ABSTRACT
As evident throughout this publication, the concept of “integration” takes on multiple and divergent meanings when applied to today’s employee assistance field. Over the years the concept has come to primarily reflect the coming together and partnering of varied workplace services with the more traditional employee assistance efforts and core functions. In order to ultimately enhance the performance of the individual and the organization, however, it is critical that the employee assistance field not overlook the most critical aspect of integration-the actual process by which an employee assistance service weaves itself into the fabric of the company, labor union or organization that it serves. As with the articles included in this journal, Oher’s (1999) edited compilation of programmatic examples provides very strong evidence of the successful integration of core employee assistance functions with managed behavioral healthcare, work/life, disability manage-
ment, risk management, workplace safety, critical incident stress, wellness and health promotion, and other related activities. This author maintains that all of these strategies are contingent on a fundamental “integration” of the EAP into and with the larger organization that it serves-an integration that is not limited to the human service and/or health dimensions of the organization, but one that injects employee assistance services into the very “business” core of the organization. An EAP can only be considered fully integrated when it interfaces with the strategic and operational heart of the company, labor union or organization at both a service delivery and organizational effectiveness decision-making level.
