"Crises are my best sales tool," agrees Tisone. "But, unfortunately, by the time the situation reaches that crisis point, it's probably too late" for PPC or any provider to offer a quick fix for the floundering worker. It is much better for all concerned -- and, says Tisone, more economical -- to take action at the first inkling of trouble. Witness the case of Savings and Loan Data Corp. of Cincinnati -- one of PPC's EAP clients.
In 1978, the company, a $14-million, 55-employee business servicing computers for savings and loan operations in 11 states, changed hands. It was sold by its parent, the regional branch of the Federal Home Loan Bank Board, to the bank board's member financial institutions. The office was moved 20 miles down the road, and people who once worked side by side were now separated -- some staying with the government, others heading into what seemed to be a tenuous new venture. Suddenly, some employees were showing signs of slackening their efforts, and others were putting in too many work hours. Neither response proved productive.
President Stephen E. Clear realized he would have a "sinking ship" to contend with if he didn't find "some sort of release, some kind of safety valve" through which employees could deal with their stress. He settled on an EAP, and in the first year, more than 20% of the work force availed themselves of its services. All but a handful referred themselves voluntarily. The improvement in morale was immediately palpable -- and it remains so, despite the fact that the company now has twice the number of employees, and the segment of the work force seeking counseling has fallen back to a more normal 10.5%. There have been steady reductions in turnover, and employee surveys regularly give the company's working atmosphere high marks -- both indications, Clear says, that having an EAP pays
Tisone, however, says the credit belongs with Clear and his supervisors. Successful EAPs, he explains, are the direct result of a managerial environment that removes the stigma from revealing problems and makes counseling both acceptable and accessible. They should start with procedural matters: Tisone and most EAP providers recommend that a written policy be developed to define the company's commitment to the program and to the psychological well-being of its workers. Employees should be assured of confidentiality through promises of minimal record-keeping -- all paperwork dealing with diagnoses, for example, should be anonymous, and should be kept separate from the personnel jacket, if not off-site. Employees should then be encouraged to make maximum use of the program's services by making counseling appointments easy to schedule and keep, and by promoting the program both inhouse and through letters sent to the employee's home.
Another requirement for a successful EAP is a company health-care policy that is ample enough to cover at least a portion of any long-term counseling referrals not covered by the EAP contract. In these days of escalating health-care costs, such a move requires a strong commitment to the EAP. But many providers say that is exactly the demonstration of support that inspires employee confidence in the program, encourages its use, and prevents the overuse of more-expensive health-care options. No employee is going to want to get help, they point out, if it appears that obtaining the counseling could pose a financial hardship.
But Tisone says many EAP providers will avoid referring employees to other professionals and will make every effort to resolve an employee's problems within the three to seven free counseling sessions most programs offer. "Once the problem is referred out, there's usually not the tight case management there should be, and problems tend to drag on too long," he says.
Training is also important. Tisone and other EAP providers recommend that all employees be briefed on the finer points of the program and that such gatherings be followed by several hours of supervisory training for all managers -- from CEO to department heads. Particular attention should be paid, Tisone says, to teaching supervisors how to recognize problems that can be addressed by the EAP, and how to confront the employee with the referral. That means dealing with the one thing that any supervisor can judge better than a PhD can -- job performance. Referrals should be made only according to that yardstick, and when it comes time to confront an employee, that should be the only matter up for discussion. To make accusations or armchair diagnoses is to court a discrimination lawsuit.
But a company can hit all of these marks perfectly and still not be able to ensure the success of its EAP, Tisone says, and when that happens, attitude is once again to blame. "If management doesn't recognize and destigmatize the problems that exist within the company, the problems will stay buried and become crises waiting to happen. The CEO has to demonstrate an active interest in the EAP and be perceived as a supporter of it. Ignoring the problems won't make then go away."
Clear agrees. "To say your company is clean and pure may be self-comforting, and I know several CEOs in my peer group who don't think that providing what they call a shrink service is the role of business. But I'm convinced that attitudes like that won't get you through the '80s. You're going to need all the tools -- and an EAP is a tool that I know works." He pauses to laugh. "Let me put it this way: If my competitors never use an EAP, it'll be fine with me. I'll be in business longer than they will."
