Bronwyn Partridge | Employee Assistance Programmes exist: so why aren't employees using them?

Employee Assistance Programmes (EAPs) and other health support services are widely available, but organisations frequently find that uptake of these services is limited. This is not because employees do not need help, but because concerns around confidentiality, fear of how they will be perceived, and a lack of clear communication prevent them from accessing support.

Workplace culture and the relevance of the benefits offered also influence whether employees use these services. Simply adding more benefits does not solve the problem. Organisations need to build trust, communicate clearly and ensure that support is relevant to their workforce.

Why available support is not being used

EAPs are designed to support employees with mental health, stress and general wellbeing, but usage typically sits at between 20% and 30%. There are many reasons for this low utilisation. In many cases, employees are not fully aware of what support is available or how to use it. Communication takes place when the EAP is introduced, but there is generally no clear, ongoing guidance on how to access the services.

There is also an element of perceived risk when it comes to EAP benefits. Employees may question whether the interaction will remain confidential, whether it could affect how they are viewed by managers and colleagues, and whether it may influence decisions around performance, remuneration or career progression. If there is any uncertainty, employees will simply avoid using the service.

In addition, many programmes are viewed as generic. A one-size-fits-all approach does not reflect the different roles, stress levels and workforce demographics within an organisation. Where employees do not see the relevance of the support offered, they are unlikely to use it.

Culture is critical

These barriers are also shaped by workplace culture, which plays an essential role in determining whether employees engage with available support. If EAPs are viewed simply as a compliance exercise, employees are less likely to trust them. On the other hand, a proactive approach to mental wellbeing, supported by leadership, will result in higher utilisation of EAPs.

Confidentiality is central to building trust. Employees need to know that the fact that they are seeking support will not be visible to managers or used in performance discussions. Without this, they will not use the service, particularly in high-performance environments. Employees should also be made fully aware of how to access support directly, without going through a manager or HR.

Support that employees will actually use

Improving utilisation starts with understanding the workforce. Organisations need to consider the different cultural, linguistic and socioeconomic backgrounds within the workforce, the nature of different roles and the specific stressors employees face. Benefits should be designed to reflect these needs.

Intermediaries and product providers play a role in guiding this process by helping employers assess needs upfront, shape relevant benefits and support ongoing communication. It is also important that EAP providers are positioned as independent, third-party services, reinforcing that the service is confidential and not linked to management.

Closing the gap

Mental health challenges cost the South African economy approximately R232 billion annually, according to industry estimates. For organisations, this translates into increased absenteeism, reduced performance and a negative impact on the bottom line. For these services to make a meaningful difference, they must be trusted, understood and relevant to the workforce.

When employees are confident, they can access support without negative consequences, and the services reflect their needs, uptake improves and the value of these programmes is realised, which then improves business performance as a result.

*Bronwyn Partridge, Managing Executive: Insurance Cluster at Workforce Financial Services for EEB.