[{"data":1,"prerenderedAt":504},["ShallowReactive",2],{"document-employee-assistance-program-policy-D13665":3},{"document":4,"label":23,"preview":11,"thumb":24,"thumb600":25,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":26,"breadcrumb":30,"related":36,"customDescModule":178,"customdescription":6,"mdFm":179,"mdProseHtml":503},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"EMPLOYEE ASSISTANCE PROGRAM (EAP) POLICY INTRODUCTION The Employee Assistance Program (EAP) Policy of [COMPANY NAME] underscores our commitment to supporting the mental, emotional, and well-being of our employees. This Policy outlines the purpose, access, confidentiality, and responsibilities related to our EAP, which provides confidential and professional assistance to employees facing personal or work-related challenges. PURPOSE The purpose of this Policy is to: Define the role and objectives of the Employee Assistance Program. Outline the services available through the EAP. Ensure that employees are aware of their access to confidential support for personal and work-related issues. DEFINITIONS Employee Assistance Program (EAP): A voluntary, confidential, and professional service designed to assist employees in resolving personal, family, and work-related challenges. EAP OBJECTIVES To provide confidential and professional support to employees facing personal or work-related issues that may affect their well-being or job performance. To promote a healthy work environment by addressing and reducing stressors and challenges that employees may encounter. CONFIDENTIALITY Information shared with the EAP provider is confidential. No personal information will be disclosed to [COMPANY NAME] without the employee's explicit consent. [COMPANY NAME] will not make employment-related decisions based on an employee's participation in the EAP. ACCESS TO THE EAP All employees, including full-time, part-time, and contract workers, are eligible to access the EAP services. Access to the EAP is voluntary, and employees can seek assistance at their discretion. 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Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[95,97],{"label":18,"url":96},"human-resources",{"label":21,"url":98},"company-policies","employee handbook","/template/employee-handbook-D712",{"description":102,"descriptionCustom":6,"label":103,"pages":104,"size":105,"extension":10,"preview":106,"thumb":107,"svgFrame":108,"seoMetadata":109,"parents":110,"keywords":113,"url":114},"DRUG AND ALCOHOL POLICY TERMS Drug and alcohol abuse contribute to billions of dollars of lost productivity and thousands of workplace injuries every year. Our policy is to employ a work force free from alcohol abuse or the use of illegal drugs. This company takes drug and alcohol abuse as a serious matter and will not tolerate it. The company absolutely prohibits the use of alcohol or non-prescribed drugs at the workplace or while on company premises. It also discourages non-workplace drug and alcohol abuse. The use, sale or possession of alcohol or drugs while on the job or on company property will result in disciplinary action, up to and including termination, and may have legal consequences. Employees are expected and required to report to work on time and in appropriate mental and physical condition for work. It is our intent and obligation to provide a drug-free, healthful and safe work environment. [YOUR COMPANY NAME] reserves the right to demand a drug or alcohol test of any employee based upon reasonable suspicion. Reasonable suspicion includes, but is not limited to, physical evidence of use, involvement in an accident, or a substantial drop off in work performance. Failure to take a requested test may lead to discipline, including possible termination. The company also cautions against use of prescribed or over-the-counter medication which can affect your workplace performance","Drug and Alcohol Policy","1",31,"https://templates.business-in-a-box.com/imgs/1000px/drug-and-alcohol-policy-D708.png","https://templates.business-in-a-box.com/imgs/250px/708.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#708.xml",{"title":6,"description":6},[111,112],{"label":18,"url":96},{"label":21,"url":98},"drug alcohol policy","/template/drug-and-alcohol-policy-D708",{"description":116,"descriptionCustom":6,"label":117,"pages":118,"size":9,"extension":10,"preview":119,"thumb":120,"svgFrame":121,"seoMetadata":122,"parents":124,"keywords":131,"url":132},"LEAVE OF ABSENCE POLICY PURPOSE The purpose of this Leave of Absence Policy at [YOUR ORGANIZATION NAME] is to establish clear guidelines for employees requesting leave for various reasons, ensuring consistency and fairness in granting leave. This Policy aims to balance the needs of employees to take leave for personal, medical, or family reasons with the operational requirements of the organization. SCOPE This Policy applies to all employees of [YOUR ORGANIZATION NAME], including full-time, part-time, and temporary employees. It covers all types of leaves of absence, including but not limited to medical leave, family leave, personal leave, bereavement leave, and any other approved leaves. TYPES OF LEAVE Medical Leave: Leave granted to employees for their own serious health condition that makes them unable to perform their job functions. Family Leave: Leave granted to employees for the care of an immediate family member (spouse, child, or parent) with a serious health condition. Personal Leave: Leave granted for personal reasons, which may include education, travel, or other personal matters. Bereavement Leave: Leave granted to employees upon the death of an immediate family member. Maternity/Paternity Leave: Leave granted to employees for the birth, adoption, or foster care placement of a child. Military Leave: Leave granted to employees who are members of the military or are called to active duty. Jury Duty/Court Leave: Leave granted to employees to serve on a jury or to appear in court as a witness. ELIGIBILITY General Eligibility: All employees are eligible to request a leave of absence. Eligibility for specific types of leave may vary, based on length of service, employment status, and applicable laws and regulations. Medical Certification: For medical and family leave, employees may be required to provide medical certification from a healthcare provider to support their leave request. REQUESTING LEAVE Notice Requirements: Employees must provide written notice to their supervisor or the Human Resources (HR) Department as soon as possible, preferably at least [NUMBER OF DAYS] days in advance, except in cases of emergency. Leave Request Form: Employees must complete a Leave of Absence Request Form, available from the HR Department, detailing the reason for the leave, the expected duration, and any supporting documentation. Approval Process: The supervisor and HR Department will review the leave request and notify the employee of the decision in writing within [NUMBER OF DAYS] days of receiving the request. DURATION OF LEAVE Maximum Leave Period: The maximum duration of leave for each type of leave is specified below. Extensions beyond these periods may be granted at the discretion of the organization:","Leave Of Absence Policy","4","https://templates.business-in-a-box.com/imgs/1000px/leave-of-absence-policy-D14000.png","https://templates.business-in-a-box.com/imgs/250px/14000.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#14000.xml",{"title":123,"description":6},"leave of absence policy",[125,128],{"label":126,"url":127},"Legal Agreements","business-legal-agreements",{"label":129,"url":130},"Incorporation Agreements","incorporation-agreement","leave absence policy","/template/leave-of-absence-policy-D14000",{"description":134,"descriptionCustom":6,"label":135,"pages":136,"size":9,"extension":10,"preview":137,"thumb":138,"svgFrame":139,"seoMetadata":140,"parents":142,"keywords":149,"url":150},"CODE OF CONDUCT As an employee, it is important that you know what personal conduct is expected of you while on the job. In most instances, your own good judgment will tell you what the right thing to do is. In addition to complying with Company policies and job specific requirements, you are also expected to obey the rules and regulations of [COMPANY] and this Code of Conduct (\"Code\" or \"Policy\"). If your performance does not meet position requirements, you may be subject to disciplinary action, up to and including immediate termination, with or without notice, and with or without cause at any time. PURPOSE Our Employee Code of Conduct Company Policy outlines our expectations regarding employees' behavior towards their colleagues, supervisors, and the overall organization. We promote freedom of expression and open communication. But we expect all employees to follow our Code of Conduct. They should avoid offending, participating in serious disputes, and disrupting our workplace. We also expect them to foster a well-organized, respectful, and collaborative environment. SCOPE This Policy applies to all our employees, regardless of employment agreement or rank. VIOLATIONS WHICH ARE CONSIDERED AGAINST THE CODE OF CONDUCT While discipline for standard violations will follow a progressive disciplinary procedure, the Company reserves the right to implement discipline in accordance with the grievousness of the violation. Violations of these or any other Company policies may subject you to disciplinary action, up to and including immediate termination: Theft, fraud, embezzlement, or other proven acts of dishonesty. Any harassment of another employee (verbal, physical, or visual), including sexual harassment such as offensive gestures, unwelcome advances, jokes, touching, or comments of a sexual nature made to or about another employee, vendor or customer. Obtaining employment or promotion on the basis of false or misleading information. Soliciting or accepting gifts (money, services, or merchandise) in connection with Company business. Reporting for work under the influence of alcohol or any illegal substances; or possession, sale or distribution of alcohol or illegal substances while on Company premises or abusing such items while representing the Company or conducting Company business. Engaging in unauthorized employment elsewhere while on paid benefits related to illness, or while on an extended absence. Assisting anyone who you know or suspect to be involved in committing any crime or engaging in any conduct which rises to the level of a crime. Falsifying Company documents or records, including misuse of timekeeping records, or falsely inputting payment data. Insubordination, meaning refusing to follow legitimate instructions of a superior directly related to performance of one's job. Disrupting the work environment. Excessive absenteeism or unacceptable patterns of absenteeism. Repeatedly failing to use a timeclock as directed. Job abandonment, meaning the failure to report to work without properly notifying one's immediate supervisor, or leaving a job assignment prior to completion of your responsibilities. Conduct that is likely to cause another employee, customer or vendor of the Company embarrassment, loss of dignity, feelings of intimidation, or loss of opportunity, including all forms of discrimination and harassment. Unauthorized use of Company or customer supplies, information, equipment, funds, or computer codes/passwords. Knowingly mishandling a customer's or potential customer's account. This includes improper discriminatory practices. Refusing to repay documented overpayment of any compensation. Possessing firearms or weapons while on Company premises or carrying them while on Company business; or threatening the personal safety of fellow employees, customers, or vendors. Committing any act, on or off the Company's premises, which threatens or is potentially threatening to the reputation of the Company or any of its employees, customers, or vendors. Repeatedly failing to meet job responsibilities, job budget or quality requirements. COMPANY'S EXPECTATIONS [COMPANY] expects you to: be present at work as required. maintain agreed standards of performance. comply with health and safety policies and procedures. comply with all lawful and reasonable instructions. maintain set standards of integrity, conduct, and concern for the public interest. demonstrate commitment to [COMPANY]'s vision, values, and goals. be active in your self-development. We expect you to: comply with all reasonable instructions and work as directed by your manager. be familiar with, and consistently apply, the Acts and Regulations that directly affect your work. be familiar with, and consistently apply, the requirements of [COMPANY]'s operational manual, as well as wider [COMPANY] policies and procedures that affect your work, for example, policies for managing human resources. be consistent and fair in requiring compliance with statutory obligations. adhere to your delegations, not exploiting or abusing any power or authority accorded to you because of your role. Authority includes statutory, delegated and administrative authorities. not give any false information or make any false declaration. obtain permission from your manager before entering into any contract or agreement. not create any liability for [COMPANY] beyond your authorization. consistently follow workplace procedures for documenting decisions for action, and the reasons for taking those decisions. show reasonable care for [COMPANY] property, resources, and funds and neither use nor approve them to be used for anything other than authorized purposes. contribute to a safe workplace by knowing and carrying out your responsibilities (as an employee or as a manager) under health and safety legislation. contact your manager within 30 minutes of your normal/rostered starting time, or in accordance with local instructions, if you are unable to work because of sickness, or an emergency. maintain the standard of dress and general appearance required in your workplace. EMPLOYEE'S EXPECTATIONS [COMPANY] has an obligation to behave in a fair and reasonable manner towards employees by acting in compliance with its legal commitments","Code Of Conduct","6","https://templates.business-in-a-box.com/imgs/1000px/code-of-conduct-D13318.png","https://templates.business-in-a-box.com/imgs/250px/13318.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13318.xml",{"title":141,"description":6},"code of conduct",[143,146],{"label":144,"url":145},"Business Plan Kit","business-plan-kit",{"label":147,"url":148},"Management","business-management","code conduct","/template/code-of-conduct-D13318",{"description":152,"descriptionCustom":6,"label":153,"pages":118,"size":9,"extension":10,"preview":154,"thumb":155,"svgFrame":156,"seoMetadata":157,"parents":159,"keywords":158,"url":164},"CHECKLIST NEW EMPLOYEE ONBOARDING Preparation Before the First Day: Offer Letter and Employment Agreement Review and finalize the offer letter. Ensure the employment agreement is signed and returned. Welcome Email Send a welcome email with important information. Include details like the start date, time, location, and dress code. Workspace Setup Prepare the employee's workspace, including a desk, computer, phone, and any necessary supplies. Access and Accounts Request IT to set up computer and system access. Create email, software, and network accounts. Training Materials Prepare any training materials, manuals, or guides. Day of Arrival: Welcome Call or Meeting Schedule a welcome call or meeting to introduce the employee to your team and discuss their expectations and goals. Answer any initial questions they may have. Account Setup Help the employee set up their account or profile on your platform. Provide assistance with initial configuration and customization. First Day Orientation: Meet and Greet Welcome the employee and introduce them to the team. Company Overview Provide an overview of the company's history, culture, and values. HR Documentation Complete any remaining HR paperwork, such as tax forms and benefits enrollment. Office Tour Give a tour of the office and introduce facilities, restrooms, kitchen areas, etc. Training and Development: Company Policies and Procedures Conduct an orientation on company policies, including the employee handbook. Safety Training Provide safety guidelines and emergency procedures. 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Frequency: When needed Procedure: Outline employee work history. Document performance issues. Develop an action plan. Review the performance improvement plan (PIP). Set up meeting with the employee. Explain areas for improvement and plan of action. Supervisor and employee should sign the PIP form. Establish regular follow-up meetings. PIP Conclusion. Definition/Explanation: Performance improvement plan: Process used when an employee has not carried out work to satisfactory standard. Usually undertaken by supervisor with the assistance of his own superior or HR professional","How to Create a Performance Improvement Plan","2","https://templates.business-in-a-box.com/imgs/1000px/how-to-create-a-performance-improvement-plan-D12564.png","https://templates.business-in-a-box.com/imgs/250px/12564.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12564.xml",{"title":173,"description":6},"how to create a performance improvement plan",[175,176],{"label":144,"url":145},{"label":162,"url":163},"/template/how-to-create-a-performance-improvement-plan-D12564",false,{"seo":180,"reviewer":192,"quick_facts":196,"at_a_glance":198,"personas":202,"variants":227,"glossary":254,"sections":285,"how_to_fill":336,"common_mistakes":377,"faqs":402,"industries":430,"comparisons":455,"diy_vs_pro":468,"related_template_ids_curated":481,"schema":490,"classification":492},{"meta_title":181,"meta_description":182,"primary_keyword":183,"secondary_keywords":184},"Employee Assistance Program Policy Template (Free Word)","Free EAP policy template for HR teams. Covers confidentiality, eligibility, services, referral process, and program administration. Used in 190+ countries. Free Word and PDF download.","employee assistance program policy template",[185,186,187,188,189,190,191],"eap policy template","employee assistance program policy word","eap policy free download","employee assistance program template","hr eap policy template","employee wellness policy template","workplace assistance program policy",{"name":193,"credential":194,"reviewed_date":195},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":197,"legal_review_recommended":178,"signature_required":178},"medium",{"what_it_is":199,"when_you_need_it":200,"whats_inside":201},"An Employee Assistance Program (EAP) Policy is a formal HR document that establishes the terms under which a company provides confidential counseling, mental health, financial, legal, and other support services to employees and their eligible dependents. This free Word download gives HR teams a structured, ready-to-edit policy they can tailor to their EAP provider and internal procedures, then publish in their employee handbook or intranet.\n","Use it when launching a new EAP benefit, onboarding a new EAP provider, updating an existing policy to reflect expanded services, or standardizing written documentation ahead of an HR audit or employee handbook review.\n","Program purpose and scope, employee and dependent eligibility, covered services, confidentiality protections, self-referral and supervisory referral procedures, cost and access instructions, and program administration responsibilities.\n",[203,207,211,215,219,223],{"title":204,"use_case":205,"icon_asset_id":206},"HR managers","Formalizing EAP benefits in writing before a handbook update or audit","persona-hr-manager",{"title":208,"use_case":209,"icon_asset_id":210},"Small business owners","Launching a first EAP benefit with a documented policy for employees","persona-small-business-owner",{"title":212,"use_case":213,"icon_asset_id":214},"Operations directors","Standardizing wellness policy documentation across multiple locations","persona-operations-director",{"title":216,"use_case":217,"icon_asset_id":218},"HR consultants","Drafting EAP policies for client organizations adopting new provider agreements","persona-hr-consultant",{"title":220,"use_case":221,"icon_asset_id":222},"Nonprofit executives","Adding a formal EAP policy to meet funder or accreditation requirements","persona-nonprofit-exec",{"title":224,"use_case":225,"icon_asset_id":226},"Payroll and benefits administrators","Documenting EAP eligibility and access rules for open enrollment communications","persona-benefits-administrator",[228,231,235,239,243,247,250],{"situation":229,"recommended_template":87,"slug":230},"Documenting EAP as part of a full employee handbook","employee-handbook-D712",{"situation":232,"recommended_template":233,"slug":234},"Establishing a broader workplace mental health and wellness program","Workplace Wellness Program Policy","health-and-wellness-program-policy-D13702",{"situation":236,"recommended_template":237,"slug":238},"Formalizing a supervisor's role in referring employees to the EAP","Supervisory Referral Form","employee-referral-form-D13675",{"situation":240,"recommended_template":241,"slug":242},"Communicating EAP benefits during onboarding","Employee Onboarding Checklist","checklist-new-employee-onboarding-D13617",{"situation":244,"recommended_template":245,"slug":246},"Setting expectations for employee conduct and performance alongside EAP support","Employee Code of Conduct Policy","code-of-conduct-and-ethics-policy-D13626",{"situation":248,"recommended_template":103,"slug":249},"Addressing substance abuse and fitness for duty separately from general EAP","drug-and-alcohol-policy-D708",{"situation":251,"recommended_template":252,"slug":253},"Documenting leave entitlements that interact with EAP referrals","Medical Leave of Absence Policy","leave-of-absence-policy-D14000",[255,258,261,264,267,270,273,276,279,282],{"term":256,"definition":257},"Employee Assistance Program (EAP)","An employer-sponsored benefit providing employees and eligible dependents with free, confidential short-term counseling and referral services for personal or work-related issues.",{"term":259,"definition":260},"Self-Referral","When an employee voluntarily contacts the EAP provider directly without any involvement from a manager or HR.",{"term":262,"definition":263},"Supervisory Referral","A formal recommendation from a manager for an employee to use EAP services, typically triggered by a documented performance or conduct concern.",{"term":265,"definition":266},"Mandatory Referral","A condition of continued employment that requires an employee to contact the EAP, often used in conjunction with a last-chance agreement or return-to-duty process.",{"term":268,"definition":269},"Eligible Dependent","A spouse, domestic partner, or dependent child covered under the EAP benefit, as defined by the employer's plan terms.",{"term":271,"definition":272},"Confidentiality","The EAP provider's obligation not to disclose that an employee contacted the program or share the content of any session with the employer, except as required by law.",{"term":274,"definition":275},"Session Limit","The maximum number of free counseling sessions per issue or per year provided under the EAP, typically ranging from 3 to 12 sessions.",{"term":277,"definition":278},"Work-Life Services","Non-clinical EAP supports such as financial coaching, legal consultations, child-care referrals, and elder-care assistance.",{"term":280,"definition":281},"Critical Incident Response","EAP support deployed after a workplace trauma — such as an accident, death, or violent incident — to assist affected employees as a group.",{"term":283,"definition":284},"Return-to-Duty","A process in which an employee who was removed from work for fitness-for-duty reasons must complete an EAP assessment and receive clearance before resuming regular duties.",[286,291,296,301,306,311,316,321,326,331],{"name":287,"plain_english":288,"sample_language":289,"common_mistake":290},"Policy purpose and scope","States why the EAP policy exists, the company's commitment to employee well-being, and which employee populations are covered.","[COMPANY NAME] is committed to supporting the health and well-being of its employees. This policy establishes the terms and conditions of the Employee Assistance Program available to all [full-time / part-time] employees and their eligible dependents.","Limiting the stated scope to full-time employees only when the EAP provider contract actually covers part-time staff — this creates confusion and potential access disputes during open enrollment.",{"name":292,"plain_english":293,"sample_language":294,"common_mistake":295},"Eligibility","Defines who qualifies to use EAP services, including the employee categories covered and which dependents are included.","All employees employed for [X] or more hours per week are eligible to use EAP services on their first day of employment. Eligible dependents include spouses, domestic partners, and dependent children under age [26].","Omitting a waiting period definition, or contradicting the EAP vendor contract's eligibility terms — either creates liability when employees are turned away expecting coverage.",{"name":297,"plain_english":298,"sample_language":299,"common_mistake":300},"Covered services","Lists the types of support available through the EAP — counseling, legal, financial, work-life services — and the session limits per issue or per year.","The EAP provides up to [X] sessions per issue per year at no cost to the employee, covering: short-term counseling for personal and work-related concerns, financial consultation, legal advice, and child- and elder-care referrals.","Describing services in the policy at a more generous level than the vendor contract provides — when employees discover the gap, it damages trust and triggers HR complaints.",{"name":302,"plain_english":303,"sample_language":304,"common_mistake":305},"Confidentiality protections","Explains that employee use of the EAP is confidential, that the employer will not receive identifying information, and describes the narrow legal exceptions.","All contacts with the EAP provider are strictly confidential. [COMPANY NAME] will not be notified that an employee has used the EAP, nor will any information shared with a counselor be disclosed to the company, except as required by law — including imminent risk of harm to self or others, or a court order.","Stating that EAP use is 'completely confidential' without noting the mandatory reporting exceptions — this overpromise can expose the company to liability if a counselor later discloses as required by law.",{"name":307,"plain_english":308,"sample_language":309,"common_mistake":310},"Self-referral process","Describes how employees contact the EAP on their own — the phone number, online portal, or app — and emphasizes that no manager approval or notification is needed.","Employees may access the EAP at any time by calling [EAP PROVIDER] at [PHONE NUMBER], visiting [URL], or downloading the [APP NAME] app. No prior authorization from a supervisor or HR is required.","Listing an outdated EAP phone number or URL in the policy. When employees reach a disconnected number during a personal crisis, they disengage from the benefit entirely.",{"name":312,"plain_english":313,"sample_language":314,"common_mistake":315},"Supervisory and mandatory referral procedures","Explains when and how a manager may formally recommend or require an employee to contact the EAP, and clarifies that managers do not learn the outcome of sessions.","Supervisors may recommend EAP services to employees experiencing performance or conduct difficulties. A mandatory referral, as a condition of continued employment, must be authorized in writing by HR. In all cases, the EAP provider will not confirm whether the employee complied unless the employee signs a release.","Instructing managers to 'follow up' on EAP session outcomes without a signed release — this violates confidentiality, exposes the company to privacy claims, and undermines employee trust in the program.",{"name":317,"plain_english":318,"sample_language":319,"common_mistake":320},"Cost and access","Confirms that EAP services are provided at no cost to employees within the session limit, and explains what happens when a need exceeds short-term EAP support.","EAP services are provided at no cost to eligible employees and dependents up to [X] sessions per issue. If ongoing treatment is needed beyond the EAP session limit, the EAP counselor will provide referrals to community resources or providers covered under the employee's health insurance plan.","Failing to explain the handoff process when sessions are exhausted — employees who don't know what happens next simply stop seeking help rather than transitioning to their health plan.",{"name":322,"plain_english":323,"sample_language":324,"common_mistake":325},"Program administration and responsibilities","Identifies who manages the EAP relationship internally (typically HR), the EAP provider's role, and how policy questions or complaints are handled.","The Human Resources department is responsible for administering this policy, maintaining the EAP provider relationship, and communicating program availability to employees. Questions regarding this policy should be directed to [HR CONTACT / EMAIL].","Listing a specific HR individual's name and direct line rather than a role or department inbox — when that person changes roles, the contact information becomes a dead end.",{"name":327,"plain_english":328,"sample_language":329,"common_mistake":330},"Manager training and awareness","States the company's commitment to training supervisors on how to recognize when EAP referrals may be appropriate and how to communicate the benefit without stigma.","[COMPANY NAME] will provide training to all people managers on recognizing signs of employee distress, making appropriate EAP recommendations, and communicating the program in a supportive, non-stigmatizing manner.","Including a manager training commitment in the policy without a corresponding training schedule or documentation requirement — the policy becomes aspirational rather than operational.",{"name":332,"plain_english":333,"sample_language":334,"common_mistake":335},"Policy review and updates","Establishes how frequently the policy is reviewed, who is responsible, and how employees are notified of changes.","This policy will be reviewed annually by Human Resources and updated as needed to reflect changes in the EAP provider contract, applicable law, or company benefit offerings. Employees will be notified of material changes via [INTRANET / EMAIL / HANDBOOK UPDATE].","Setting an annual review commitment with no defined owner or calendar trigger — policies drift out of sync with the actual provider contract until a gap is discovered at the worst possible time.",[337,342,347,352,357,362,367,372],{"step":338,"title":339,"description":340,"tip":341},1,"Confirm your EAP provider's contract terms","Before editing the template, pull your current EAP vendor agreement and note the exact eligibility rules, session limits, covered services, and confidentiality provisions. The policy must match the contract — not exceed it.","Ask your EAP account manager for a one-page benefit summary you can use as a reference while completing the template.",{"step":343,"title":344,"description":345,"tip":346},2,"Define the scope and eligible population","Complete the purpose and eligibility sections with your exact employee categories (full-time, part-time, temporary), the hours threshold for eligibility, and the definition of covered dependents matching your plan.","Check whether your EAP contract covers employees from day one or requires a waiting period — this is one of the most common mismatches between policy and practice.",{"step":348,"title":349,"description":350,"tip":351},3,"List covered services and session limits accurately","Enter the specific services your EAP provides and the exact session limit per issue or per year. If different services have different limits (e.g., 6 counseling sessions but unlimited financial calls), document each separately.","Resist the urge to round up session counts or describe services more broadly than your contract allows.",{"step":353,"title":354,"description":355,"tip":356},4,"Write the confidentiality section with accurate exceptions","State that EAP contacts are confidential, then list the narrow legal exceptions applicable in your jurisdiction — typically imminent risk of harm, child abuse reporting, and valid court orders.","Your EAP provider can supply standard confidentiality language that matches their counselors' actual obligations — use it verbatim rather than paraphrasing.",{"step":358,"title":359,"description":360,"tip":361},5,"Add accurate contact and access information","Insert the EAP provider's current phone number, website URL, and app name in the self-referral section. Verify these details directly with your provider before publishing.","Create a calendar reminder to recheck contact information each time you renew the EAP contract.",{"step":363,"title":364,"description":365,"tip":366},6,"Define the supervisory referral process clearly","Specify when a supervisory referral is appropriate, what written authorization is required for a mandatory referral, and confirm that managers will not receive session outcomes without a signed employee release.","Add a brief example scenario (e.g., performance deterioration linked to a personal issue) to help managers understand when a referral is appropriate versus premature.",{"step":368,"title":369,"description":370,"tip":371},7,"Assign ownership and set a review schedule","Name the HR role (not a specific individual) responsible for administering the policy and schedule an annual calendar reminder for the policy review. Document the notification process for employees when changes are made.","Tie the annual policy review to your EAP contract renewal date so both are in sync.",{"step":373,"title":374,"description":375,"tip":376},8,"Publish and communicate to employees and managers","Add the finalized policy to your employee handbook and intranet. Send a brief announcement highlighting the EAP benefit and how to access it — not just the policy document.","A one-paragraph plain-language summary of EAP services communicated alongside the policy dramatically increases utilization compared to publishing the policy alone.",[378,382,386,390,394,398],{"mistake":379,"why_it_matters":380,"fix":381},"Policy promises more services than the EAP contract delivers","Employees who seek a service the policy lists but the provider doesn't actually cover lose trust in both HR and the benefit, and the company may face complaints or grievances.","Compare the policy's covered services section line-by-line against the vendor contract before publishing, and update it at every contract renewal.",{"mistake":383,"why_it_matters":384,"fix":385},"Stating confidentiality is absolute without noting legal exceptions","If a counselor later discloses information as legally required — such as a duty-to-warn situation — employees may claim the company misrepresented the program, creating reputational and legal exposure.","Include a clear sentence listing the standard exceptions: imminent risk of harm, mandatory child abuse reporting, and valid court orders.",{"mistake":387,"why_it_matters":388,"fix":389},"Listing a specific person's name and direct line as the HR contact","When that employee changes roles or leaves, the contact information becomes invalid and employees reaching out during a personal crisis hit a dead end.","Use a role title and a shared HR inbox or main HR phone number that will remain valid regardless of staffing changes.",{"mistake":391,"why_it_matters":392,"fix":393},"Publishing the policy without communicating it actively to employees","EAP utilization rates are consistently low — typically 3–10% — in part because employees don't know the benefit exists or how to access it. A policy buried in a handbook does not constitute effective communication.","Send a dedicated announcement when the policy is published, include EAP information in onboarding, and have managers mention it at least annually in team settings.",{"mistake":395,"why_it_matters":396,"fix":397},"Not training managers on the referral process before publishing","Managers who don't understand the difference between a supportive recommendation and a mandatory referral either over-refer (creating coercion concerns) or never refer at all.","Conduct a 30-minute manager briefing covering when to recommend the EAP, what language to use, and what not to ask about after an employee attends.",{"mistake":399,"why_it_matters":400,"fix":401},"Setting an annual review schedule with no assigned owner or calendar trigger","Without a clear owner and reminder, annual reviews don't happen — the policy drifts out of alignment with the EAP contract, and outdated session limits or contact details circulate for years.","Assign the review to a specific HR role and link the calendar trigger to the EAP contract renewal date so both are updated simultaneously.",[403,406,409,412,415,418,421,424,427],{"question":404,"answer":405},"What is an Employee Assistance Program policy?","An Employee Assistance Program policy is an HR document that formally establishes the terms under which a company provides EAP services to employees and their dependents. It defines who is eligible, what services are available, how employees access the program, how confidentiality is protected, and how supervisors can make referrals. The policy gives employees a reliable written reference for the benefit and gives HR and managers a consistent framework for administering it.\n",{"question":407,"answer":408},"What services does an EAP typically cover?","Most EAPs offer short-term confidential counseling (typically 3–12 sessions per issue), financial coaching, legal consultations, child-care and elder-care referrals, and work-life assistance. Some programs also include critical incident response, wellness coaching, and substance abuse assessments. The specific services available depend on the employer's contract with the EAP provider — the policy should reflect exactly what the contract covers.\n",{"question":410,"answer":411},"Is EAP use confidential?","In general, yes — the EAP provider is contractually and ethically obligated not to disclose that an employee contacted the program or share session content with the employer. Narrow exceptions apply when required by law: imminent risk of harm to self or others, mandatory child abuse reporting obligations, and valid court orders. Employers should document these exceptions clearly in the policy rather than stating confidentiality is absolute.\n",{"question":413,"answer":414},"Can a manager require an employee to use the EAP?","Yes, in some circumstances. A mandatory EAP referral — typically used alongside a last-chance agreement or return-to-duty process — can be made a condition of continued employment. However, this must be authorized in writing by HR and documented carefully. Even in mandatory referrals, the employer does not receive the content of sessions unless the employee signs a written release with the EAP provider.\n",{"question":416,"answer":417},"Do small businesses need an EAP policy?","Any employer that offers an EAP benefit — regardless of size — benefits from a written policy. A formal policy sets clear expectations, reduces confusion about eligibility and access, provides documentation for HR audits, and helps managers understand their role. Without a policy, the benefit is administered inconsistently, and employees are less likely to use a program they don't fully understand.\n",{"question":419,"answer":420},"How does an EAP policy interact with FMLA or medical leave?","An EAP referral does not constitute a leave of absence, and participating in EAP counseling does not trigger FMLA protections on its own. However, if an EAP assessment leads to a recommendation for inpatient treatment or extended care, the employee may then qualify for FMLA or a medical leave of absence under a separate policy. The EAP policy should note this boundary and direct employees to HR for leave-related questions.\n",{"question":422,"answer":423},"How often should an EAP policy be updated?","At minimum, the policy should be reviewed annually and updated whenever the EAP provider contract is renewed or changed. Key triggers for an immediate update include a change in provider, a change in session limits or covered services, a change in eligible dependent definitions, or an update to applicable privacy or reporting laws. Tying the policy review to the contract renewal date is the most reliable way to keep both in sync.\n",{"question":425,"answer":426},"What is the difference between a self-referral and a supervisory referral?","A self-referral occurs when an employee contacts the EAP entirely on their own initiative — no manager or HR involvement, no notification to the employer. A supervisory referral occurs when a manager formally recommends the EAP to an employee, typically in response to a performance or conduct concern. A mandatory referral is a more formal version that conditions continued employment on EAP contact. In all cases, the employer does not learn the content of sessions without the employee's written consent.\n",{"question":428,"answer":429},"How can HR increase EAP utilization?","Publishing the policy alone rarely drives utilization. Higher-utilization employers communicate the EAP benefit at onboarding, mention it in manager training, include it in annual benefits reminders, and promote it proactively around high-stress periods such as performance review cycles or organizational changes. Removing stigma — by framing EAP as a productivity and well-being tool rather than a crisis service — is consistently the single most effective driver of higher utilization rates.\n",[431,435,439,443,447,451],{"industry":432,"icon_asset_id":433,"specifics":434},"Healthcare","industry-healthtech","High-stress clinical environments mean EAP policies typically include critical incident response provisions and address secondary trauma and burnout alongside standard counseling services.",{"industry":436,"icon_asset_id":437,"specifics":438},"Manufacturing","industry-manufacturing","Safety-sensitive roles make fitness-for-duty and mandatory referral procedures especially important; EAP policies often interact directly with drug and alcohol testing protocols and return-to-duty processes.",{"industry":440,"icon_asset_id":441,"specifics":442},"Professional Services","industry-professional-services","High-pressure billable-hours environments drive demand for financial coaching, legal consultation, and work-life balance services alongside traditional counseling.",{"industry":444,"icon_asset_id":445,"specifics":446},"Retail / Hospitality","industry-retail","High turnover and part-time workforces require clear eligibility rules defining the hours threshold for EAP access, and communication strategies that reach shift workers who don't check email regularly.",{"industry":448,"icon_asset_id":449,"specifics":450},"Technology / SaaS","industry-saas","Remote and distributed teams place greater emphasis on digital EAP access — app-based and online portal access, virtual counseling sessions, and asynchronous work-life resources.",{"industry":452,"icon_asset_id":453,"specifics":454},"Nonprofit","industry-nonprofit","Compassion fatigue and high emotional labor make EAP particularly relevant; formal policies are often required by funders, accrediting bodies, or board governance standards.",[456,458,461,464],{"vs":87,"vs_template_id":230,"summary":457},"An employee handbook covers the full range of workplace policies — conduct, leave, compensation, and benefits — in a single reference document. An EAP policy is a focused, standalone document covering only the assistance program. For most organizations, the EAP policy is written as a standalone and then incorporated by reference into the handbook rather than drafted directly inside it.",{"vs":233,"vs_template_id":459,"summary":460},"","A wellness program policy governs a broader set of health promotion activities — fitness challenges, biometric screenings, smoking cessation, and nutrition programs. An EAP policy specifically covers confidential short-term counseling and referral services. The two policies are complementary; larger organizations maintain both, with the EAP policy handling clinical and crisis-related needs and the wellness policy covering preventive and lifestyle programs.",{"vs":103,"vs_template_id":462,"summary":463},"drug-and-alcohol-policy-D13667","A drug and alcohol policy governs testing, prohibited conduct, and consequences for substance use in the workplace. An EAP policy establishes the support benefit available to employees, including substance abuse assessment and counseling referrals. The two documents work together — the drug and alcohol policy defines the rules and consequences; the EAP policy defines the help available, which is often referenced in mandatory referral and last-chance agreement situations.",{"vs":465,"vs_template_id":466,"summary":467},"Leave of Absence Policy","leave-of-absence-policy-D13657","A leave of absence policy covers the conditions under which employees may take extended time away from work — medical, personal, or family leave — including FMLA rights and pay continuation. An EAP policy covers short-term confidential support services that may precede a leave decision. When EAP counseling leads to a recommendation for inpatient treatment or extended recovery, the leave policy governs what happens next.",{"use_template":469,"template_plus_review":473,"custom_drafted":477},{"best_for":470,"cost":471,"time":472},"HR teams with an existing EAP vendor contract who need a documented policy to publish in their handbook or intranet","Free","1–2 hours",{"best_for":474,"cost":475,"time":476},"Organizations in regulated industries, those with mandatory referral programs, or those adding the policy to a union environment","$200–$600 for an HR consultant or employment attorney review","2–5 business days",{"best_for":478,"cost":479,"time":480},"Large employers, multi-state or international workforces, or organizations building a comprehensive EAP program from scratch with a new vendor","$800–$2,500 for a full HR policy suite development","1–3 weeks",[230,249,253,482,242,483,484,485,486,487,488,489],"code-of-conduct-D13318","how-to-create-a-performance-improvement-plan-D12564","employee-disciplinary-action-policy-D13487","employee-dismissal-letter-D508","remote-work-agreement-D13282","health-and-safety-policy-D13493","employee-mental-health-and-wellness-checklist-D12739","employee-salary-and-benefits-cost-breakdown-D366",{"emit_how_to":491,"emit_defined_term":491},true,{"primary_folder":96,"secondary_folder":493,"document_type":494,"industry":495,"business_stage":496,"tags":497,"confidence":502},"benefits-and-perks","policy","general","all-stages",[498,494,499,500,501],"benefits","hr","employee-assistance-program","mental-health-support",0.95,"\u003Ch2>What is an Employee Assistance Program Policy?\u003C/h2>\n\u003Cp>An \u003Cstrong>Employee Assistance Program (EAP) Policy\u003C/strong> is a formal HR document that defines how a company provides confidential counseling, mental health support, financial coaching, legal consultations, and work-life referral services to employees and their eligible dependents. It establishes who qualifies for the benefit, what services are covered, how employees access the program on their own initiative, and when and how managers can formally recommend or require participation. Unlike a general wellness program, an EAP policy specifically governs a contracted third-party provider relationship and the confidentiality protections that make employees willing to use it.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a written EAP policy, employees don't know the benefit exists, managers don't know when or how to refer, and HR has no documented framework to administer the program consistently. An undocumented EAP is effectively an unused benefit — research consistently shows that utilization rates drop significantly when employees can't find clear information about access and confidentiality. A formal policy also protects the company: when a mandatory referral or fitness-for-duty situation arises, you need written procedures in place before the situation occurs, not after. This template gives HR teams a structured, provider-ready starting point that can be tailored to any EAP vendor contract and published in the employee handbook or intranet in under two hours.\u003C/p>\n",1781185984148]