Grab the rope and dig in.

In an article published in the 2nd quarter 2003 issue of the Journal, John Maynard noted that during the 1980s and 1990s many EAPs abandoned their historic mission of addressing behavioral problems that affect workplace productivity and identified themselves with the effort to reduce healthcare costs. The problem with this strategy, he wrote, was that when EAPs are viewed as healthcare services, they "risk losing credibility and perceived value if the local healthcare system cannot meet employees' needs."

A few months later, John joined with Brenda Blair at the EAPA Annual Conference to present the keynote address on how EAPs can improve the productivity and healthy functioning of the workplace. The key, they said, was for EAPs to reposition themselves as part of the "world of work" instead of the "world of healthcare."

The choice between developing strategic programming to reduce healthcare costs and applying knowledge about behavior and behavioral health to enhance workplace potential represents the "tug-of-war" that is the focus of this issue of the journal. Indeed, given the many workplace initiatives that have been implemented in recent years to demonstrate return on investment--initiatives such as worklife, wellness, disease management, absence management, and organizational health programs--the tug-of-war may feel more like a "free-for-all" for EA professionals struggling to maintain viable programs.

The rise of these workplace initiatives is evidence that employers are recognizing the need to derive maximum value from their workforces. In the past, employers tried to increase workforce value by driving down costs. The focus today, however, is on viewing workers as drivers of profit, capable of creating wealth and increasing shareholder return.

Certainly there is a place for EAPs in this approach to workforce management. But what role should EAPs play? What approach, or "identity," will best position them to contribute to the enhancement of human capital value? This issue of the Journal contains four articles that suggest some answers.

Brenda Blair, author of one of the articles, suggests that EA professionals use their assessment skills to help build individual and organizational resilience to transition challenges, stress, and other threats to workforce productivity. In another article, Dennis Derr recommends that EA professionals focus on providing effective consultation to management, which he describes as a high-value "translational" service as opposed to a low value "transactional" service.

Sean Sullivan and Ken Collins assert in a third article that EAPs should try to maximize "indirect" cost savings by reducing unnecessary absences from work and limiting the impact of "presenteeism," or lost performance. Howard Kraft, meanwhile, advocates that EAPs take a broader approach and tout their ability to deliver value by helping manage all costs, both direct and indirect.

These articles will help stimulate fresh thinking within our profession about how to resolve the "identity crisis" that has compromised our effectiveness and credibility. I encourage you to discuss and debate them through our "Letters" column, which contains an interesting viewpoint in this issue on the relationship between EAP rates and services.

I also encourage you to read the feature articles, which address a variety of topics: how to work with an ombudsman program, the dangers of "show-them-the-door" layoff practices, identifying underlying problems that contribute to workplace health and productivity concerns, and creating an organizational culture that is welcoming to gay, lesbian, bisexual, and transsexual workers. These articles, plus a research paper on EAP outcomes and the "Best Practices" and "View from Here" columns, complement the focus articles and make for a must-read issue of the Journal.

On behalf of the EAPA Communications Advisory Subcommittee, I urge you to choose your identity, grab the rope--and dig in!