Coping with military deployments: the war in Iraq and the rebuilding effort have challenged work organizations in unexpected ways, requiring EAPs to be sensitive to employers' needs and employees' emotions and circumstances.

Although the war in Iraq proceeded quickly and the rebuilding effort has already begun, work organizations are still coping with challenges posed by the activation of reservists and the unexpected reactivation of veterans. Companies that employ these part-time military personnel generally have not had to concern themselves with the "other jobs" of these workers, but that has changed as thousands of reservists have been called to fulfill their service obligations.

The military's demand for soldiers with technical skills has drained many companies of critical personnel. With experienced employees suddenly absent, managers find themselves struggling to fill the gap--often without the option of hiring someone else to do the job, given pressures not to increase payroll or train new hires for what may be brief assignments. Police forces and security firms have been significantly affected due to the proportionately large number of reservists in these fields. Heightened security concerns and civil unrest, such as large-scale protests and support rallies, have placed additional strains on these work groups.

Even organizations that have not been directly affected by the fighting in Iraq have experienced repercussions. The buzz in employee cafeterias and break rooms is not of business strategies or new products and services, but of the war and its aftermath. Political sentiment and the consuming events of the war have incited strong passions, sometimes leading to divisive distractions. With the economy slumping and the war (and its cost) hindering recovery, talk of layoffs and cutbacks continues, further depressing morale and job security. All of these factors are competing for employees' attention and should be regarded as risks to the health of an organization.

Meanwhile, employees with loved ones who have been deployed must adjust to new responsibilities and concerns while still maintaining their productivity at work. Deployment can disrupt the family equilibrium in various ways: grandparents assume guardianship of grandchildren, adult children move back into a parent's home, husbands/ wives essentially assume single-parent status, employees find themselves caring for an elderly relative, or divorced spouses take on guardianship duties. These are but a few of the repercussions that can occur following a deployment.

EAP PLAN OF ATTACK

While a certain degree of distraction can be expected with any event as significant as the war in Iraq, EAPs are particularly well positioned to consult with work organization leadership to tailor an appropriate response. EA professionals should encourage employers to be proactive in their communications by acknowledging the significance of the war and its impact on employees and the work organization. They should also urge employers to consider ways to positively direct some of the displaced energy that employees may have.

For instance, some work organizations may want to publicly acknowledge their employees who have been deployed (this might also include recognizing workers with loved ones who have been called to serve). Other work organizations may want to consider supporting a charity that is, or will be, assisting the relief effort in Iraq.

When considering which activities might be appropriate, organizations should be sensitive to the culture of the workplace. EAPs might suggest that a committee of workers and managers be formed to help determine the best approaches. Sensitivity to company clients and customers is also a consideration in making these decisions.

In workplaces where there is much contention surrounding the war, a more subdued response may be appropriate. For example, workplace leadership can ask employees in a diplomatic and neutral way not to display pro- or anti-war messages in their workspaces. Such a directive must convey the sentiment that while all employees are affected by the war in some way, there are mixed opinions on this issue and the company would like to avoid having these feelings affect the work environment. This directive should also clearly encourage employees to extend support to each other in relation to the emotional impact of the war. The point, as EA professionals should emphasize, is to separate support from debate and help employees differentiate between the two.

EAPs also can help employers understand that some employees may be experiencing sadness, a sense of loss or helplessness, anger, fear, worry,, or other emotions. Working with these employees on an individual level will help them and their employer better understand each other's needs. A referral to the EAP may be advisable or necessary

EA professionals should advise employers to communicate to employees that co-workers with deployed loved ones may or may not want to discuss the events in Iraq and specifically the loved one's situation. Employees should acknowledge the difficulty facing such a colleague and take cues from his/her responses to determine how to proceed. Simple, caring statements that reflect the gravity of the situation can be very powerful, though a safe rule of thumb is to be more of a listener than a talker. The important thing is to genuinely express support and not assume anything about what the co-worker does or does not need. The availability of EAP resources should be highlighted in such discussions.

As EA professionals, we should also be aware of potential effects of the war and its aftermath on ourselves. Like our clients, we may have very passionate feelings about the war, and many of us have family members and loved ones who are deployed. To properly perform our duties, however, we need to maintain our integrity and keep our personal sentiments from influencing our professional judgment and behavior. Neutrality is essential. Simply put, as the EAP Core Technology reminds us, we are to assess the presenting need, connect our clients to appropriate treatment resources, and ensure proper follow-up protocols.

Dan Lafferty is a consultant for Ceridian LifeWorks Service who served in the Air Force as a mental health technician from 1984-1990.

Mike Cipressi is a clinical coach for Ceridian LifeWorks Service and serves on the EAPA Board of Directors as District One director,