ABSTRACT
Unlike traditional “bricks and mortar” banks, Wells Fargo and Company is now a diversified financial services organization compromised of 80+ distinct businesses-covering services from mortgage to insurance, phone banks, “in store” supermarket branches and traditional branches to Internet services, brokerage to small business lending-with over 146,000 employees, working in all 50 states and several international locations. As Wells Fargo has evolved, so has its internal EAP. Even its name-Employee Assistance Consulting (EAC)–intentionally reflects a strategy of continuous integration with the company, its values, and its core business strategies. A traditional EAP model simply cannot serve this dynamic and evolving company (Sciegaj et al., 2001). To promote individual and organizational effectiveness EAC shifted to focus equally on its traditional assessment/short-term problem solving/ referral services and its business consultative practice.
