Here are SEVEN cases where an EAP PROVIDER went astray and where an independent third party professional was able to help Companies and their HR make a difference in the quality of the EAP they received.


PROBLEM: Senior management was not accessing the EAP services. They wanted a more extensive EAP with the highest caliber (in both training and experience) of therapists.

SOLUTION: Two separate EAP PROVIDER services were contracted – one for employees and one for the highest level of management.

FOLLW-UP: Proportions among the top level of management and the employee base now similar.


PROBLEM: Too many one sessions, too many early referrals and few follow-ups.

SOLUTION: Next contract with EAP PROVIDER was simply an Assessment, Referral and follow-up EAP plus a professional psychotherapist reimbursement Benefit Plan managed by the Company.

FOLLOW-UP: There was a much better matching of employee problems and therapist expertness, much better counselling to problem-resolution, higher levels of satisfaction for both employee and employer as attested by an internal EAP Survey.


PROBLEM: Employees accessing EAP had no choice in their counsellor and there was no matching.

SOLUTION: EAP PROVIDER contracted a clear commitment to providing each user with a change of counsellor including a change hotline if employee was uncomfortable in communicating a request for change to the counsellor directly.

FOLLOW-UP: Monthly check by Company to see reduction in the number of one sessions, the use of the change hotline and a staged internal EAP Survey for employee feedback on proper matching.


PROBLEM: Extra services were constantly introduced by the EAP Provider and were charged to the Company at the same rate as mental health counselling. The EAP Provider was straying from the knitting of providing mental health treatment.

SOLUTION: Company required the EAP Provider to unbundle their EAP services and the Company only selected and paid for those costs of the EAP service they wanted. The Company insisted on transparency in costing.

FOLLOW-UP: Some services and some modalities were dropped by the Company. The EAP costs dropped due to unbundling. The over-all EAP costs to the Company were reduced annually and dramatically.


PROBLEM: The EAP Provider stat reports were very unclear as to what constituted a case/user. The Company did not know whether an access to the EAP Provider website counted as a case/user or whether a re-user was counted as a case/user or whether multiple problems presented by the employee was each counted as a separate user/case. Usage and costs to the Company were very high.

SOLUTION: The contract was amended to specify not only what constituted a case/user but also what does not. The EAP Provider was told that there would be a user/case audit to ensure contract definition of user/case was adhered to.

FOLLOW-UP: Immediately, and through the year there was lowered usage and lowered costs to the Company


PROBLEM: Company was being billed for extra-usage each year and Company thought they had no way of confirming numbers directly with the EAP Provider.

SOLUTION: EAP PROVIDER told to revise user information release document to allow a third party and independent EAP AUDITOR to review list of users with employee list. Addendum to this effect was made to the contract and to be included in all future contracts.

FOLLOW-UP: Usage and costs are lower by 10%


PROBLEM: Some EAP Providers claim to reduce a Company’s psychotropic drug costs as well as reduce disability claims due to mental health issues. The psychotropic drug costs are escalating and the disability claims are rising.

SOLUTION: Look at before and after use of EAP by employees as it relates to psychotropic drug costs and disability claims.

FOLLOW-UP: If the employee used EAP then why didn’t EAP help or make a difference and reduce costs?