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CANADIAN HR REPORTER November 27, 2017 22 FEATURES DISABILITY MANAGEMENT Helping employees stay at work Employer family assistance programs can help combat rise of disability claims By Christopher Carson W ith many Canadians experiencing mental health or addiction- related illnesses, and many un- able to work as a result, employ- ers are faced with the challenge of costly disability claims. But integrating an employer fam- ily assistance program (EFAP) with workplace-based collaborative mental health care can success- fully help workers return to work 16 days sooner than usual care over a 12-month period, and reduce the proportion of workers transition- ing to long-term disability over the same period by over three- quarters, according to a 2017 study by K. Cullen et al in the Journal of Occupational Rehabilitation. Keeping people at work EFAPs can be a key support sys- tem to help employees improve their productivity, while main- taining and, in some instances, strengthening their mental health. ey can be a proactive instru- ment coupled with other benefits such as extended health care, pharmacy, dental and practitio- ner coverage to sustain a happy and healthy workforce. In providing adequate sup- port for mental health issues, employers are seeing reduced ab- senteeism, lower occurrences of workplace accidents, and lower long-term disability costs with reduced durations, according to the same study. EFAPs help to build trust and co-operation in the workplace, assisting with communications while solidifying relationships between employer and employee, and managers and union representatives. With the support of an EFAP, managers can alleviate some of the challenges employees face, while being able to focus on the company's strategic priorities. EFAPs provide a range of solu- tions and support, from proactive coaching to assistance and short- term counselling, for employees and managers alike. Disability management and re- turn-to-work services help to sup- port organizations in maintaining and rebuilding employee mental health, with programming spe- cifically designed for individuals who require assistance and those returning to work with sustain- able recovery. ese components help organi- zation save in the long run, with fewer claims moving to long-term disability, and more employees successfully integrating back into the workplace. With an EFAP, short-term dis- ability durations can be reduced, providing major cost savings, as companies benefit from employ- ees returning to work sooner, with fewer challenges, and a reduced risk of relapse. But an EFAP cannot function independently — leadership and organizational culture have to encourage employees to use their EFAP services without fear of being stigmatized. ese confi- dential services help to address a host of personal and work-related concerns and issues, with the end- goal of reinstating or improving work performance. Considerations at each level For employees, this service offers a confidential mechanism with support that's external to their organization. is makes sense because employees may be un- comfortable addressing some of their personal concerns with their manager. With an EFAP, employees can receive coaching on how to deal with various life challenges, and learn how to manage and over- come personal and workplace concerns, becoming more resil- ient and productive employees. Managers can also help to sup- port EFAP campaigns within the workplace by bringing attention to specific areas of concern such as work-life balance or nutrition and fitness. This proactive approach can help providers develop work- shops and programming around specific workplace needs. When managers are a part of identifying the needs of their workplace, employees will benefit. When an EFAP has been im- plemented, managers and key personnel should know how the program works, what type of benefits are available, and be able to communicate this to their teams. And the provider should have a management training program or outline of the services available, along with direction and guide- lines on how to help managers improve their communication and support for employees. When considering an EFAP, se- nior management and HR should look at providers that supply re- porting on program utilization and key measurements that have been previously discussed in ex- ecutive meetings. ese findings can help to de- velop strategies that align with key objectives and areas of inter- est supporting return-on-invest- ment measurements for future investment. Christopher Carson is a product mar- keting specialist at Homewood Health in Guelph, Ont. He can be reached at ccarson@homewoodhealth.com or for more information, visit www.home woodhealth.com. An EFAP cannot function independently — leadership must encourage its use. Order # 987329-69557 $81 $68.85 Softcover November 2016 978-0-7798-7329-6 Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. * Offer valid until March 20, 2017. Discount cannot be combined with any other offer from Thomson Reuters. Offer not available to academic or trade bookstores. © 2017 Thomson Reuters Canada Limited 00242WN-A86270-CM Reduce risk and comply with the law when terminating employees New Edition The Law of Dismissal for Human Resources Professionals, Second Edition A Canadian HR Reporter Special Report Howard A. Levitt, B.A., LL.B. 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