial for recruitment and attracting new talent, not all companies taking part in the survey offered them. 86% of employers recognise the critical role mental health benefits play in attracting new talent. 95% of HR leaders said they plan to increase their investment in ‘social issues’ such as mental health in the coming year.

HR (92%), CEOs (92%), and employees (89%) share the view that companies need to step up in order to better support their employees. Of the mental health benefits offered, most employees valued 24/7 access.

Stress drivers

70% of employees said they had felt a sense of dread at work multiple times a month during 2023. The most common causes were personal finances (28%), poor work/life balance (26%), and poor management (25%).

The research also highlighted how HR professionals appear to be worst affected. 50% said they experience feelings of dread around work, once a week or more frequently. Absenteeism, turnover, burnout, depression and anxiety aer claimed to be highest in HR when compared to other departments.

“In light of the data and the wealth of other statistics showing the increased toll of mental health challenges in the workplace, it’s clear that employers are reassessing EAP needs,” said Headspace. “With employees facing heightened health and wellbeing challenges since the pandemic, there’s a growing call for employers to develop more accessible and engaging paths to EAP and close the gap between reported concerns and current utilisation.”

Come together

EAPA UK chair, Karl Bennett said: “There’s no doubt that the need for EAP services is growing. Which means it’s increasingly important that employers and EAP providers work in partnership to understand the specific needs of a workforce, where preventative interventions can be used to avoid so many people reaching the ‘crisis’ stage, and working out the most effective and tailored package of services: digital, human and specialist offerings.”

Does time on personal smartphones reduce stress at work?

A study by researchers at the University of Galway’s Business School has pointed to the advantages of turning a blind eye to staff using their personal smartphones at work.

Moderate amounts of time spent dealing with personal issues, around family or other arrangements, were found to have no real impact on performance levels. At the same time, employees felt less stressed and believed they had a better work/life balance.

Phone home

The research explored the situation within a particular company where smartphones had previously been banned — because they were considered too much of a distraction and a health and safety risk — except for among the senior management.

Employees were observed over the course of a year. They reported a large reduction in conflicts between work routines and demands and their personal lives; they felt more in charge of personal communications and messaging, leading to less feelings of being overwhelmed at home — and that it improved relations with partners.

Feeding the habit

EAPA UK chair, Karl Bennett said: “It’s no surprise that access to smartphones lowers stress levels. If smartphones have become a kind of drug in people’s lives, then letting people have more regular doses through the day is going to have that effect. Whether it’s healthy in general is another question entirely.

“The findings here are really just another example of why organisations need to be clear about boundaries. Otherwise, allowing more time on personal smartphone matters at work just means more blurring of work and home, and other signal that people have to do the same during out of work hours. “Clarity is so important for encouraging good mental health: when people might be able to use tech on personal things at work, and the very particular occasions when they might be expected to respond to work matters at home.”

Is ‘burnout’ a badge of honour?

The Cigna 2023 Vitality Study has claimed that 98% of male employees from Generation Z are currently experiencing at least one symptom of burnout; 89% of Millennials and 81% of Generation X.

Around half of the men from the Millennial and Generation Z groups believe their organisation is more interested in productivity than supporting their mental health and wellbeing. ’Always on’ working and presenteeism was found to be common. 87% of Generation Z workers said they had continued to work while unwell.

Burnout dilemma

In response to the figures, mental health campaigners have pointed to the threats from burnout — the risks to men’s mental health over time, and especially those in middle and senior management positions who see themselves as needing to set an example of resilience, as well as being concerned about the impact of admitting any kind of vulnerability on their career.

If more men are willing to acknowledge they might be suffering from burnout, or at least at risk of being negatively impacted by stress and pressure, then it’s a starting point for re-thinking how they are working and building in more time for ‘time out’ and balance.

Busy glamour

EAPA UK chair, Karl Bennett said: “For decades, long hours working in some professions has come with a certain glamour. If you’re always working, always running from one meeting and one call to another, it’s a signal of success, of a dynamic career.

“Even with the new attention being paid to workplace wellbeing, this can still be the case. Which is why it’s important for HR to be wary of claims around burnout. In some instances, claiming to be burnt out can be a badge of honour, something fashionable, or at least something assumed.

“What’s important is that people have the chance to talk through their experiences and their symptoms with an independent professional; they are thinking through a practical response and not make any assumptions about what’s happening to them and potential problems. In other words not encouraging a self-fulfilling cycle of poor mental wellbeing.”

Why are employees still working on Christmas Day?

A survey by People Management among 1,500 HR professionals has concluded that 66% frequently work during their time off, with the ‘always on’ culture even leading to people working on Christmas Day.

On average, staff on annual leave end up working two and a half hours each day (according to Forbes research). Around a quarter take their work laptop and phone on holiday. One in five said they have worked while on holiday, whether they were in the UK or overseas; with 11% admitting to working on Christmas Day when they were meant to be on holiday.

A working state-of-mind

A digital culture and its blurring of boundaries of time and place, means checking devices and messaging (including those from work) are part of everyday life.

But the rise of hybrid work as the norm has had an effect. In the study, 28% of hybrid and remote workers felt they were expected to do more work while on holiday compared to office workers. And this was backed up by another finding that 64% of hybrid and remote workers worked outside of their expected hours, compared to 44% of office-based workers. 

The biggest reason was said to be because of a sense of responsibility to always reply, not to leave messages unanswered. 18% said it led to feelings of stress, that they were “missing something”.

Sharing the switch-off

EAPA UK chair, Karl Bennett said: “Except for essential workers and people who choose to work, Christmas should be sacrosanct as a holiday; a centuries old time for celebration and rest — a modern form of hibernation. “HR need to be keep aware of how digital devices have changed routines and also attitudes and feelings of responsibility and guilt. There need to be clear policies that set clear boundaries around a what is expected; managers need to set examples. They both need to think about why employees might feel they need to work in the first place.”

Mental health epidemic just keeps on growing in 2023

Figures from the Health & Safety Executive’s research among 27,000 UK households point to increasing rates of self-reported and work-related stress, depression and anxiety — the most common cause of work-related ill-health.

875,000 workers were reported to have suffered from the conditions in 2022/23 — a higher rate than in the same research in 2018/2019, before the impact of the Covid-19 pandemic. 338,000 of those were suffering from a new case of stress, depression or anxiety. The HSE has said that mental ill-health led to 17.1 million lost working days in the past year.

Younger generations struggle

In another new and related study, the Health Foundation found that the past 10 years have seen a 58% increase in the number of employees with a ‘work-limiting’ health condition (from 2.4 million people in 2013 to 3.7 million, or 12% of the working population, in 2023. The biggest growth has come from younger workers in the 16-34 age group, where numbers have doubled from 5.3% reporting a work-limiting condition to 10.4%.

Significantly, mental health conditions have been the biggest driver in the change. The proportion of younger people with mental wellbeing concerns has grown from just 1% to 3.8%.

Designed for life?

EAPA UK chair, Karl Bennett said: “With the return to more normal ways of working after the additional shocks and stresses of the Covid-19 period, there should have been a ‘halo’ effect. A collective sigh of relief, renewed enthusiasm for work and work routines. Instead levels of reported mental ill-health cases keep on rising.

“HR need to look at the basics. There’s no doubt that work has changed in the wake of the pandemic: more remote an hybrid working, fewer social activities, more pressure on returning to high levels of performance and productivity. Combined, of course, with worries around the more uncertain world we live in.

“That means paying attention to employee experience and making sure there is a balance, that roles are designed for real lives, with reasonable demands and targets, routines include plenty of opportunities for social interaction, where there is always a sense of control and belonging. “This needs to be backed up with real support for wellbeing as part of the culture — particularly when it comes to early recognition and prevention around stress, anxiety and depression.”