The evolution of employee assistance programmes: past, present, and future wellbeing solutions

Workplace employee assistance programmes (EAPs) have skyrocketed in popularity over the past couple of decades. In 2003, just 4.9 million UK employees were offered an EAP. Fast forward 20 years and 24.45 million people now have access to EAP services across 105,000 organisations. That’s 74% of the UK’s working population, or 86% after deducting self-employed people.

But what are employee assistance programmes, and where do they come from? Spoiler alert: they’ve been around for much longer than you may think.

An employee assistance programme (EAP) is an employer-funded programme that supports employees’ emotional, mental, and general psychological wellbeing. Typically, most EAPs have been reactive — providing support after employees have reached crisis point. But the modern approach to employee assistance services is proactive, flagging potential risks and providing a wide variety of services to support employees.

The origins of EAPs trace back to early 20th-century America. In 1917, RM Macy & Co. and the Northern State Power Company pioneered formal employee assistance due to high alcoholism rates among their white-collar workers. Initially, these EAPs aimed to reduce the negative impacts of addiction by allowing struggling employees to return to their jobs after undergoing treatment. Early adopters of EAPs noted the link between offering mental, emotional, and financial support to employees and achieving positive outcomes for the business, like higher levels of employee productivity and performance.

By 1970, the US government had formed the National Institute on Alcohol Abuse and Alcoholism (NIAAA), which offered state grants to develop dedicated programmes. The following year, NIAAA formed the Association of Labor and Management Consultants and Administration on Alcoholism (ALMACCA). In the early 1980s, these service provision programmes moved away from alcohol and substance abuse to focus on a wider variety of work and management issues. And by 1990, ALMACCA embodied this new focus by changing its name to the Employee Assistance Professionals Association.

Building on the foundations laid in the United States, the UK adopted its own provision of employee assistance programmes, tailoring them to address relevant workplace challenges. For example, in the late 1970s, UK employers began offering phone line support to address their employees’ legal or financial difficulties. While some also made strides to offer emotional support, it wasn’t until the turn of the century that a series of high-profile occupational health cases made employers sit up and take responsibility for their workers.

In particular, the wording used in the Sutherland vs. Hatton case judgement of 2002 was a gamechanger for modern workplaces: “An employer who offers a confidential advice service, with referral to appropriate counselling or treatment services, is unlikely to be found in breach of duty.”

Later, in 2005, the Health and Safety Executive’s introduction of employee stress management standards further influenced the adoption of EAPs by UK employers.

Throughout history, the role of EAPs has been synonymous with counselling services, which is still the case for many types of EAP. Although mental health support like counselling is valuable, it primarily addresses problems once they’ve already escalated. For example, in the United Kingdom alone, EAPs provide over 1.375 million counselling sessions annually, underscoring their focus on responding to existing crises rather than preventing them. This model leaves gaps in proactive intervention and early support that could mitigate these challenges before they escalate.

As workplaces evolve, the demand for comprehensive employee well-being solutions continues to grow. The role of employee assistance today prioritises prevention and offers employees actionable advice before they reach breaking point. The Gazette aptly states,

“A successful EAP is proactive, rather than reactive. It offers preventative solutions to wellbeing problems. When an employee is suffering – perhaps with stress or with a personal issue causing depression – a well-signposted EAP can take the pressure off them. The sufferer doesn’t have to discuss their problems straight away with a manager; instead, they can receive immediate, actionable advice.” 

Instead, EAP alternatives, like Sonder, place a stronger emphasis on all aspects of employee health, safety, and wellbeing. Sonder’s proactive and preventative approach includes real-time safety alerts, early intervention for potential mental health issues, and personalised recommendations for support based on employees’ unique circumstances. By using technology and human-led outreach, Sonder identifies risks early — whether it’s stress, burnout, or workplace safety concerns — and intervenes with tailored support at the first signs of trouble to deliver the right care at the right time.

This forward-thinking model provides immediate, practical solutions and empowers employees with the tools and resources to maintain their overall wellbeing. By addressing challenges early and holistically, Sonder reduces the likelihood of issues spiralling out of control, offering a level of care to employees that traditional EAPs cannot match.

In a competitive job market, investing in modern, proactive EAPs supports employee well-being and drives better business outcomes. Companies can foster healthier, happier, and more resilient workforces by evolving beyond legacy EAP models and moving to alternative EAP solutions like Sonder.

Check out our Insider’s Guide to Employee Assistance Programs to learn more about how Sonder’s proactive digital services and responsive human support reduce harm, drive early intervention, and restore the health and safety of employees.

Book a free demo of Sonder today.