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Surveying
Global EAP Trends
September 2006
Agenda
Themes and TrendsAndrew Davies, Managing Director ICAS Southern Africa
Globalizing EAP ServicesJanice Lenehan, Worldwide Director, EAP Johnson & Johnson
Discussion
Established in 1987 in the United Kingdom Extensive global experience in the field of behavioural risk management Currently operating in 18 countries spanning all continents Combining global strength with local knowledge and expertise Multinational partnerships with world class companies Covering 980 organisations and more than 1.5 million employees
ICAS Southern Africa
Established in 1999 140 employees servicing 180 organisations and 350,000 employee lives 2nd largest in the ICAS International Group Large infrastructure with extensive local and continental knowledge and
capacity Strict adherence to global standards and ethics
About the Independent Counselling & Advisory Services About the Independent Counselling & Advisory Services
The South Africa ContextThe South Africa Context
This impacts negatively on the lifestyles of individuals, resulting in high levels of stress, fear and uncertainty, heightened levels of insecurity, and dysfunction.
A culturally diverse, middle-income developing country of 50 million people
A mix of 1st and 3rd world, with a large discrepancy between rich and poor Rapid social, political and economic transformation post-1994 Increasing global competitiveness and a 4.9% economic growth rate Limited and inadequate community resources A young democracy grappling with:
• Rapid growth and radical change
• High incidence of violence, crime and trauma
• Rampant HIV/AIDS infection rate
COMPANYCOMPANY EAP EAP
Core Components of an ICAS-SA EAPCore Components of an ICAS-SA EAP
CounsellingPractical
AssistanceHIV/AIDS &
HealthTrauma
Management
Behavioural RiskManagement Audit
The South African context demands EAPs that are comprehensive and capable of addressing the complex range of issues and challenges confronting South African society.
ICAS EAP Themes and TrendsICAS EAP Themes and Trends
65,000 cases managed per year Average EAP utilisation rate: 18.7% Utilisation rates are highest in the insurance sector, lowest in the government sector:
Industry Sector Breakdown Education
Finance
Goverment
Health
Hospitality
Industrial
Insurance
Media & Technology
Not classified
Parastaltatal
Regulatory
Retail
Security
Staffing
0% 5% 10% 15% 20% 25% 30% 35%
Relationship Issues
Trauma
Legal
Loss Issues
Money Management
Stress
HIV & AIDS
Childcare
Depression
Substance Abuse
EAP Needs Analysis Ranking (n= 38,000)EAP Needs Analysis Ranking (n= 38,000)
South African employees’ ranking of critical issues that the EAP should address
Gender Utilisation
♀ ♂
Language Utilisation
Utilisation by Age
Preponderance of female users
EnglishSotho
African Languages: 54%
English: 38%
Afrikaans: 8%
31-40
67% of EAP service users are under 40
Demographic TrendsDemographic Trends
EAP Service UtilisationEAP Service Utilisation
The overwhelming majority of cases managed are self-referred employees seeking counselling support.
EAP Problem Incidence: Emotional and PracticalEAP Problem Incidence: Emotional and Practical
Note: Low incidence of eldercare
0% 5% 10% 15% 20% 25% 30% 35%
Relationship Issues
Trauma
Legal
Loss Issues
Money Management
Stress
HIV & AIDS
Childcare
Depression
Substance Abuse
EAP Problem Incidence: Physical Health (Top 20)EAP Problem Incidence: Physical Health (Top 20)
0% 5% 10% 15% 20% 25%
Back Pain
Headache
Hayfever
High Blood Pressure
Depression
Heartburn
Sleep Disorders
HIV & AIDS
Elevated Cholesterol
Asthma
Anxiety
IBS
Chronic Fatigue
Eczema
Diabetes Type 2
Coronary Heart Disease
Diabetes Type 1
Rheumatoid Arthritis
Osteoarthritis
Infertility
Trauma CasesTrauma Cases0% 5% 10% 15% 20% 25% 30%
Armed robbery
Carjacking
Assault
Rape
Violence
Homicide
Family Murders
Critical Incidents
Kidnapping
Cash in transit heist
154 cases of armed robbery 61 cases of carjacking 32 cases of assault 45 rapes 49 cases of violence 9 homicides 3 family murders 2 kidnappings 54 cases of domestic violence 82 other trauma cases
Also: 140 HIV cases 200 bereavement cases
August 2006:
BRM Audit HIV & AIDS Audit Health Risk Assmnt.
}}
To measure & understand risk
Stress InnoculationHealthy Living Disease Management
}}To educate and build resilience
EAP (on- and off-site)Coaching Health Screening }} To reactively
manage risk (24/7/365)
ASSESSMENT(Indv. & Organization)
PROACTIVE ENGAGEMENT
GENERAL INTERVENTION
TARGETED INTERVENTION
Trauma Mngt. ProgramResilience TrainingRisk Countermeasures }}
To proactively attenuate risk (where indicated)
ICAS-SA Local EAP ModelICAS-SA Local EAP Model
“Every day in Africa a gazelle wakes up. It must run faster than the fastest lion or it will be killed.
Every morning a lion wakes up and knows it must outrun the slowest gazelle or it will starve to death.
It doesn’t matter whether you are a lion or a gazelle … when the sun comes up you had better start
running.”
-Anonymous
World’s leading healthcare products corporation• 2005 sales of $50 billion; $100 billion by 2010
• 220 operating companies in 57 countries selling products in virtually every country worldwide
Three business segments:• Consumer (17%)• Medical Devices/Diagnostics (36%)• Pharmaceutical (47%)
120,000 employees worldwide• 55,000 in United States• 40,000 in Europe/Middle East/Africa• 15,000 in Asia Pacific• 10,000 in Latin America/Caribbean
Healthy People
Healthy People, Healthy Planet, Healthy Business
EmployeeHealth
WorkplaceSafety
Making the Business Case: Healthy People 2005Improving Employee Health Outcomes
0
5,000
10,000
15,000
20,000
SmokingTobacco Use
Blood Pressure Above 140/90
CholesterolAbove 240
InactivityLess than 4 days/w k
30 mins/day
# Emp
loyee
s at R
isk
J&J 1999 Health Risk Status J&J 2005 Health Risk Status
8,740
6,440
4,6003,680
17,480
2,3005,520
8,740
17,940
Data extrapolated to J&J average population of 46,000 EE
Avoided Cost: $9.2MM
• Depression (WHO)• 200 million days lost ($30-$40 billion)• Leading cause of disability globally• 4th leading health burden affecting humanity: 450 million people afflicted with
mental health disorder• 1MM suicides annually; 20MM attempts
• Heart disease and stroke• 50% of deaths (12 million annually) can be avoided
• Reduce major risk factors: high blood pressure, high cholesterol, obesity, smoking
• Smoking related illness and premature death• $92 billion in lost productivity
• Obesity• Medical cost and lost productivity: $99 billion annually
Health and Productivity Link
Workforce Challenges
Mental health/stress-related disorders – two of the leading causes of illness, disability, impaired productivity
Speed of change
Job demands/technology
Work/family balance
Globalization
Complex social, economic, and political environments
Multinationals With Global EAP
Alcoa American Express Anheuser Busch Chevron Dow Chemical DuPont Exxon FedEx
Ford General Electric General Motors J.P. Morgan Stanley Kimberly Clarke Novartis Proctor and Gamble
Local Considerations for Service Delivery
Lack of regulation Appointment scheduling Costly Limited expertise in workplace psychology Inability to coach and support supervisors/managers Lack of familiarity with J&J policies, guidelines, protocols,
and resources No follow up with company regarding potential safety issues
or modified return to work Community mental health providers do not consider the
corporation their “client”
Develop worldwide programs and services addressing employee well-being, including:• Absence management• Employee assistance• Wellness and health promotion• Occupational health
Provide injury and illness preventive strategies for employees worldwide
Support delivery of global health services Identify health standards with local consideration Establish performance metrics for the global health
community
Global Health Objectives
Employee Assistance Contributions
Employee engagement and loyalty Recruitment and retention of best talent 95% of Fortune 100’s provide employee assistance Prevention and early intervention relieve employee
and organizational suffering Return on investment pre- and post-EAP ($4K per
person; $6MM in U.S. annually):• Absence – decreased in 96% of EAP users• Productivity – increased in 90% of EAP users • Mental health status – improved in 78% of EAP users
Employee Assistance
24/7 confidential problem assessment, counseling, and referral• Identification of qualified professionals and local resources• Face to face, telephonic; on-site, off-site
Education and awareness training• Resilience, work/family balance, conflict and time management
Management consultation and coaching• Support for organizational change, complex employee concerns
Critical incident stress management debriefing• Natural or man-made disasters, terrorism, downsizing, traumatic death
Organizational behavior risk analysis• Stress audit to identify vulnerable employees/work units
Trend identification and reporting• Primary concerns of workforce
The Process of Globalization
Address challenges of decentralization• Conduct Gap Analysis
Demonstrate value and gain consensus of regional HR councils
Utilize existing J&J contacts (Operations, HR, Safety) Focus on business case; J&J focus on employee health Identify vendors Partner with Strategic Sourcing on RFPs
• Thorough investigation – call center visits; reference checks
Establish relationships with existing vendors Create mechanism for global reporting
Lessons Learned
Build relationships with operating company management based on trust; recognize what being from “Corporate” means.
Identify the most predominant workforce issues. Become familiar with socioeconomic, geopolitical,
and cultural context. Understand health prevalence trends and availability
of resources. Customize based on local culture. Ensure dedicated partners exist at each vendor.
Lessons Learned (cont.)
Educate and update continuously–vendors and internal partners.
Recognize that the real work begins after the contracts are signed.
Create a network of company stakeholders to ensure sustainability.
Promote the value of management consultations. Identify meaningful outcome measurements. Laud successes and inspire healthy competition. Create a personal definition of success. Prepare to be surprised.
Then and Now
December 2004• 10% of co’s OUS with services• No oversight of services• No international network of J&J EAPs• EAPs working in isolation• Absence of global report
July 2006• 30% of co’s OUS with services• Corporate support of services• Quarterly international telephone conference• First international summit May 2005• Global report template
Continue to “Think Globally, Act Locally”• Provide global standards/guidelines/policies• Local administrative programs/procedures
Build from existing programs
Broader scope–reactive to proactive
Provide guidance as to the “what” and not always the “how”
Health & Safety woven in business statements
Next Steps
“The health of the organization is inseparable from the health of the employees.”
- Russ Deyo, VP & General Counsel to the Chairman
Resources
Janice [email protected](732) 524-3139
Andrew [email protected] +27 (0)11 380 6808
World Health Organizationwww.who.int
