How to deal with substance abuse in the workplace
When dealing with drug and alcohol abuse in the workplace, managers are today expected to take increasing responsibility in an area for which they have little or no formal training. The problem is exacerbated further because drug dependency does not discriminate: anyone can be an addict, from your CEO to your back-room employee. Here are some practical ideas that will help…
1. Adopt and circulate a substance abuse policy.
By having a policy, employees know what is acceptable behaviour, the consequences of abusing drugs and alcohol at work, and the level of support provided by the employer in the event of a problem. The policy should contain information about where employees need to go voluntarily for help and advice on drugs and alcohol abuse, time off for treatment and counselling, whether drug and alcohol abuse is a disciplinary matter and at what level that issue will be addressed, and the employees’ rights under the disciplinary procedure.
2. Be aware of tell-tale symptoms.
Drug or alcohol impairment is more than an isolated incident. Indicators usually include performance problems, physical appearance, lack of coordination, mood swings, excessive tiredness, and thought disturbance. These are usually ‘flagged’ by:
- excessive absenteeism, particularly on Mondays
- regular tardiness
- diminishing performance and declining productivity
- increased injuries and accidents
- personal problems - legal, financial, or family
- constant and/or suspicious phone calls
- physical deterioration, dilated pupils, slurred speech, runny nose, scratching, and dry skin
- changes in interactions with others
- increased isolation from or conflict with peers
- rebellious behaviour towards authority
- erratic behaviour, moodiness, disorientation
- increased visits to the washroom or toilet.
3. Record observations.
If you suspect impairment, you must act on it and document signs and obvious patterns. If the person is performing a dangerous task, they must be removed from that task. Engage them in conversation to assess for slurred speech or disturbance in thought. Involve others if possible to verify your observations. Be careful not to make accusations until you’ve collected the facts, particularly if the employee tries to deny that there is a problem. Ultimately, you may be left with no other option than to tell the offending employee that disciplinary proceedings will be instigated unless their performance improves.
4. Act in the best interests of all persons.
Chemical abuse affects more than the one person. As the manager responsible, it would be wrong for you to:
- ignore or excuse unacceptable behaviour
- take on the person’s responsibilities
- make excuses to others, cover up the problem, pick up the slack, or fill in for them
- feel responsible
- enable the person to get away with poor job performance.
5. Confront the person with your evidence.
This should be done privately and in a supportive manner. Be firm but positive, have your facts on hand, don’t label, and give the employee a reasonable amount of time to address the problem, insisting that help be sought if necessary. Additional guidelines are:
- Avoid blaming, using guilt tactics, or getting sidetracked with the person’s personal problems. Stick to work issues.
- Clarify goals and standards set in your policy document. The person should refocus on what is expected of him or her.
- Let the person know the consequences of poor performance. If the employee has been involved in drug offences outside of work, it is likely that you will be able to act only if you can show that the employee’s actions have damaged the organisation in some way.
- Refer the employee to a professional to deal with personal problems. Programs exist to deal with these issues.
- Don’t counsel on your own.
If performance does not improve, follow disciplinary steps according to company policy; this may involve a union representative.
6. Provide internal and external counselling.
Use the resources available to offer help - sooner is better than later. One of the conditions of your disciplinary actions may be that the person attends counselling sessions conducted by a qualified professional. An in-house substance-abuse prevention program could be considered for the entire staff.
