With mental health issues becoming a growing concern in the workplace, there is much that employers can do to assist their staff.
Employee assistance programmes (EAPs) can be a valuable resource in managing these challenges and increasing employee wellbeing, but they need to be used optimally, says Gary Feldman, executive head of healthcare consulting for employee benefits company NMG.
“Growing numbers of South Africans are feeling overwhelming stress, anxiety, burnout and depression. This affects their relationships, quality of life and productivity to the point where they can no longer deliver on the most basic of requests. Even responding to an email can be an anxiety-inducing task,” says Feldman.
“The average person spends one-third of their life at work, so understanding employee wellness is crucial. It doesn’t just speak to the physical health of employees, but also their emotional and mental wellbeing, and even their financial and legal stability. Employees who are happy and healthy are more resilient and can manage change better.”
Feldman says the uptake of NMG’s EAP service has increased since the Covid-19 lockdown, with utilisation by staff members also going up. But it is up to individual companies to ensure staff know about the services offered, which include telephonic counselling on mental health, financial and legal issues.
“We have an education programme and regular communication regarding the benefits. We communicate to employees how to access the services and what the first steps are for getting assistance. However, the company should also be proactive in promoting the EAP to ensure it is used optimally.”
Simply having posters in the toilets is not enough; human resources (HR) departments should have regular reach-outs to staff, informing them of the assistance that is available and encouraging them to use it.
Confidentiality is a big issue for many staff members; they are loath to use any service that may give their boss or the company a hint that they aren’t well or managing their jobs, or have a particular problem within the organisation.
“EAPs are complicated,” says Johannesburg life coach Judy Klipin, who acknowledges that her clients do not come to her through EAPs. “In some instances, there is a concern (unfounded but still very strong) about confidentiality, or being seen to be not coping or ‘weak’.”
However, says Feldman: “I can guarantee that the EAP provider will never disclose names to the employer. Even when there is a management referral — where a manager has referred an employee to a certain service — there will be no feedback on what was discussed.”
The monthly report will be declassified, he says, stating only the number of incidents for the various categories, such as debt and psychological counselling, but no names.
An EAP can provide a valuable space outside the office, where an employee who does not have a regular therapist can discuss a pressing issue with an empathetic, trained and, importantly, neutral third party.
Klipin, the author of the recently published book Make Work Work for You, says: “I have been doing quite a few team workshops on [the book], and I can see mental wellbeing is becoming more and more of a problem. What is coming out is that many workspaces have an absence or a lack of psychological safety, which makes people less likely to speak up about challenges they are facing, less likely to ask for help, and more likely to develop burnout and other mental health challenges.”
With the World Health Organisation (WHO) declaring that companies can see a $4 return on every $1 they put towards treating common mental health concerns, budgeting for an EAP as a first defence makes sense. “As human beings, we are meant to engage with others, not be isolated with our problems,” says Feldman.
A global study, published in March, shows that South Africans are battling. “According to Sapien Labs’ fourth annual ‘Mental State of the World Report’, SA has among the world’s worst mental wellbeing levels, ranking 69 out of 71 countries and with little improvement post the Covid-19 pandemic [lockdowns],” he says.
“It is therefore critical for businesses to play a role in easing the effects of mental health issues through EAPs, by investing in the wellbeing of their employees, and offering support.”
The study formed part of the Global Mind Project, a long-term survey of global mental wellbeing, conducted by Sapien Labs. The project acquired data through an assessment that queries 47 aspects of mental function on a life impact scale to create an aggregate mental wellbeing score, the mental health quotient (MHQ) as well as scores of various dimensions of mental function.
For employers wanting to offer their staff this support, there is a sliding scale of fees, so employers across the spectrum are bound to find one that suits them. When a staff member calls the EAP on the toll-free number provided, the counsellor may refer them to a professional such as a clinical psychologist for face-to-face sessions, but this depends on the package the company has signed up for.
As with most professional services, there are economies of scale when subscribing. The larger a company is the lower the fee per individual employee. In addition, the more services offered in the package, for example, the face-to-face counselling option, the higher the cost. Still, a large organisation with more than 1,000 staffers can pay as little as R15 a month. Smaller companies with around 200 employees can look at about R40 a head for the basic package and R60 for the comprehensive one.
In the light of the WHO comment on the return on investment (ROI) from just $1 and the growing scourge of anxiety, depression and other mental health issues, as well as debt concerns among staff, one wonders how any company can afford not to offer an EAP. But rather than approaching it as a company perk that no-one talks about, if the employer has gone to the trouble and expense of engaging an EAP service provider, it should track and ensure its ROI by promoting the service regularly through the HR department to encourage staff to break the silence and seek the help that is so available to them.
When it comes to EAP counsellors, the service providers such as NMG and Icas mostly employ individuals with a bachelor or honours degree in psychology and other humanities majors like sociology and social work. They receive training but are not qualified therapists. They can help by simply listening and allowing the client to vent, reflecting what they say and encouraging the caller to think of solutions to their problem. They can also suggest further possibilities, such as consulting a professional. “In cases where there is trauma, we refer the client for face-to-face counselling,” says Feldman.
The service may have its limitations. For example, an employee who calls would not have the luxury of choosing their counsellor. As Klipin says: “It is a wonderful offering but as I understand it, the session numbers are limited and users have to choose from a panel of service providers. The providers are obviously all well qualified and have been through selection processes, but some people may not find an immediate or good fit, which may make them hesitant to use the EAP.”
A company that does subscribe to an EAP is Minor Hotels, a global hospitality group. Ashleigh Christie, regional director of people and culture at Minor Hotels, believes the service offers crucial support to staff. “EAPs are vital for employee wellness, especially in today’s fast-paced world. It gives the team the opportunity to address any concerns they may have with a professional and someone neutral, and a place where they feel safe and cannot be judged.”
The company subscribes at its regional offices and in its hotels. “We are not professionals when dealing with various employee-related concerns,” says Christie. “If a team member has financial challenges, this impacts their work. Having an EAP allows them to get the help, as well as with any other personal-related challenges they may have.”
Having an EAP for staff to rely on allows for some necessary distance. “We do not as managers want to get too involved with our team’s personal problems.”
Christie believes the cost is justified in terms of ROI. “Yes it is, especially in these times of a constrained economy. Having a robust EAP helps with productivity at work and reduces absences. This also assists management if there is an opportunity for management referrals, allowing managers to have support should there be any work-related concerns, freeing up time for them to be more productive as well.
She is certain that the confidentiality of any staffer using the counselling services is retained. “And if a manager referral is requested, the employee has to sign an approval.”
The statistics received monthly are anonymous while serving as a useful HR and management tool. “They are used to assist us with employee engagement — if there is a spike or concern then this would be raised and addressed in management meetings.”
Finally, Christie says, for the employer that is exploring what an EAP can offer, some care should be taken when engaging a service provider. “It is important to use a reputable company and one that has various means of communication and is moving with the times. The provider should also cover all aspects, from health to mental wellness, financial and legal advice.”
With a range of experts to draw on and coming in at an affordable rate, it is clear that EAPs can be a valuable ally in the battle to manage workplace health and wellbeing. They can give companies the freedom to do what they do best — look after the bottom line.
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