Employee Assistance Programs

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Chairman
Honourable René J. Marin, O.M.M., Q.C., LL.D.

Vice-Chairman
F. Jennifer Lynch, Q.C.

Members
Joanne McLeod, C.M., Q.C.
William Millar
Mary Saunders, Q.C.

Comments are invited; they should be addressed to:

Simon Coakeley
Executive Director
RCMP External Review Committee
Postal Box 1159
Station 'B'
Ottawa, Ontario
K1P 5R2
FAX: (613) 990-8969

Other publications

Discussion paper 1
Suspensions - A Balanced View
Suspensions - Consultation Report

Discussion paper 2
Relocation - A Painful Process?
Relocation - Consultation Report

Discussion paper 3
Medical Discharge - A Police Perspective
Medical Discharge - Consultation Report

Discussion paper 4
Post-Complaint Management - The Impact of Complaint Procedures on Police Discipline

Discussion paper 5
Employee Assistance Programs - Philosophy, theory and practice

Discussion paper 6
Disciplinary Dismissal - A Police Perspective

The fifth discussion paper published by the RCMP External Review Committee entitled "Employee Assistance Programs - Philosophy, theory and practice" was distributed for consultation in October 1990 to several federal and provincial government agencies, federal, provincial and municipal police forces and selected Canadian corporations.

The Committee thanks the many respondents who took time to comment both on the issues raised in the discussion paper and on their varied experiences with employee assistance programs. Their substantive and informative comments were extremely valuable to the Committee. As previously, all comments published in this report remain anonymous.

In the Committee's continuing research program, work is currently underway on four discussion papers on off-duty conduct, principles of sanctioning, special events and the evolution of police management.

Simon Coakeley
Executive Director
RCMP External Review Committee

In preparing the report on its fifth research topic, Employee Assistance Programs - Philosophy, theory and practice, the External Review Committee has continued to use an approach consisting of two phases.

The first phase consists of the preparation of a study by a consultant, following which the Research Directorate of the Committee produces a discussion paper dealing with issues raised by the consultant.

The second phase of the process is a report on the views, ideas and impressions of a predetermined readership on the contents of the discussion paper. In order to preserve confidentiality, the sources of quotations remain anonymous. The role of the Research Directorate of the Committee in these consultations is to gather feedback on the form and content of the discussion paper and to complete its comparative analysis of the issues discussed. As well, it may be presented with models or options other than those presented in the discussion paper.

To gather the material for this consultation report, the Committee consulted the Deputy Attorneys General and Deputy Solicitors General of the provinces and territories, the Commissioner of the RCMP and the National Executive of the RCMP's divisional staff relations representatives. A large number of police forces, as well as a representative number of members of the Canadian Association of Chiefs of Police and the Canadian Police Association, were also consulted. In the federal sector, the Committee also sought the views of the Public Service Commission, the Department of National Defence and the Department of the Solicitor General. Selected Canadian corporations were also canvassed for their views or comments. In all, 165 individuals and organizations, representing both employers and employees, were provided a copy of the discussion paper for consultation purposes.

As with other reports, the Committee did not limit its consultation solely to police organizations as this would have limited the variety of responses and ideas. It was important to get feedback from all types of organizations to broaden the views explored in the paper.

In publishing its series of research papers, the Committee is attempting to stimulate discussion, not to take a position on the issue. Because of this, when research is conducted on a problem touching many police forces, the material will not meet the objectives of all forces at all times. As a result of this, the rate of responses varies considerably from paper to paper, as does the amount of detail in the replies.

The response rate in this consultation process was very high. By January 1991 there had been 42 respondents out of the 165 to whom the discussion paper was sent. This overwhelming response rate can only indicate a very high interest level in employee assistance programs as well as a commitment to programs of this nature.

While the responses varied considerably in the amount of detail provided, many had substantive comments to make on the subject. As well, the sources of the comments covered a wide range. Responses were received from the RCMP, provincial police forces, municipal police forces, provincial government officials, as well as senior officials in federal departments. The senior levels of many of those replying indicates that there is support for employee assistance programs from the top down.

Response figures were as follows:

The comments received during the consultation process are a great source of information not only to the Committee but to police forces as well.

Both the Committee and the police community benefit from the views of others on the issues. It is valuable to share in the views of other police forces, as well as those from government departments or the private sector.

The Committee received a large number of general comments on the paper. Many of those who wrote referred to the overall quality of the discussion paper.

A large number of the general comments made reference to the interest generated by the paper and the information the reader gained from it.

In addition to being invited to offer views on the discussion paper, those consulted were invited to comment on employee assistance programs in their organizations and the Committee received extremely useful information from many respondents based on their experiences.

One respondent recommended the creation within organizations of a separate program tailored for senior executives.

The Committee was pleased to receive these practical views on the value of employee assistance programs within the police community, and in government departments; it is particularly encouraging that so many police forces see great value in having such programs in their forces. Sincere praise is due to police forces which have committed themselves to assistance programs for their employees.

Respondents expressed interest and appreciation for the opportunity to receive the Committee's research paper on employee assistance programs and to participate in the consultation process and most continue to be interested in taking part in any future studies and in remaining on the Committee's mailing list.

Respondents recognized the value of the paper as a guide providing useful information for those in the process of establishing employee assistance programs within their organizations or those who wish to evaluate existing programs.

A number of respondents commented specifically on the chapter dealing with models for employee assistance programs. Some commented generally on the value of this chapter.

Others had more specific comments on the ideas in the chapter, based on their own experiences. Most deal with adaptations made to the basic models to suit their own organization's own particular needs.

On the subject of the individuality of employee assistance programs within organization, there was also useful information on the specifics of how elements within certain programs differed from the common elements described in the paper.

Such examples reinforce the importance of tailoring employee assistance programs to the organizations for which they are being designed, not simply adopting and applying one of the models described in the paper.

In relation to the chapter on implementing, maintaining and evaluating an EAP, there were a number on comments on specific elements of the text. Most related the ideas in the text to experience within their own programs.

We hope that such comments will provide those considering the establishment of an employee assistance program with additional issues to keep in mind when tailoring a program to suit their organizations' needs.

There were a few comments on specific elements relating to the chapter on job-based programs in the police force. One comment dealt simply with the terminology used, but others suggested important elements which should be included in employee assistance programs for police forces.

In addition to deciding the elements to include in an employee assistance program, it is also important to decide how active a role that program should be allowed to play within the organization. As these following comments indicate, this is an element that will vary with the nature of the organization.

One respondent recommended the following additional literature on the subject:

- "Women in Canadian Urban Policing: why are they Leaving?" (1989), Belinda M. Crawford and Dr. C. Stark-Adamec, University of Regina;

- "Predictors of Attrition Among Officers in Canadian Urban Police Forces" (1989), Belinda Crawford and Dr. C. Stark-Adamec, University of Regina;

- "Stress and Police Work", a report prepared in 1978 for the Ontario Provincial Police Association by Peat Marwick and Partners.

Another respondent mentioned gaining greater information relating to Canadian police experience with employee assistance programs by looking at the following:

- RCMP - Member Assistance Program;

- Metropolitan Toronto Police Force
- Employee Assistance Program,
- Critical Incident Stress (C.I.S.): Response Team;

- Ontario Provincial Police - Employee Assistance Program;

- Windsor Police - Peer Counselling Program;

- Ontario Law Enforcement - Stress Association.

The following comment received by the Committee echoes one of the important messages in the discussion paper:

This and other comments provided to the Committee both reinforce and amplify the views put forward in the discussion paper, and provide equally useful information for the readership.

Comments received indicate that there is great interest in and general support for employee assistance programs within the police community and in government departments. They indicated that there is a huge variance in the degree to which police forces across the country have established employee assistance programs within them. For those who are just now embarking on such programs, it is hoped that the discussion paper and consultation report will assist them in that endeavour.

Respondents generally reinforced the view expressed in the discussion paper that employee assistance programs should be tailored to suit the organization within which it is being established, and that careful attention should be paid to the unique characteristics of that organization.

To reinforce this, we have seen that the elements causing problems to organizations establishing employee assistance programs have varied as greatly as the organizations themselves: ensuring adequate resources, problems with short-term counselling by contracted service providers, difficulty in acquiring data to convincingly back up cost-effectiveness.

As well, we have seen the same variety in the mention of elements seen to be of key importance in establishing an employee assistance program: teamwork between labour and management, the establishment of a separate program for senior managers and adaptability of the program to suit special circumstances for clients.

While respondents see that there are problems and complications in the establishment of employee assistance programs, none seem to doubt the value of such programs. Those with established programs in their organizations are now seeing the positive results of their efforts, while in some cases acceptance of the programs by employees took a considerable length of time.

While some respondents spoke of interest in establishing employee assistance programs, others spoke of how the image of their programs has improved over the years and of evaluating existing employee assistance programs. This is an important element in ensuring that the needs of the organization and the employees continue to be met. An important aspect of this is the continuing support of both management and labour, as has been pointed out by a number of respondents.

Conclusions which can be reached on the basis of the respondents' views are the following:

1. There is general agreement on the value of employee assistance programs, both for furthering organizational effectiveness and for enhancing employees' well-being.
2. There are still many questions and issues which remain to be sorted out by organizations establishing programs for their employees; however, it is generally agreed that the benefits outweigh the problems and obstacles.
3. It is important for organizations to look at the available models of employee assistance programs to assess the services available within each model, then to make a decision on which segments of these models will suit their own specific needs and those of their employees.
4. Ongoing evaluation and adjustment are important to ensuring continued effectiveness and continued support by both management and labour.

This consultation process based on the discussion paper on employee assistance programs has been designed to promote the discussion and communication of views on this important human resource management issue within the police community.