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PowerPoint Presentation - the Employee Assistance Professionals

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									Work Life Trends:
Forecasting Challenges for
Tomorrow’s Successful EAP




Jeff Mintzer, MSW, CEAP, WLCP
Federal Occupational Health
Associate Director, Work/Life Services
Agenda
    About Federal Occupational Health (FOH)

    The Employer Case for Work/Life

    Work/Life Trends That Impact EAP

    Key Initiatives and Best Practices

    Discussion
About FOH

  Created in 1946 by an amendment to the
   Public Health Service Act

  Part of the U.S. Department of Health and
   Human Services, Office of the Secretary,
   Office of the Assistant Secretary for
   Administration and Management

  Became fully reimbursable in 1984, operating
   with no Congressional appropriations
FOH Services
FOH works with 360 Federal Agencies

 Comprehensive Occupational Health Services
 Employee Assistance Programs (EAP)
   Work/Life Services
   Wellness/Fitness Centers
   Health Promotion and Education
   Environmental Health and Safety
FOH Program Objectives

 Improve workplace productivity
 Reduce employee absenteeism
 Enhance employee morale
 Improve recruitment and retention
 Develop ‗employer of choice‘ status
 Improve the bottom line
Human Capitol Management Issues
 Economic recovery will bring new challenges for
  retention and productivity
   Retaining high performing employees; reducing brain drain
   Managing to higher productivity is key to being more
     competitive
   Managing costs is still priority #1
 Workforce demographics are changing
   48% of the U.S. Labor force is 40 or older!
   Average age of federal work force is 48
 Employees are more aware of the value of their
  benefits
 A health-wealth connection is emerging among
  employers and their employees
    The Case for Work/Life Support in the
    Federal Workplace
  In May 2009, OPM Director John Berry cited
                                                                                      “Workplace flexibility
   “improving work life and workplace conditions”                                     isn’t just a women’s
   for federal employees within one year as a short-                                  issue. It’s an issue that
   term goal1                                                                         affects the well-being of
          Child care, elder care, telework and workplace                             our families and the
           health clinics were included as primary areas of                           success of our
           focus                                                                      businesses. It affects
                                                                                      the strength of our
  Improving work and family balance is a primary                                     economy…..the
   goal of President Obama’s White House Task                                         workplaces and jobs of
   Force on Middle Class Working Families                                             the future we need to
  VP Biden’s Task Force on Middle Class Working                                      complete in today’s
                                                                                      global economy.”
   Families will focus on “helping parents keep their
   jobs while balancing family responsibilities”                                      President Obama, White House
                                                                                      Forum on Workplace Flexibility,
  54% of federal government employees have either                                    March 2010
   child care or adult dependent care needs, or both2
1 Washington   Post, May 27, 2009
22006   dependent care survey, conducted by the U.S. Office of Personnel Management
 Key Shifts in Work/Life Trends
 Child care dominated the first 20 years of the work/life
  movement
   Today, child care is still critical, but it is no longer the only focus
   Elder care, aging and back up care issues have become increasingly
     important
   The family unit has evolved to a new model of diversity and
     complexity
 Wellness is no longer an optional concept
   It impacts the workplace culture
   It‘s not limited to employees
 Financial stability has become more critical
  to the workforce
 Flexibility and emotional resiliency are
  increasingly critical to organizational success
Five Key Work/Life Trends

      Caregiving
      Health and Wellness
      Financial Pressures
      Evolving Needs the Non-Traditional Family
      Flexibility and Resiliency
Caregiving: A Different Paradigm

 Caregiving in the US has become a broader
  and more challenging responsibility
    Close to 30 percent* of people in the US
      are responsible for caring for either
      children, adults or both; including
      disabled young people
    Of this population, 73% of them are
      employed and face regular challenges
      that impact productivity and retention
 For the past 3 years, FOH cases related to
  caregiving (adult and child) accounted for
  over 40% of all casework
 In 2009, the percent of FOH adult care cases
  surpassed child care cases for the first time


*National Alliance for Caregivers, Caregiving in the U.S. 2009
 Caregiving: Its Effect on Employees
 The vast majority of caregivers –
  70% - make significant changes to
  their work situation*
       Leaving the workforce, working part-
        time, changing jobs, increased
        absenteeism and presenteeism are
        possible side effects
 Caregiving has a significant impact
  on an individual‘s physical, emotional
  and financial wellbeing
 As the baby boomer generation ages,
  there will be a correlating increase in
  the number of workers who will
  become part-time caregivers for
  elderly loved ones
*National   Alliance for Caregiving, Caregiving in the U.S. 2009. and 2008
Caregiving: Its Effect on Employers
The estimated average additional health cost to employers is 8% more
for those with eldercare responsibilities - $13.4 billion more per year1
     11% more for blue-collar caregivers1
     18% more for male caregivers1
     The average caregiver costs an employer $2,110 per year in lost
     productivity2
     18% of female adult caregivers miss an average of 33 work days per It’s estimated that
     year due to caregiving demands3                                     73% of caregivers
     10% of male adult caregivers miss an average of 12 work days per    also work regular,
     year3                                                                 full-time jobs!
     Employee absences and turnover related to adult care costs American      Source: AARP
     employers as much as $33 billion per year2
     The cost to replace the 2.4% of employees who leave work to be
     caregivers is $6.6 billion per year2


1 MetLife, Working Caregivers and Employer Health Care Costs 2010
2 Met Life Caregiving Cost Survey: Productivity Losses to U.S. Businesses, 2006
3 National Alliance for Caregiving At-Risk Working Caregivers 2008
Caregiving: Programs and Best Practices

Consultation and Education
   Resource and Referral Service    Professional Care Management (PCM)
   Legal and Financial Consultations • Face-to-face and in-home
                                         assessments
                                      • Facility reviews
   Employee Assistance Programs      • Post-hospitalization assessments
                                      • Customized care plans
      One-on-one counseling          • Ongoing care coordination
      Work-site based support groups • Ongoing counselingand support
                                      • Worksite education
                                                             and guidance


   Backup Child and Adult Care
      Professional Care Management
      Services
Health & Wellness: Current Situation
    The number of employers offering wellness programs has doubled as more react to
    soaring medical costs and the demonstrated ROI of such programs:

     Total health care costs have more than doubled in a decade—from $4,793 in
      2001 to $11,058 in 2010—and are expected to continue increasing over the next
      10 years1
     95% of companies say managing costs is a top business issue1
     7 out of 10 deaths among Americans each year are from chronic diseases2
     Top 5 health co-morbidities driving productivity losses are depression, obesity,
      arthritis, back/neck pain, anxiety3
     For every $1 spent on programs, $3.27 is saved in health care costs and $2.73 is
      saved in terms of absenteeism-related expenses4
1 Hewitt, 2010 Annual Health Care Trends Survey
2 CDC, Chronic Disease Prevention and Health Promotion, 2010
3 Loeppke et al., JOEM 2009;51(4):411-428
4 Health Affairs, February 2010
Health & Wellness: From the White House
  President Obama praised the efforts of organizations that have seen
   their bottom lines improve by giving employees programs, incentives,
   and mechanisms to prevent disease
  FOH FedStrive has been positioned as the focus for a holistic approach
   to effective delivery of EAP, Wellness and Work/Life
  Pilots at HHS and OPM will identify linkages
  Access current capabilities; inventory programs              “As a result of many
                                                                successful programs at
  Create awareness: market and communicate the model           businesses across the
  Engage and deliver seamless integrated services on-site,     country, workers have
                                                                become more engaged in
   telephonically and web-based
                                                                their own health care,
  Measure and report on participation, engagement, outcomesproductivity is increasing,
                                                               absenteeism is dropping,
                                                               and employers are passing
                                                               some of their healthcare
                                                               savings to their workers.”

                                                               President Obama
Health & Wellness: FOH Programs and Best
Practices
 FOH
    Web-based disease-specific Health Risk
     Assessments (HRAs)
    Participation rate approaching 28%
 Individualized Health Counseling
 Agency Utilization Reports
 Medical Screenings
    Blood pressure, Cholesterol, Blood Glucose
    Medical Screenings Paid by Employee or
     Insurance
    Osteoporosis, Mammograms, Stroke
     Screenings, Prostate (PSA)
Legal and Financial Guidance
 The economic situation has prompted a ―Recessionary Thread‖
  70% of employees are highly concerned about the ability to pay bills
   during sudden income loss and 61% are concerned about having
   enough money to make ends meet1
  51% of employees want advice about investing their retirement funds
   and 38% want advice about their financial needs1
  EAP call volumes are 40% higher with cases emerging around coping
   with potential job loss, loss of a family member job, financial stress,
   legal stress, situational depression
  FOH experienced a 45% increase in utilization of financial and
   legal counseling services in the first quarter of FY 2009




1 MetLife 2010 Study of Employee Benefits Trends
Financial Guidance: Programs and Best
Practices to Support Families in Crisis
 Recognize and support ―stress‖ associated with financial issues
 Refer to the EAP and other employee support resources
 Expand access to include household members
 Offer free consultations with professionals
 Produce educational programs, including seminars and
  workshops
 Support access to online calculators and interactive resources
 Provide ID theft and recovery services
 Enable legal document preparation and review
The Non-Traditional Family: New Views
  20 years ago day care was the                 “The children and caregivers
                                                 in grandfamilies face serious
   primary work/life issue                       physical and mental health
                                                 challenges and obstacles.”
  There‘s more diversity in the family
   structure                                     Generations United: Fact Sheet Grandfamilies:
                                                 The Challenges for the Second Family 2007

       Single parenting
       Grand parenting and guardianships
       Multi-ethnic, multi-racial households
       Gay and lesbian parenting
       Adoption/foster parenting
  With change comes new challenges             2.4 million of the nation's families are
   and great opportunities                      maintained by grandparents who have
                                                one or more of their grandchildren
  Today, flexibility and managing              living with them ― an increase of
                                                400,000 (19 percent) since 1990
   both ―halves‖ of a busy life is more         U.S. Census Bureau, 2000
   common
The Non-Traditional Family: Challenges
    Employer attitudes
    Require more flexible work schedules
    Financial issues
    Legal issues around custody, support and parental rights
    Challenges in getting access to benefits and medical
     coverage
    Health and emotional needs of the ―parent‖
    Housing needs
    Changes in retirement plans
    Barriers within the educational environment
    Emotional and psychological issues that impact
     productivity
    Impact on the development and skills of children
The Non-Traditional Family: Programs and
Best Practices
―New‖ Best Practices
   Senior management support
   Recognition of the emotional impact
   Celebrate diversity
   Maintain boundaries between work and home
   Hone time management skills
   Reward performance at every level everyday
   Develop partnerships to support this unique workforce
   Develop of a new set of ―benefits‖ to address the needs of new
    families
Flexibility: The Benefits
   Reduces health care costs and
    enhances employees‘ overall health
   Improves job performance and
    employee retention
   Puts a positive spin on employee
    productivity, commitment and
    loyalty
   Lowers absenteeism and turnover
   Reduces hiring and re-training costs
   Positions organization as ―employer
    of choice‖
Flexibility: Programs and Best Practices

     Job sharing
     Sabbaticals
     Telecommuting
     Alternative hours
     Caregiving leave programs

								
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