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Stress at Work: What We Can Learn from EAP Utilization INTRODUCTION Stress at work: What we can learn from EAP utilization INTRODUCTION Stress has been called the “health epidemic of the 21st century” by the World Health Organization and is estimated to cost American businesses up to $300 billion a year. Stress results from any change one must adapt to, ranging from extreme danger to the exhilaration of falling in love or achieving some long-desired success(Davis, Eschelman & McKay, 2008). The relationship between stress and work has been well documented. According to a recent study, 69% of employees report that work is a significant source of stress, while 51% report feeling less productive at work as a result of stress (American Psychological Association, 2009). While it is known that stress can lead to a decline in work performance, there is limited data on whether or not there are gender and/or age differences in the ways stress affects employee productivity. The purpose of this document is to share key findings on the impact of personal problems and stress on work performance, and the role gender and age may play. An analysis of data from employees accessing Morneau Shepell’s Employee Assistance Programs (EAPs) reveals insightful similarities and striking differences between genders and age groups. Our data also indicates EAP services positively influence employee work performance. We have included recommendations for EAPs, human resource professionals and managers to minimize the impact of stress on work performance as well as recommendations for further investigation. METHODOLOGY When employees and family members seek employee assistance services they first speak with one of Morneau Shepell’s master’s level clinicians who conduct a telephone-based assessment to provide support and help determine the most appropriate level of service. Over the course of the EAP relationship, Morneau Shepell’s clinicians collect a variety of data sets that are then analyzed and shared with its customers in the form of quarterly and annual utilization reports. The data for this paper was taken from a cumulative report of 24,000 EAP participants. All identifiable information has been removed to preserve confidentiality. For this study, Morneau Shepell examined the data from employees reporting declines in work performance due to stress. These records were analyzed to determine whether or not declines in work performance differed by gender and age. Morneau Shepell also examined results for this group following participation in the EAP. I Stress at work: What we can learn from EAP utilization FINDINGS Stress impacts work performance 47% of all employees reported that the stress of a personal problem impact their work performance. Figure 1 represents the response rates for males and females. The topics below elicited gender differences in the influence of stress on work performance. Morneau Shepell’s overall data revealed minor age differences in the influence of stress on work performance. Figure 1 Impact of personal problems and stress Males Females Difficulty concentrating 44.3% 49.2% Absenteeism 15.8% 17.1% Poor work quality 14.4% 12.8% Disciplinary action 9.8% 4.4% Incomplete tasks 4.5% 4.7% Management conflict 3.3% 4.1% Conflict with coworkers 4.5% 4.1% Tardiness 3.4% 3.7% Difficulty concentrating The most common way personal problems and stress disrupted work performance for both groups was due to difficulty concentrating. Almost half of females reported difficulty concentrating due to stress at work. ”My mother’s death has been difficult for me. I don’t sleep at night, My boss noticed that my performance has been affected - I am dozing off at work.” Stress at work: What we can learn from EAP utilization 2 Absenteeism The second most common way stress disrupted work performance was due to absenteeism. Although females reported slightly higher rates of absenteeism, males on average missed more days of work as a result of their personal problem during the previous 3 months as seem in Figure 2. Figure 2 6.2 6.1 6 5.9 5.7 5.6 Days absent Days 5.4 5.4 5.2 5 Males Females Total Poor work quality Poor work quality was the third highest symptom of stress in the workplace for both males and females, with males reporting slightly higher rates. “I am currently meeting work objectives, but I have some difficulties and want to be preventative so my problem doesn’t affect work more.” 3 Stress at work: What we can learn from EAP utilization Disciplinary Action The stress of a personal problem contributes to a notable gender difference in the rates of reported disciplinary action. Males were more than twice as likely to receive formal disciplinary action. This gender difference was visible across all age groups. 56 – 65 year old males reported the highest rates of disciplinary action as seen in Figure 3. Figure 3 Rates of reported disciplinary action by gender and age 16.0% 15.0% 14.0% 12.4% 12.7% 12.0% 10.0% 7.7% 8.0% 8.6% 6.6% Females 6.0% Males 4.7% 4.1% 4.6% 4.0% 3.6% 2.0% 0% 18-25 26-35 36-45 46-55 56-65 “I’ve had a tumultuous relationship with a coworker and my boss had to intervene. We’ve gotten in arguments... I was disciplined with a final, not just verbal, warning.” Stress at work: What we can learn from EAP utilization 4 Overview of similarities and differences based on age Figure 4 Similarities Differences Males and females reported consistent Males results for: • Higher rates of disciplinary action • Incomplete task Females • Management conflict Gender • Conflict with co-workers • More difficulty concentrating on work • Although they are absent less days, • Tardiness they report higher rates of absence Males and females Males • Lowest rates of disciplinary action • Twice as likely to receive disciplinary between ages 26-35 action • 18-25 & 46-55 had similar rates • Highest rates of disciplinary action between ages 56-65 Females •Rates remained relatively consistent regardless of age age Disciplinary action by Impact of EAP Intervention on work performance and stress EAP services are designed to address lifestyle issues and workplace stresses. Upon completion of EAP services, clients were asked whether their work performance improved as a result of using the EAP. Our data revealed that 94% of clients improved their work performance after contacting and utilizing EAP services. The most frequently reported indicator in job performance was “Improved Productivity” with 67% of male employees and 64% of female employees reporting positive results. “It was very helpful in getting immediate assistance in a temporary crisis in my family and helped me work through the situation effectively and I was able to continue my job without stress in the workplace.” Figure 5 Improved productivity 68% 67% 67% 66% 65% 64% 64% 63% 62% Males Females 5 Stress at work: What we can learn from EAP utilization RECOMMENDATIONS Morneau Shepell’s findings suggest that EAP intervention helps employees positively address stress and improve work performance. It also reveals that a one-size-fits-all approach to employee stress reduction may not be appropriate. Ongoing promotion is key to building awareness of EAP services as well as the development of prevention and early intervention strategies tailored to the unique needs of their employee populations. Effective workplace programs should provide services for both employers and employees that consider gender and age differences in the effects of stress on work performance. Promotion and targeted interventions with a twist The results of our study indicate the need for the following targeted and tailored promotional campaigns and interventions: • In order to decrease male disciplinary actions, specific EAP support and wellness programs should focus on males and their needs in the workforce. Promotional outreach to men should be brief, factual, and focus on solutions instead of problems. Access to EAP services and stress reduction programs should be easy and reflect the communication preferences of males, such as through email and text messaging. Morneau Shepell has developed phone-based stress management programs as well as offering face-to-face or Skype messaging to address that need. “According to a 2005 Pew Internet Project, “Men pursue and consume information online more aggressively than women. Men look for information on a wider variety of topics and issues online than women do.” • Managers need to pay attention to female absenteeism since it may be a reflection of stress both at home and/or in the workplace. EAPs are a resource for managers. They offer manager training sessions designed to educate managers on how to identify employee problems, such as increased stress or frequent absenteeism, and how to refer employees to the EAP. “I was faced with huge parenting issues and needed to get help for my preteen/teen children, ASAP. My counselor is amazing. Thoughtful, soft spoken, kind, understanding and helpful. My children and I are getting back on track slowly but surely with the help of my EAP and our counselor.” continue my job without stress in the workplace.” Stress at work: What we can learn from EAP utilization 6 • The EAP can collaborate with management to identify and address the unique needs of each organization’s vulnerable population. Personal problems and its resulting stress manifest on the job in areas of incomplete tasks, tardiness, difficulty concentrating and poor work quality. Morneau Shepell recommends a robust promotional campaign to help employee address problems and stress before they become an issue on the job. “I was reluctant about using EAP due to confidentiality and afraid how it would look to my employer. I have never asked for assistance and have always been a good employee so when I saw the flyer at my work advertising it, I took a chance and made the call.
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