EAPs aren't the answer to the toll of stress
I received this email this morning in response to my query: What are the hot EHS topics for 2012:
“The economy continues to take its toll on employees as we strive to do more with less. Compliance requirements have become more stringent yet the budget for educated safety professionals is stagnant.”
ISHN’s White Paper reader research backs up this view. Nineteen percent of readers will make do with small resources in 2012; 12% will be able to increase resources; and for most, 69%, EHS resources indeed with stagnate in 2012, with no increases or decreases.
My early morning respondent went on to says: “More and more I see the focus on lean process and procedures and pairing safety with quality control. The same management skill set regarding change coupled with a field presence and knowledge of requirements seems to be driving this trend.
”As the roles of safety professionals expand so does the need for cross training, education and management support.
Again, our White Paper research reinforces her view and experience. Fifty-six percent of ISHN readers will take on expanded job roles in 2012; 44% will work longer hours, and 46% say their stress levels will go up.”
What to do?
A participant in LinkedIn’s Corporate Health and Wellness Discussion Group says, “Unfortunately EAP (Employee Assistance Program) is at best only a marginal strategy for reducing the effects of harmful stress in the workplace. In a nationwide survey of employees we found that only 8% of employees thought that EAP (rated 10 out of 16 options) was effective for addressing harmful stress. The top 3 most effective strategies for addressing harmful stress as rated by employees were:
1. Talking to someone at work about it
2. Doing more exercise
3. Taking a sick day
”The biggest problem with EAP is that it does nothing to address the root causes of the stress. Many employees (despite assurances) still think their visits are being monitored. It is a good fall back strategy, but all evidence shows that prevention is much more effective for both employee and employer.
”Wellness as a tack on program will also fail. It is only when leaders realize they are the Chief Energy Officers and understand that they have the capacity to either create or destroy their teams energy. Central to this is having flexible work practices that allow autonomy and are outcome-focused. Having programs that encourage physical and mental fitness are also essential but only if the other systems and practices are in alignment.
:For example, lawyers have the highest level of depression, anxiety and substance abuse of any profession and many legal firms offer free gym memberships and other health benefits - but whilst they are ruled largely by time-based billing and reward hours worked rather than effectiveness - its like shuffling the deck chairs on the Titanic.
”Unfortunately (or fortunately) it all comes down to leadership. Leaders who can create and sell a compelling purpose, provide autonomy and opportunity for growth, recognize progress, and know how to ask questions of discouraged employees, will produce exceptional results with strong engagement and wellness.”
