Employee wellbeing has become an increasingly important part of how organisations support their people. Employee Assistance Programmes (EAPs), GP services, mental wellbeing tools, occupational health and other complementary services can all play a valuable role.
However, with an ever-growing number of providers, platforms and different service models available, choosing the right solution, and ensuring it continues to deliver value, is not always straightforward.
This is where working with a specialist wellbeing intermediary can make a significant difference.
An Intermediary is not necessarily a Broker
The terms intermediary and broker are sometimes used interchangeably, but they are not necessarily the same thing.
A traditional broker will typically approach a range of providers, obtain quotations and help the client select a product, often with the primary focus being the placement of the contract.
A specialist intermediary can offer something broader…
Rather than simply sourcing a service and stepping away, an intermediary can sit between the organisation and the service provider throughout the relationship, helping with implementation, communication, account management, utilisation, reporting, renewals and any service issues that arise.
The intermediary therefore becomes an ongoing extension of the organisation’s wellbeing strategy rather than simply a route through which a product is purchased.
Access to a Wider Range of Solutions
One of the benefits of using an intermediary is choice. No single provider will necessarily be the best fit for every organisation. Requirements can vary considerably depending upon workforce size, demographics, working patterns, budget, existing benefits and the level of support required.
A specialist intermediary should understand the strengths and differences between providers and service models and help an organisation select an appropriate solution.
This can also extend beyond the traditional EAP to complementary services such as GP support, mental wellbeing apps, occupational health, workplace training, whistleblowing services and other forms of employee support.
The result can be a more joined-up wellbeing offering rather than a collection of unrelated services purchased independently.
One Point of Contact
Managing several wellbeing suppliers can become surprisingly time-consuming.
Different account managers, contracts, invoices, reporting arrangements, renewal dates and service processes can create additional administration for HR and management teams.
An intermediary can provide a central point of contact across these arrangements.
If there is a question about an EAP, a utilisation report, promotional materials or another wellbeing service, the organisation knows who to contact.
At Life & Progress, for example, this account-managed approach is an important part of how we support organisations alongside the underlying service providers.
Helping Employees actually use the Services
Buying an EAP is relatively easy. Getting employees to remember that it exists, and feel comfortable using it when they need support, can be considerably harder.
An intermediary can help organisations maintain visibility through launch communications, promotional materials, awareness campaigns, manager resources, wellbeing content and periodic relaunches.
This matters because the value of an EAP should not simply be judged by whether the telephone number works when somebody calls. It should also be judged by whether employees know the service exists in the first place.
Regular engagement can help move an EAP away from being a largely passive benefit towards becoming a visible part of an organisation’s wider approach to employee wellbeing.
Independent support when something goes wrong
Even good service providers occasionally experience problems. A call may not be returned as expected, an employee may experience an access issue, reporting may need clarification or an organisation may have concerns about an aspect of service delivery.
When purchasing directly, the client must normally manage that conversation themselves. With an intermediary, there is another layer of support.
The intermediary can investigate, liaise with the provider, escalate concerns where appropriate and help ensure that the organisation receives a satisfactory response.
Importantly, a good intermediary should be prepared to challenge a provider when necessary while maintaining a constructive relationship with all parties.
Making Better Use of Management Information
EAP utilisation data can provide useful insight, but statistics alone do not always tell the full story. An intermediary can help organisations interpret their management information in context.
Is utilisation unusually low? Are employees engaging with online resources but not telephone support? Would a relaunch help? Could managers benefit from greater awareness of management referrals? Are there opportunities for earlier intervention?
Rather than simply forwarding a report, the intermediary can help turn information into practical recommendations.
Supporting Managers as well as Employees
An effective EAP should not be viewed solely as an employee helpline.
Many services can also provide valuable support to managers dealing with difficult or sensitive workplace situations.
A specialist intermediary can help organisations understand these additional capabilities and encourage appropriate use of management consultation and referral pathways.
This can be particularly valuable where managers are dealing with absence, performance concerns, workplace conflict, bereavement, stress or employees who may benefit from professional support.
Greater Continuity
People change roles. HR contacts move organisations. Provider account managers change.
A long-term intermediary relationship can provide an additional level of continuity.
The intermediary retains an understanding of the organisation, its history, previous utilisation, service arrangements and objectives. This can make renewals and future service development considerably easier.
Over time, the conversation can therefore evolve from:
“Which EAP should we buy?”
to:
“What does our workforce need next?”
That is an important distinction.
Supporting Renewals and Value for Money
Price will always be a consideration, but the cheapest service is not automatically the best value.
Service scope, accessibility, counselling models, clinical governance, reporting, account management and employee engagement can all differ between providers.
An intermediary can help organisations review these factors at renewal rather than allowing the decision to become purely price-driven.
They can also help identify where additional services could add genuine value — or equally where something is no longer required.
The objective should be to build the right wellbeing provision for the organisation, rather than simply accumulating more products.
A Partnership Approach to Wellbeing
Ultimately, the strongest argument for working with a specialist intermediary is partnership.
An organisation still benefits from the expertise and infrastructure of established service providers, but it also has an additional partner looking after the relationship, understanding its requirements and helping ensure those services remain relevant and visible.
This is very much the philosophy behind Life & Progress.
As a specialist intermediary, our role extends beyond arranging access to an EAP or wellbeing product. We work alongside organisations and our service partners to support implementation, ongoing account management, employee engagement, management information, service development and renewal.
For organisations, the question therefore does not necessarily have to be:
“Which EAP provider should we choose?”
A better starting point may be:
“Who can help us build, manage and continually improve the right wellbeing support for our people?”
That is where the right intermediary can add real value.
Aug26, E&OE
