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Friday, January 20, 2012
by Marlene Kurban
David O’Brien, leadership consultant and author of the book “The Navigator’s Handbook, 101 Leadership Lessons for Work & Life,” stated in a recent meeting in Connecticut for human resources professionals that “employees are hungry for hope… and leaders need to be dispensers of hope.” Effective leaders understand that how they react to people, how they are perceived, how their actions affect others, and their values all impact the functioning of their teams. Essentially, leaders who score high on emotional intelligence are more likely to be effective in bringing out the best in their people.
Daniel Goleman, a psychologist perhaps best known for his work in the field of emotional intelligence, developed a framework of five elements that define emotional intelligence:
1. Self-Awareness: Understanding and controlling one’s emotions, knowing one’s own strengths and weaknesses, and a willingness to accept criticism are important aspects of emotional intelligence. People with high self-awareness demonstrate consistency between what they believe, what they say, and what they do.
2. Self-Regulation: Self-regulated people are generally thoughtful and avoid snap decisions. They control their emotions and impulses and understand how their behavior impacts others.
3. Motivation: People with high emotional intelligence focus on the positive. They are productive and often driven by a desire to overcome challenges and find meaning in their work. They take responsibility, set priorities, and initiate action.
4. Empathy: People are often drawn to empathic individuals because they are good listeners. They project an honest sincerity and genuineness in all of their dealings, and are sensitive to the needs and feelings of others.
5. Social skills: People with excellent social skills are good at building strong relationships. They value other people’s thoughts and opinions, and communicate openly and honestly. They know where they stand, and what they stand for.
Emotional intelligence can be just as important to professional success as educational background or technical ability. While some emotional tendencies may be inherited or shaped by life experiences, EI skills can be honed with practice, self-observation, and feedback from others. Great leaders are those who not only dispense hope, but truly believe in what they are doing and convey that passion to others.
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Wednesday, December 28, 2011
by Marlene Kurban
PriceWaterhouseCooper’s Health Research Institute has released its annual forecast of top health care trends in 2012, as well as survey data from 1,000 U.S. adults. How these projections will impact employers in terms of health care costs is uncertain; what is certain is that the landscape of healthcare reform is ever-evolving. PWC predicts:
- Health care providers and organizations will face increasing pressure to demonstrate better value. Insurers will be reluctant to pay for health care treatments not proven to be effective, and providers who do not demonstrate good outcomes will be penalized. Large employers will be able to use their purchasing power to demand performance-based pricing structures with insurers.
- High out-of-pocket health care costs will continue to erode household income and discourage preventative services such as cancer screenings and vaccinations. Employers will need to monitor how healthcare costs impact the health of employees and perhaps implement innovative wellness programs.
- Health insurers will continue to form partnerships and acquisitions of physician groups, clinics, and hospitals, and invest heavily in health informatics.
- Consumers will become more comfortable with sharing their personal health information with doctors, hospitals, insurers, and pharmaceutical companies to better coordinate their health care. However, privacy and security of electronic health records is critical and will play a significant role in consumer choice.
- Health insurance exchanges will eventually make it easier for consumers to find and purchase health care plans.
- Social media will play a bigger role for consumers to connect with health care organizations and with others who share similar health concerns.
- Real time drug inventory systems will help hospitals avoid drug shortages and the millions currently spent on last-minute substitutes.
According to a Mercer survey, healthcare expenses for employers are expected to rise 5.4% on average, the lowest increase in a decade. While some of this decrease is due to more cost-shifting to employees, it is possible that employer wellness programs and improved preventative measures are reducing more costly medical care.
For the complete PWC report, see http://pwchealth.com/cgi-local/hregister.cgi?link=reg/top-health-industry-issues-of-2012.pdf
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Tuesday, November 08, 2011
by Marlene Kurban
How does the rocky economic landscape impact the future of EAPs? We interviewed Pamela Sloane, Vice President of Human Resources at Advanced Behavioral Health, Inc., for her perspective.
Q. In your opinion, what is the most valuable benefit of an EAP?
A. I like having an EAP so that our managers can provide a resource for employees having personal or job-related problems. It can get awkward for a manager when an employee wants to talk about personal issues. By offering the EAP, managers have a professional resource to refer employees to that not only shows the employee that they care; it also helps them maintain appropriate boundaries with their staff.
Another valuable benefit is that companies who are experiencing a reduction in workforce can call their EAP to serve as a resource to employees who will be laid off, as well as for those who are left behind. It’s natural to think about the effect that downsizing has on employees who are laid off, but sometimes we forget just how difficult it is for the employees left behind. EAPs can help all employees manage their feelings around a downsizing.
The economy has impacted people in so many ways, creating additional financial stressors and more. Services like financial counseling and work-life tips offered through the EAP are very helpful to employees.
Q. Do you find that managers and other employees are knowledgeable about what their EAP offers?
A. EAPs in general have turned a corner, but I think the stereotypes still exist that EAPs are for people with drug and alcohol problems. Education is a big part of erasing this stereotype and letting people know that this is valuable confidential resource available to them.
Q. Do you see EAP as partnering more closely with HR departments in the future?
A. We’re always interested in enhancing the resources available to employees, so we welcome our EAP partnering more closely with us. There are times when employees are more comfortable talking to someone in HR first, but then we can direct them to the EAP to address their specific needs. They can also go online to the EAP website for resources.
Q. What is your opinion of EAPs offering concierge services to employees? (Such as where to find pet care, tickets to events, discounts, etc.)
A. I’m in favor of it – we want to offer employees value-added services and perks, and if we didn’t have to be the ones managing it, so much the better. Having extra resources is a win-win for HR and for the employees.
Q. What about EAP playing a role in employee wellness programs?
A. I could see EAPs partnering with brokers who specialize in health and wellness initiatives. The EAP could complement these programs by offering support to participants.
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Friday, October 07, 2011
by Marlene Kurban
Confronting a troubled employee: this is one of the more difficult tasks of being a manager or supervisor. In our experience, supervisors (particularly new supervisors) are sometimes unclear about how to conduct an effective job performance discussion. Or they worry about how the employee will react. Fortunately when a company has a full-service Employee Assistance Program, managers and supervisors can consult first with an EAP professional and receive coaching on this process. The EAP offers:
- Guidance and direction on how to structure a job performance discussion that is in line with company HR policies and procedures;
- Clear steps on how to address the job performance deficiencies, expectations for improvement, and possible disciplinary action;
- Recommendations on language to use when making a referral to the EAP. (for example, how to stay focused on the job performance issues without getting drawn into the employee’s personal problems or overstepping boundaries);
- A review of confidentiality, how the EAP will monitor a formal referral, and consultation throughout the process.
The EAP is not just a benefit for employees – it is a resource for managers and supervisors as well. Hopefully most employees will use the EAP before their personal problems impact job performance, but sometimes supervisors need to intervene. With EAP as a trusted partner, the referral process can be much easier.
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Wednesday, August 17, 2011
by Marlene Kurban
It sounds tempting: a “free” Employee Assistance Program thrown in as part of a health insurance plan, a payroll service, or a disability carrier’s core plan. Given that even a “free” EAP is not truly free – after all, the costs for these limited plans are included somewhere in your premiums - what are employers actually getting for their money? Here are five questions to ask your “free” EAP carrier:
1. What services will my employees actually receive? Chances are, employees will be offered only limited telephonic assistance and/or referral, not face-to-face counseling sessions and the opportunity to explore and resolve personal issues with a licensed therapist. The telephonic assistance may also be provided by someone out of state who is not familiar with local resources.
2. What happens if any of my managers need to make a supervisory referral of a troubled employee? “Free” plans rarely, if ever, offer management consultation, tracking of supervisory referrals, and the reporting that a full-service EAP provides. One of the strengths of a full-service EAP is the capacity to work with managers and supervisors to save valued employees and to effectively deal with job performance problems.
3. Will the EAP respond if there is a crisis or traumatic event at my company? Most “free” EAPs offered by disability carriers and payroll management companies do not include crisis response services, much less on-site assistance for a traumatic workplace event. During emergencies, employers must locate a specialized behavioral health organization on their own, if they can, and pay significant fee-for-service rates.
4. How will my employees even know that the EAP exists? In most cases, the “free” EAP is advertised through a brochure provided in an employee’s new hire packet, and most employees don’t even know what it is. There are no on-site employee orientations to the EAP, no promotional materials, and no meetings with key personnel to advertise the service. This is not surprising: the “free” EAP is not the carrier’s main focus and neither is its utilization or effectiveness.
5. How “free” is the free EAP? You can be sure the costs for this limited benefit are embedded somewhere in your premiums. Are you actually saving money with this “free” plan when employees are more likely to use their medical plan for therapy sessions, thus driving up health care costs? And what about the costs of troubled employees in the workplace? The expense of a full-service EAP is minimal compared to the return on investment and the comprehensive services provided.
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