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International Journal of Health & Productivity (IJHP)

Expands its Thought Leadership Role


Special Edition * December 2018 * Volume 10, Number 2


  • EAP Works:  Global Results from 24,363 Counseling Cases with Pre-Post Data on the Workplace Outcome Suite (WOS)
  • Demonstrating Value:  Measuring Outcome & Mitigating Risk:  FOH EAP Study Utilizing the Workplace Outcome Suite
  • Development and Validation of a Critical Incident Outcome Measure
  • Validation of the 5-item Short Form Version of the Workplace Outcome Suite
  • Measuring Coaching Effectiveness:  Validation of the Workplace Outcome Suite for Coaching

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Opioid Addiction and Its Impact on America's WorkPlace



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Behavioral Health Work Place Issues:


Reducing Risks: Alcohol and the Workplace Brief

Businesses can act - produced in affiliation with Diageo *

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Smoking Cessation: A Productive Preventive Health Strategy for Employers

Smoking Cessation: A Productive Preventive Health Strategy for Employers *

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Bridging Public Health With WorkPlace Behavioral Health Services Sponsored by EAP Association, The Employee Assistance Research Foundation and Employee Assistance Society of NA* [click here]



September 2015 - view/print/share [connect here]


Authors:  Joel Bennett (OWLS); Jeremy Bray (UNC Greensboro, Dept of Economics); Daniel Hughes (Mt. Sinai Medical Center, EAP); Joan F. Hunter (National Guard Bureau, Joint Surgeon General's Office, Psych Health); Jodi Jacobson Frey (Univ. MD, School of Social Work); Paul Roman (Univ. GA, Dept of Sociology); David Sharar (Chestnut Global Partners)


Despite significant investment in behavioral health services by work organizations, the evidence-base supporting such services is lacking. Recent health care policy and delivery changes, such as those resulting from the Affordable Care Act in the United States, highlight the need for rigorous studies on such workplace behavioral health services and the employee assistance (EA) programs and professionals that deliver them. This paper proposes a new framework to promote and organize such research for the U.S. and around the world. The framework is partly informed by input from EA professionals and researchers, collected in a group meeting and a quantitative survey. The framework encourages collaboration across five stakeholder groups: work organizations, EA professionals, researchers, educators of EA professionals, and funding agencies that can support new studies. Specific recommendations (“calls to action”) are provided to these stakeholders to help promote and align EA studies with the broad field of public and global health (including the disciplines of workplace health promotion, occupational health, and organizational studies).

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Journal, Magazine, Academy Briefs and Web Articles


Academy Briefs  
The Clinical and Occupational Correlates of Work Productivity Loss Among Employed Patients with Depression JHP, V7N1, 2013
Challenges and Opportunities for Preventing Depression in the Workplace:  The Burden of Pain on Employee Health and Productivity JHP, V7N1, 2013
Peer-Reviewed Articles  
Redefining Health: What Does it Mean to be Healthy (IJHP, V8N1, 2016) Sean Sullivan, JD, Founder, President & CEO, IHPM
Path Analysis to Identify Predictors of Stress and Impact on Productivity in a U.S. Financial Services Company (IJHP, V8N1, 2016)

Mary Marzec, PhD, Health Management Research, University of Michigan; Dee Edington, PhD, Edington Associates


NOTE:  The JHP now is branded as the International Journal of Health & Productivity (IJHP)

Wellbeing:  A Critical Health Domain (JHP, V7N1, 2013) Edward Jones, PhD, Former President, Commercial Division, ValueOptions, Sr. VP, Strategic Planning, IHPM; Jeb Brown, PhD, President, Center for Clinical Informatics; Takuya Minami, PhD, Associate Prof, Univ. MA, Boston
Leveraging the Workplace to Combat Depression (JHP, V6N2, 2012) Edward Jones, PhD, Former President, Commercial Division, ValueOptions; Richard Paul, MSW, CEAP, Sr. VP, Health & Performance Solutions, ValueOptions
Evaluating the Workplace Effects of EAP Counseling (JHP, V6N2, 2012) David Sharar, PhD, Chestnut Global Partners; John Pompe, PsyD, Caterpillar; Richard Lennox, PhD, Chestnut Global Partners
Using Employee Assistance Plans (EAPs) to Measurably Improve Mental Health and Performance (JHP, V6N2, 2012) William B. Bunn III, MD, JD, MPH, Editor-In-Chief, Journal of Health & Productivity; VP, Health, Safety, Security, and Productivity, Navistar International
Is There a Business Case for Reducing Employees' Antidepressant Prescription Drug Cost Sharing (JHP, V6N1, 2012) Sean Nicholson, PhD, Cornell University; Matthew Sweeney, MS, Cornell University; Jennifer Whiteley, EdD, MSc, MA; Pfizer; James Harnett, PharmD, MS, Pfizer
Measuring Workplace Depression to Manage It (JHP, V6N1, 2012) Alberto Colombi, MD, Global Medical Director, PPG Industries; Zorianna Hyworon, Founder & CEO, InfoTech; Harris Allen, PhD, Lecturer, Yale School of Medicine

Mental Health Parity:  Keeping an Eye on the BIG PICTURE  (H&PM 2009)

Richard Bedrosian, PhD, Director, Behavioral Health & Solution Development, Wellness & Prevention, a Johnson & Johnson Co.
Behavioral Health and Wellness (H&PM 2009) Edward Jones, PhD, Former President, Commercial Division, ValueOptions
Behavioral Health Articles  
Stepping Up to the Quality Improvement Challennge in Healthcare (Behavioral Healthcare Publication, Jan, 2019)

Edward R. Jones, PhD offers perspectives on:  Profitable health plans can be amazing incubators for new ideas, new products and, ultimately, an improvement in the quality of healthcare. The critical word in that sentence is “can.” They can also kill whatever they spawn because big companies are focused primarily on making money, not on nurturing big ideas. CEOs must decide if they are focused solely on quarterly profits or also on long-term success. You should understand the context for my comments. I am a psychologist who has worked in many settings. I have worked for not-for-profit companies, for my own private practice, for an LLC, for a publicly traded company, and for a privately held corporation. Each business model has strengths and weaknesses.

As a solo clinician, I did not understand the concept of a healthcare product. I only knew about the time I spent helping patients. As a leader for a behavioral health group practice, I vaguely knew what an innovative product might be, but had few resources to develop one. As a leader within large, profitable healthcare corporations, I was expected to innovate and create valuable new products. I loved the challenge and gave it my more

Is Transformative Investment on the Horizon for Behavioral Healthcare? (Behavioral Healthcare Publication, Dec, 2018)

Edward R. Jones, PhD offers perspectives onBehavioral health conditions are highly prevalent. They are disabling. They are costly, both on their own and when co-occurring with other chronic conditions. They can result in the tragedy of suicide, or at times, interpersonal violence. Conditions like depression and alcoholism have come out of the shadows, and they are now widely recognized for the ways in which they ruin lives and degrade the productivity of a workforce.


It might be expected that in the debates about healthcare – especially what to fund as a priority – that behavioral healthcare would be moving into the spotlight as a critical focus. One might expect a dramatic increase in both public and private funding. A powerful, data-driven argument has been made for this many times, and yet it is still not likely that behavioral healthcare will get the attention and funding it merits any time soon.......

Keep Your Eyes on the Prize:  Thoughts on Product Development (Behavioral Healthcare Publication, Aug, 2018)

Edward R. Jones, PhD offers perspectives onNext gen' behavioral health -- Cheaper, Faster, Better -- Not many years ago the owners of mainframe computers and telephone landlines were quite optimistic that their vast economic fortunes would long endure. They did not see personal computers and cellular phones coming. This might be understood in retrospect as successful industries being disrupted by cheaper alternative products, or it might be seen as new products solving problems that the dominant industry did not care to address.


What sorts of problems? In simple terms, there is always a drive to get the job done cheaper, faster or better. This is a useful way to evaluate the job you are doing today. If someone is on the cusp of replacing your job with an approach that is cheaper, faster or better, then you should be thinking about joining them, beating them to the punch or moving onto something else.

Fortunately, jobs and industries are not disrupted overnight. Alternatives begin to pop up well before the seismic shift that leaves you in a dying or dead industry takes place. Also, best-in-class is often not first-in-class, as the iPod and iPhone exemplify. So, what should those of us in the behavioral health field be thinking about next generation products? What is the prize we should have in our sights?

Panic, Adapt or Innovate: Consider the Options for Healthcare Executives in 2017 (Behavioral Healthcare Publication, Apr, 2017)

Edward R. Jones, PhD offers perspectives on some ideas as to what healthcare innovators might be thinking 'today' by recapping the main options for healthcare leaders (and for clinicians/administrators in mid-to senior-level executive roles) in 2017.  Before attempting to understand the challenges for innovation Dr. Jones considers:

  • Panic: Sell, retire or just freeze. Wait for a minimal sales price, a decent salary or a miracle.
  • Adapt: Deliver traditional services where the funding is adequate today, if not for the future.
  • Innovate: Pursue many paths, not well-understood, including:
    • Solve healthcare delivery problems in ways that few are choosing today;
    • Engage new funding sources and be ready for the next wave of investment; and
    • Identify and promote effective healthcare services with a solid return on investment.
It's The Clinical Model (Behavioral Healthcare Publication, Jan, 2017) Edward R. Jones, PhD writes about:  The promotion of a more holistic model, namely, a biopsychosocial model, would be a step forward, but this will not happen until there is consolidation within the psychosocial treatment world.
Follow the Money in Behavioral Healthcare
(Behavioral Healthcare Publication, Aug, 2016)
Edward R. Jones, PhD writes about:  Lots of new money is entering the behavioral healthcare system. Understand the sources, the driving forces, and the potential impacts.
Should We Aim for Cured, Doing Better or Still Working onIt?  (Behavioral Healthcare Publication, June, 2016) Edward R. Jones, PhD writes about:  As demands for improved clinical outcomes and cost reductions increase post mental health parity and the ACA, the leadership within behavioral healthcare has to respond to a new level of accountability.
How Behavioral Health Can Advance a Better Model (Behavioral Healthcare Publication, Sept, 2015) Edward R. Jones, PhD writes about:  If behavioral health is understood as the commitment to changing the thoughts, feelings and behaviors that drive our health status -- focusing both on traditional behavioral health disorders and everyday health behaviors related to lifestyle and medical treatment compliance -- then we are describing more than another narrow healthcare specialty. Behavioral health in this more expanded view is "the glue" that holds all of the elements of our health together.
What Is an Empirically-Supported Clinician?
(Behavioral Healthcare Publication,  June, 2015)
Edward R. Jones, PhD writes about:  Outcomes for psychotherapy fall along a bell curve. It is critical that we 1) measure clinical results in real-world settings and 2) appreciate that differences in results by clinician are more significant than most other variables.



Opinion Editorials

Mental Health Parity: The Business Realities, Health & Productivity Management magazine, pp. 22-28 (by Rich Bedrosian) (April, 2010)

Parity and the Bigger Mental Health Picture (November, 2009)

Mental Health Parity:  A Great Opportunity (August, 2009)

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