[EAP Implementation Case Study] Public Institution Ethics Risk Support Method

HR professionals reviewing EAP implementation cases must consider employee anxiety, the burden of reporting, and managerial responses following ethical risks. During the 12 weeks in which EAP awareness rose from 29% to 71%, what changed was not audit training, but channels where employees could speak safely.

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I understand the regulations, but how far is it acceptable?

This is the question most frequently asked by members even after receiving training on the Anti-Graft Act. It is the anxiety that arises when one has to judge on their own whether the situation right in front of them applies, rather than relying on the legal provisions.

Organization D's HR started from this problem. Even though the audit department provided guidelines, employees still worried, "Will I face disadvantages if I raise an issue?", and managers found it difficult to determine how to support employees' refusals.

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Background: A quasi-public organization of 700 people with frequent external contacts

Agency D is a quasi-public organization with approximately 700 employees. Departments that frequently hold meetings with partner companies, give external lectures, and handle public complaints have seen an increase in inquiries regarding the Anti-Corruption Act, and members were concerned about two things simultaneously: how far they could go and whether they might face disadvantages if they raised the issue.

HR determined that ethics training alone was insufficient. Instead of limiting the EAP to a single individual counseling channel, it was designed to operate alongside manager guidance, anonymous FAQs, and psychological support channels.

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4-Step Operation Method That More Than Doubled Awareness

Step 1 — Separating Ethics Inquiry Channels and EAP Channels

We established a structure where internal departments handle legal and audit judgments, while psychological burdens and stress are channeled to the EAP. We clearly guided employees to the appropriate channels so they do not have to distinguish between whether a situation requires auditing or counseling.

Step 2 — Directly provide the "connection sentence" to the administrator

We clearly separated roles so that managers would not make legal judgments on behalf of others. Instead, HR directly provided members with phrases such as "Let's check," "Let's record this as an official procedure," and "You can inquire without penalty" so that they could actually use them.

Step 3 — Anonymous FAQ Operation

We operated an anonymous FAQ that collected recurring questions, such as suggestions for outside meals, holiday gifts, lecture requests, and contact with complainants, allowing members to check them at any time. This structure enables individuals to verify their own judgment criteria before making an official inquiry.

Step 4 — Include EAP guidance at the end of ethics training

At the end of the training, we clearly informed members that they could request EAP counseling if they experienced anxiety, pressure, or conflict regarding ethical risks. The message that "psychological burdens, not just legal judgments, can also be addressed" influenced the utilization rate.

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Figures changed after 12 weeks

86% of managers participated in training, and 14% of total consultations were related to ethical issues. This is the result of the audit department's legal judgments and the EAP's psychological support operating separately.

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The biggest change according to HR managers

Ethical risks were not resolved solely through regulatory guidance. Members felt both anxiety about potential retaliation and pressure stemming from external relationships, and the EAP provided a safe channel for them to discuss this burden.

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This is not a problem limited to public institutions.

Organizations with frequent contact with external stakeholders, such as those in finance, healthcare, education, and purchasing and sales departments at large corporations, find it difficult to manage ethical risks solely through prescribed training. It is essential to create an environment where members can promptly inquire about ambiguous situations, and managers must foster a culture of protection.

EAP does not replace audit or legal functions. However, it can function as a separate support system to address the anxiety, relationship conflicts, and work stress that members experience during the reporting or inquiry process.

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Things to check first before applying to our organization

• Have you distinguished between the ethics risk inquiry channel and the EAP counseling channel?
• Have you prepared a guide message for the administrator?
• Have you organized recurring inquiries into an FAQ?
• Did you provide a message protecting reporters and inquirers?
• Have EAP confidentiality principles been included in the training materials?
• Have you checked the scope of the operation report based on anonymity and aggregation criteria?

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Case Summary

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If it is an organization in a similar environment

If you are curious about how to design ethical risk response and employee psychological support together, check below.

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This content is a case study reconstructed based on an actual operating environment to aid understanding and is intended for general informational purposes. Performance figures are examples, and actual results may vary depending on the organizational environment.

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EAP Implementation Cases #PublicInstitutions #KimYoungranAct #AntiCorruptionAct #EthicalManagement #ManagerTraining #EmployeeCounseling

 

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