Start with a lean set of metrics that together give a balanced view.

• Utilization rate - percent of eligible employees who use the EAP within a given period. This is a baseline health indicator, not a success metric on its own.
• Contact type breakdown - phone, video, in-person, web chat, manager consultations, critical incident responses. This shows where access barriers or preferences lie.
• Common reason categories - mental health, substance use, family issues, financial stress, legal consultation. Tracking categories helps tailor communications and resources.
• Resolution or disposition - proportion of cases resolved within EAP services versus referred to external care.
• Satisfaction and Net Promoter Score - anonymous employee feedback after service interactions.
• Follow up and recurrence - rates of return to EAP for the same issue within a set timeframe, which can flag unmet needs.
• Operational metrics - average wait time to first appointment, average number of sessions per case, and percentage of missed or canceled appointments.
• Why these matter: combining utilization with outcomes and access metrics helps you know not just who uses the service, but whether it meets their needs quickly and effectively.

• Aggregate data only - never report case-level details. Use coarse bins (for example, 1-5 sessions, 6-10 sessions) and round numbers for small groups.
• Minimum cell size - suppress or combine categories where counts fall below a threshold (commonly 5 or 10) to prevent re-identification.
• Anonymous qualitative feedback - present themes from open responses rather than verbatim quotes unless permission is granted.
• Third party reporting - if using an external EAP provider, request that they supply anonymized dashboards and that HR never receive any personally identifiable data.
• Legal and policy alignment - double-check reporting practices with privacy counsel and follow relevant laws such as HIPAA where applicable.

• Pre-post measures - where possible, use anonymous pre- and post-intervention surveys on stress, functioning, or work performance to measure improvement.
• Absenteeism and presenteeism trends - analyze aggregated sick time and productivity metrics before and after EAP rollouts or targeted campaigns.
• Turnover and retention - examine whether turnover among users differs from non-users, controlling for role and tenure.
• Manager referrals and resolution rates - track whether manager-initiated referrals result in faster resolution and improved team functioning.
• Case studies and success narratives - anonymized vignettes can illustrate impact that numbers alone do not show.

Note: causal claims require careful analysis and often cannot be proven from observational data alone. Present correlations with clear caveats.

• Executive one pager: utilization rate, satisfaction score, top three reason categories, two business outcomes correlated with EAP activity (for example, change in short-term disability claims), and recommended next steps.
• Operational dashboard: contact methods, wait times, session counts, theme breakdown, training delivered to managers, and follow-up rates.
• Narrative recommendations: include 2-3 actions to improve engagement (for example, manager training, targeted communications for caregivers, or extended hours).
• Frequency: monthly operational reports and quarterly executive summaries are a common cadence.

Include clear visualizations - line charts for trends, a small pie or bar for reason categories, and a KPI banner for top-line numbers.