EAP utilisation rates: Why employees do not use support and how organisations can change that

Employee Assistance Programs (EAPs) are common across the workplace. They are offered with good intentions; however, they tend to have a notoriously low usage rate. This leaves many organisations in a perplexing situation: they have provided a range of resources to assist their employees, only for them to go unused. The result is a poorly utilised program and ongoing issues that may have been avoided.

The most important question is why EAPs are underused and how we can change the outcomes.

Breaking down the stigma

Talking about mental health is a good start. The truth is that there is still a stigma around needing some form of psychological help. To some, asking for support is a sign of weakness, a performance problem or just not being able to do their job. All of this will be different by industry and company culture.

The industries where this stigma is most prevalent are those with fierce competition, where it’s part of leaders’ culture to be “hard.” Workplaces where resilience is promoted by leaders with phrases such as “what doesn’t kill you makes you stronger”, or where employees feel “you have to look strong”, can also see this.

By seeing the use of EAPs as only an emergency measure for a workplace mental health crisis, employees may not engage with a service early. This can result in an inability to get appropriate support early and increase the likelihood that things will get worse. Employees who wait until a crisis to engage with an EAP are less likely to use the service.

Facilitating a cultural change is the first step in dismantling these stigmas. Senior leaders have a crucial role to play in creating an open dialogue and safe culture where employees do not feel judged if they engage with a workplace psychologist. By building psychological safety into your organisation, you are more likely to support early intervention.

Creating an open environment involves both leaders' behaviour and language. This may also need to be modelled and explicitly stated.

Confidentiality concerns

Concerns around confidentiality are also raised as a significant reason for not using EAP services. Many employees were concerned about how much of their information was visible. Questions arose, such as who has access to their details, whether they have to see a psychologist, and whether managers are notified when they attend. Even if EAPs have a confidentiality agreement and information cannot be shared, employees still fear that management can access details.

To combat this, your organisation may want to ensure that confidentiality is explicitly discussed with employees, what information will be visible and what remains strictly between them and the psychologist.

Awareness and understanding

It was also noted that many staff members understand there is an EAP, but they were unsure what it involved. Some employees believe that an EAP is there for crisis support, others assume the appointments are limited or difficult to book or that they are only for severe mental health issues.

To ensure employees get the most out of your chosen EAP, you must regularly reinforce its benefits. This should not be a ‘one and done’ effort at the start of employment. An annual overview will not be enough. EAP information should be reviewed and reinforced several times each year.

Employees need to understand the benefits and be able to conceptualise when and how they could use the EAP services. Anonymised case studies or scenarios can be a good way to introduce them. Support may also be offered for a range of other concerns, including stress, family issues, financial concerns and work/life balance, rather than just mental health issues.

Accessibility and practicality

It all sounds wonderful, but even when employees are onboard and motivated to get help, the path to accessing an EAP can be cumbersome. Confusing online portals, rigid booking systems, or just jam-packed schedules can all contribute to drop-off before appointment setting.

Ask for input about the barriers to engagement and be ready to make improvements. It’s not only what services are available but also how easy they are to access.

It’s all about the culture

Low EAP engagement is a symptom of workplace culture rather than a lack of employee interest. Employees notice how their leaders react to stress and overwork, their burnout and mistakes. A culture that actively supports a healthy work/life balance and overall well-being will be reflected in your EAP engagement and results.

Investment in a quality service is just one part of the picture. Another important factor is whether managers are trained in how to refer their staff to an EAP and how to talk about it without judgment.

Consistent, small steps often have a far greater impact than one large campaign.

Poor EAP engagement isn’t because employees don’t care. It’s because they are afraid, it’s because they are uncertain. It’s because they are disconnected. Tackle stigma, communicate confidentiality, and embed well-being within the culture.

Programs work when employees know they are safe, and can access the support they need before their problems grow into crises. When it’s time to choose a provider, organisations wanting impactful results will choose a qualified psychology specialist who can ensure support is delivered in a credible, accessible, and needs-led way.