Boost EAP Usage to Address Mental Health Support

Employee assistance programs (EAPs) can be a valuable tool to help care for the mental health of your employees, but according to Prudential Financial’s latest Benefits and Beyond study, EAP usage at many organizations is alarmingly low.

Based on research conducted with 2,946 full-time employees and 750 employers in the U.S., the study showed that while 59% of participating employers report offering an EAP, more than half of polled employees (55%) have never tried to use their available program. Among those employees, 31% had a need for assistance but still did not use their EAP. These programs may include in-person or virtual counseling, work-life services, financial and legal services, wellness initiatives, managerial support, referral services, and conflict resolution.

“EAPs can be a lifeline for many employees, supporting their well-being through free and confidential services that help navigate personal and work-related challenges,” said Jess Gillespie, the head of product and underwriting for Prudential Group Insurance. “To truly support employee well-being, employers need to ensure that their EAPs are not only offered but encouraged, easy to use and tailored to meet the needs of the workforce.”

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The Current State of Mental Health

Employees struggling with mental health issues (defined as those who rate their mental health as “fair” or “poor”) miss four times more work than those who describe their mental health as “good,” “very good” or “excellent,” costing the U.S. economy $47.6 billion annually in lost productivity, according to Gallup research.

Additional data from Mental Health America is even more eye-opening — 98% of midsize to large American companies offer EAPs but only about 4% of employees use them each year.

From day-to-day concerns, like living paycheck to paycheck and caregiving responsibilities, to broader stressors, such as world events and economic uncertainty, today’s workforce is facing a myriad of mental health challenges. Nearly two-thirds (63%) of Americans say they are worried about mental health for themselves or their families, according to the Prudential report.

And, many of them are struggling silently. The same report noted employees are hesitant to use mental health resources or discuss mental health at work. The greatest barriers they face include:

• Fear of negative consequences (40%)
• Concerns about confidentiality (38%)
• Worries about job security if they take mental health leave (38%).

Prudential data also revealed a stark perception gap between employers and employees: 97% of surveyed employers said overall employee well-being is important to them, but only 63% of polled employees said their benefits package helped them manage their overall well-being.

Address Barriers to Utilization

Employers believe they frequently communicate about EAPs, according to the Prudential study, yet 22% of employees know little about their available benefits, and 1 in 10 finds them too complex. This presents an opportunity for employers to increase awareness.

“It is worth revisiting not just what is being communicated, but how and how often,” Gillespie said. “It shouldn’t just be limited to open enrollment but woven into moments that matter throughout the year.”

Gillespie also noted it’s important to foster a culture that actively supports mental health. “This begins with leaders in the organization through open conversations and reinforcing the value of available mental health programs. Employers invest in these programs, but without widespread usage, ROI [return on investment] is lost.”

Lisa Bertola, a vice president and health consultant at Segal, an HR and employee benefits consultancy, pointed to outdated products as an additional cause for low EAP utilization.

“Since the pandemic, the evolution of modalities and delivery of services has been impressive,” she said. “The most effective products balance human interaction and use of technology. Also, participants are increasingly comfortable using remote technology and prefer services that also allow them to express personal preferences for provider selection, including cultural sensitivities.”

How to Measure Success

According to Bertola, EAPs are an innovative model, offering employees tools for self-exploration and employers the means to foster enhanced well-being. Avenues and outcomes may include:

• Early intervention. EAPs can provide confidential, low-barrier access to support and professional guidance.
• Practical support. EAPs can help employees solve problems for daily living by initiating childcare, legal and financial assistance.
• Training and education. Employers can use focused programs to train labor delegates, managers and other stakeholders in how to de-escalate, support and refer someone who is struggling in the workplace.
• Risk screening. Employers can utilize EAPs to better understand and evaluate risk and acuity for anxiety, depression, use of substances and compulsive behaviors before individuals recognize symptoms and health impacts.

Bertola said employers can measure an EAP’s performance through several metrics:

• Time to care
• Network quality
• Complaint resolution
• Communication milestones
• Satisfaction scores
• Utilization by line of service
• Percent of in-person vs. virtual sessions
• Clinical outcomes

For the initial launch, focus on measuring communication milestones and establish a baseline of utilization for future year-to-year comparisons, Bertola added. Other useful tracking includes usage by members, spouses and dependents; categories of issues addressed; and referrals to outside resources or third-party contracted services.

Gillespie said well-utilized EAPs cultivate a supportive culture, which may enhance both employee well-being and organizational productivity.

“When these programs are accessible, stigma-free and actively encouraged, they empower employees to seek the help they may need,” she said. “It not only strengthens workforce resilience but also contributes to improved performance. When employees feel supported, organizations see stronger engagement, loyalty and performance.”

Editor’s Note: Additional Content

For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics:

• Employee Benefits
• Employee Experience
• Well-Being