Attracting and Retaining Talent in the Employee Assistance Profession in SA

Challenges Facing the EA Profession

The Employee Assistance field is at a critical juncture, facing both an urgent demand for new practitioners and a crisis of well-being among existing professionals. The global shift towards prioritising mental health and employee wellness in the workplace has accelerated demand for EAP services. However, without sufficient recruitment and retention efforts, the profession risks being unable to meet these growing needs.

Experienced professionals like Thiloshni Govender, Vice President (2023–2026), and Dr. Marion Borcherds, President-Elect (2023–2026), highlight the immense pressure our practitioners have faced, especially in the wake of the pandemic. According to Govender, many professionals are “very close to burnout in trying to support our organisations and employees,” underscoring the necessity for self-care and structured support within the profession.

Alongside individual burnout, the field is grappling with a shortage of young professionals entering the workforce. The highly specialised nature of EAP work means that many newly qualified psychologists, social workers, and HR professionals may not be aware of the opportunities within the Employee Assistance profession.

Dr. Borcherds stresses the importance of converting Eduweek attendees into active EAPA-SA members to strengthen the profession and enhance its regulatory capacity. Eduweek presents a vital opportunity to engage newcomers, particularly those newly qualified or unfamiliar with the EAP landscape. By exposing young professionals to the career possibilities within EAP, the industry can build a stronger pipeline of future talent.

Strategies for Attracting and Retaining Talent

The key to building a strong and sustainable Employee Assistance workforce lies in highlighting career growth opportunities, fostering mentorship, ensuring fair compensation, and emphasising self-care.

1. Highlighting Career Paths and Mentorship Opportunities

Many young professionals entering the workforce are unaware of the career paths available in EAP. A clear career development framework is essential to attracting new talent. EAPA-SA plays a pivotal role in advocating for structured career progression within the sector, ensuring that new entrants understand where their careers can grow.

Dr. Borcherds views Eduweek as a pivotal platform where newcomers can “meet with people who are quite seasoned” and establish valuable networks. Providing mentorship opportunities is essential in guiding new professionals toward fulfilling careers in EAPA.

A strong mentorship culture benefits both mentees and experienced professionals. For younger professionals, mentorship bridges the gap between academic knowledge and real-world practice, providing guidance and support. For mentors, the opportunity to share knowledge, shape the future of the profession, and prevent burnout by fostering a collaborative environment is invaluable.

Nevania Naidoo, Education Portfolio Holder (2023–2026), recognises the rise in young professionals entering the industry. She stresses the importance of collaborating with universities to raise awareness of EAPA-SA’s role and the support it offers. By introducing EAP career opportunities to students early on, the profession can cultivate a pipeline of future practitioners.

2. Improving Compensation and Professional Accreditation

To attract and retain top talent, the industry must prioritise competitive salaries and clear professional recognition. Unlike other fields in psychology, social work, or human resources, EAP professionals often face uncertainty around salary structures and accreditation.

EAPA-SA continues to advocate for professional accreditation and increased standardisation within the industry. Formalising EAP roles, setting clear expectations, and aligning salaries with other mental health and wellness professionals enhances the credibility of the profession.

Organisations that invest in their EAP staff through structured career progression, professional development funding, and leadership training will have a better chance of retaining top practitioners.

3. Promoting Self-Care Practices

The well-being of EAP professionals is essential to the sustainability of the industry. Thiloshni Govender stresses that the primary tool for EAPs is themselves. Without prioritising their own mental, emotional, and physical well-being, practitioners cannot effectively support others.

EAP professionals carry heavy emotional loads—dealing with employee trauma, stress, and crisis interventions on a daily basis. To prevent burnout and compassion fatigue, organisations must actively encourage:

• Regular debriefing and supervision
• Reasonable caseloads and workload management
• Wellness initiatives for EAP professionals
• Emotional support and self-care workshops

By normalising self-care within EAP workspaces, professionals can recharge, remain effective in their roles, and continue providing quality care to employees in need.

Conclusion

The future of the Employee Assistance profession in South Africa depends on strategic efforts to attract new talent while sustaining existing practitioners.

By fostering mentorship, improving compensation and accreditation, and promoting self-care, the industry can ensure a sustainable, engaged, and resilient workforce.

The role of EAPA-SA is crucial in advocating for professional development, supporting new entrants into the field, and ensuring that current practitioners receive the necessary resources and recognition to thrive.