Memorial Employee Assistance Services

Measuring EAP Impact

At Memorial Employee Assistance Services, we believe the determination of a program's success should include measures that balance dimensions of performance across three essential groups:

  1. Employer as a purchaser: How well are your premium dollars being spent on an employee assistance program? What is the EAP's impact on productivity and performance?
  2. Employees or members: Am I satisfied with my EAP and are my problems getting better?
  3. Network providers: Do I get recognized or rewarded for providing interventions that help employees or members get better?

Our criteria for selecting performance measures are as follows:

  1. Relevance: Is the measure important to the employer? Will better performance in this area enhance the health, well-being, or productivity of your workforce?
  2. Soundness: Is the data collected in a manner that reflects reasonable standards of science? Are the measures reliable (repeat measures produce the same result) and valid (the measure truly reflects vendor performance and quality)?
  3. Feasible: In addition to EAP data, can we get the data we need from the employer? Are there enough members eligible for a particular performance measure to allow for a statistically meaningful comparison?

Below are some performance measures that we can provide employers. These differentiate our approach to performance measurement:

  • Percentage of formal management referrals with improved job performance ratings following EAP interventions;
  • Follow-up connection rate for "red flag" cases at three, six, nine and 12 months;
  • Percentage of supervisor consultations that result in an actual supervisor referral;
  • Percentage of referrals from sources other than internal medical, supervisor, or self (e.g. nurse coaching, security, EEOC, corporate compliance, disability, etc.);
  • Rate of referrals beyond the EAP accepted by the employee;
  • Percentage of cases resolved with short-term counseling within the EAP measured at case closing and three months after case closing;
  • EAP impact on employee degree of symptomatology at start of service, discharge, and three months after discharge;
  • Financial effect of EAP intervention on workers compensation claims, health claims, wage garnishments, disciplinary actions, or absenteeism;
  • Percentage of network providers satisfied with vendor service system;
  • Percentage of caseload with substance abuse as the primary problem;
  • Percentage of positive drug test cases that comply with treatment and remain drug free at one year after treatment;

We encourage our customers to set a rate for EAP services that adequately supports the provision of attaining some high-level performance goals. Toward this end, Memorial Employee Assistance Services is willing to discuss and even recommend a pay-for-performance (P4P) model if desired.

Client and Provider Satisfaction

In order to receive a valid measure of client satisfaction, it is imperative to achieve a high return rate on client satisfaction surveys among EAP users. EAP vendors are notorious for reporting very high levels of satisfaction based on low return rates, yielding a sample that is statistically invalid and frequently meaningless. Because of this, we measure satisfaction as a part of routine telephone follow-up monitoring to significantly increase response rates (with the client's consent). Call Center staff conduct a brief telephone interview during follow-up.

Provider satisfaction is measured on an annual basis using a written Provider Satisfaction Survey. The survey measures satisfaction with our responses to questions, ease of forms, timeliness of payments, contracting and credentialing procedures and support received on training and clinical consultation in EAP services.