In late 2002, HR executives at The New York Times Company noticed a disquieting trend. Use of its external employee assistance program was hovering at an all-time low, barely 3%, while costs –were about to rise again. In a challenging business environment where costs were being closely monitored, there just weren't funds for under-utilized programs. It was time to make a change, quickly. (The New York Times newspaper had an internal EAP staff which provided services to its employees, with high satisfaction and utilization metrics.)

"We wanted to reenergize the external EAP plan that was in place for several of our business groups, to make it more visible to employees and management. And, we wanted an EAP vendor that would work more closely with our organization to provide these important services," says Christine Jastrzemski, senior manager of corporate benefits for The New York Times Company.  "Our HR leadership wanted a 'high-touch' program that employees and managers would feel comfortable – and confident -- tapping into." 

Employee assistance and work/life programs are among the most oft-purchased and under-utilized benefits programs that are provided free of charge to the employee. On average, between 4% and 10% of employees utilize EAP services, at a cost to the employer of $20 and $30 per employee each year – a significant amount of money, particularly to large employers (5000+ employees), 97% of which use EAP programs, according to the Employee Assistance Professionals Association.

The New York Times Company, whose holdings include The New York Times, the Boston Globe and About.com, among others, pulled together an advisory committee comprised of HR executives at diverse business locations, and began a thorough evaluation of company needs, in a six-month long process that resulted in both a new vendor and more than doubled use of the external EAP program. The company's strategy in selecting a new vendor and the qualifications by which they judge the EAP effectiveness can serve as a lesson to other employers looking to revamp or purchase their own programs.

The Times Company selected a professional consultant in the mental health field to assist in their search.

Together, the company and the consultant drafted a request for proposal that was sent to potential vendors identified by the consultant. Based on an objective scorecard that included specific Times Company goals of close vendor/company participation and increased employee utilization, two finalists were chosen for in-depth interviews.

Specifically, the Times Company wanted an organization that would be able to effectively service its affiliate business units across the country. "For our larger locations, we wanted to identify an EAP counselor in that community who could partner with the HR manager and … be their sounding board with workplace issues," Jastrzemski says.

Based on those criteria, the advisory group selected two finalists: a large, national firm and a smaller New York-based firm, Corporate Counseling Associates.

Initially, the group felt the larger vendor had the national presence and capabilities that were needed. However, after a two-hour meeting in which CCA explained its case management approach to individual issues and its strong client-focus, "we were totally turned around," says Jastrzemski.  CCA created the network of well-qualified EAP counselors that met the company's geographic requirements. CCA's call center in New York is manned 24-7 by trained, master's-level counseling professionals who handle each case individually, from initial recommendations for counseling or other resources and making appointments to individualized, ongoing case management and follow-up assessments.

Since 2005, most Times Company affiliates, with the exception of the International Herald Tribune, The Boston Globe and its affiliated companies, use CCA for EAP needs.

HR: High expectations and hands-on

CCA Vice President of Sales and Marketing Georgia Critsimilios says that part of what made her organization stand out actually had to do with the Times Company itself.

"We always want to do [what we did for the Times Company]," Critsimilios says, "but you can't do this without the cooperation of your client."

CCA was able to visit every job site, access detailed HR statistics, and sit in on meetings with many of the company's departments in order to gain a well-rounded view of the organization. CCA representatives also partnered with HR managers to endorse the new programs, holding personalized training sessions and returning regularly to promote new initiatives or handle specific site issues.

 You really need to look for that active partnership rather than just say 'let the EAP do their thing,'" says Jastrzemski. "You have to make a commitment to keeping it in front of employees."

Nearly two years into the partnership, EAP use has more than doubled. The Times Company uses a yearly objective "report card" to track program efficacy, and part of CCA's compensation is contingent on meeting program objectives. . (See The New York Times Company's EAP performance evaluation questions underneath this article.

HR leadership at the Times Company is pleased with the way the relationship is working, and Critsimilios credits the Times Company's dedication to the program as a big reason for its success. All agree that a thorough assessment of company needs, culture and practices are vital to the success of EAP programs. 

"This isn't the place to cheap out," Critsimilios says. "You do get what you pay for. Really consider 'am I doing this to check a box?'"

If you would like more information on EAP programs in general, see our ongoing EBN coverage hereand here. Information on CCA is available through their Web site, www.cca.org.

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EAP "Report Card" Metrics