Drugs And Alcohol Abuse In The Workplace

Managing the problem legally and ethically. Drug and alcohol abuse in the workplace can create a range of problems with serious consequences for the business, the employer, the staff member and his/her work associates.

How does the business suffer?

Your business could pay dearly in terms of:

• injuries
  
• absenteeism
  
• lost production
  
• poor performance
  
• workers compensation
  
• rehabilitation, and
  
• losses associated with inefficiency and damage to plant, equipment and other property.

And if you, as the manager or employer, don't manage the problem efficiently this can have implications that can include:

• discrimination claims
  
• lost work time, and
  
• injury.

Employees with drug and alcohol problems can:

• cause injury to themselves and others
  
• lose their job or family, and
  
• damage their physical and mental health.

Workmates of a drug or alcohol user can be faced with an increased risk of injury and disputes, resulting from them covering for colleagues' poor work performance and having to report a mate to management feeling it is for their own good.

What can cause these abuse problems?

Harmful use of alcohol can be found at all levels of organisations from the boardroom to the shopfloor, in community service, manufacturing, retail and the business sectors.

Factors which have been linked to these serious problems include:

• genetics
  
• unemployment
  
• boredom
  
• stress at home and work
  
• shiftwork
  
• high risk of personal injury or illness at work
  
• dirty, noisy work environment
  
• poorly designed, difficult to use equipment
  
• tight deadlines
  
• fear of losing job
  
• conflict with peers or supervisor
  
• discrimination or prejudice
  
• peer pressure
  
• marital or personal relationship problems
  
• financial problems

A lethal cocktail

There are also a range of commonly used medications which can affect performance as seriously as illegal drugs or alcohol, particularly if they are mixed with alcohol. These include pain relievers, sleeping pills, tranquillisers, cough medicine and antihistamines.

Chemicals used in the workplace, such as solvents and pesticides, can also have a negative affect on performance, and this may be worsened if the employee has used alcohol or other drugs.

How can you deal with these problems constructively?

• Write a workplace drug and alcohol policy which applies to all your workplace employees.
  
• Develop the policy collaboratively with management, workers and/or the relevant union.
  
• Ensure it has the total commitment of management - otherwise it won't be effective.
  
• Utilise your OHS committee, if you have one, in the development and implementation of a specific Drug and Alcohol abuse policy.

The administration of the policy is the responsibility of the employer.

The aim of your workplace policy

Prevention, counselling and rehabilitation should be part of your organisation's overall occupational health and safety strategy.

The aim of the policy should be to reduce or eliminate the hazards associated with alcohol and drug use in the workplace in a way that is consistent and fair to all your employees. You should clearly state the policy's objectives and the people covered by it.

Your "to do" list

1. Identify the cultural and stress factors which could contribute to excessive substance use in your workplace.
   
   Your objective is to reduce these triggers. Typical examples include:
   • general health and safety
     
   • management style
     
   • work practices
     
   • shift work and deadlines
     
   • equipment design, and
     
   • discrimination.
   
   In particular look at measures for safe handling, storage and use of hazardous substances.
   
   
2. Educate your staff
   
   Develop a workplace culture. You can do this by educating your workers to be prepared to encourage each other to remain sober at work.
   
   Ensure your employees are aware of the need to refer incidents likely to pose a safety hazard to their supervisor and if the problem is ongoing to the chairperson of the OHS committee.
   
   Publicise the workplace policy and provide a suitable information and education program for all your staff. This education program should be included in both induction and on-going training.
   
   Training should cover:
   • What constitutes unacceptable drug and alcohol use.
     
   • Dealing with the long term user and those intoxicated in a one-off situation.
     
   • The effects of alcohol and drugs on health, safety and work performance.
     
   • General statistics on workplace drug and alcohol use and related accidents.
     
   • The consequences for employees who fail to comply with company drug and alcohol guidelines.
     
   • Workplace and personal lifestyle stress's that can contribute to drug and alcohol use.
     
   • Personal stress reduction methods.
     
   • Ways of dealing with problem drinking and drug use.
     
   • Who to approach in the workplace for assistance with drug/alcohol problem.
     
   • Skills for managers, supervisors and OHS committee members in identifying drug and alcohol use and drug testing.
     
   • The legal position (rights and penalties) of staff and management in relation to drug and alcohol use and drug testing.
     
   • The counselling, treatment and rehabilitation services available in the workplace and externally. Post contacts with phone numbers on noticeboards throughout the workplace.

How to deal with an intoxicated worker

Talk to the employee in terms of their approach to safety and general work performance rather than their alcohol or drug use. This can be more effective and less confronting.

Designate specific people who should approach affected workers. These people may include managers, supervisors, OHS committee members and fellow workers. They should all be correctly trained in the most effective style of approach.

State the chain of responsibility in your workplace policy for making approaches if the initial contact produces a negative or hostile response.

How to counsel and discipline staff

The procedures for counselling and disciplining staff who may be a safety hazard should be consistent with your existing awards, agreements and other established counselling and disciplinary measures which apply in the workplace. The procedure's objective is to guide an employee away from inappropriate drug or alcohol use and towards safer work practices.

If you don't have a formal process in place the interview process outlined below can be adapted by your organisation.

• Interview one
  
  This should be held between the employee and supervisor. It should cover:
  • the details of unsatisfactory work performance and the standard of performance required
    
  • the employee being asked if there were any factors contributing to poor work performance
    
  • the employee should be offered professional counselling with time off work to attend
    
  • an agreement being reached about the time it will take for the employee to return to satisfactory performance
  
  If in reviewing the performance it is found that the employee has regained satisfactory performance there is no need to go any further.
  
  
• Interview two
  
  The second interview should be held between the employee, supervisor and union representative. It should :
  • state any additional details of unsatisfactory performance and the standard of performance required
    
  • inform the employee that they risk discipline and possible dismissal for failing to improve performance
    
  • repeat the offer of assistance through professional counselling
  
  If in reviewing the performance it is found that the employee has regained satisfactory performance no further interviews will be required subject to continued good performance.
  
  
• Interview three
  
  This should be held between the employee, the supervisor and the union representative. It should:
  • state all details of unsatisfactory performance
    
  • inform the employee that he/she risks losing their job if his/her performance continues to be unsatisfactory
    
  • repeat the offer of professional counselling
    
  • advise that the performance of the employee will then be reviewed on an on-going basis
  
  
• Interview four
  
  This should be held between the employee, a union representative and the supervisor with the authority to take disciplinary measures and terminate employment. It is convened to arrange appropriate disciplinary measures which may include termination of employment.

Employee assistance programs (EAPS)

An EAPS is a confidential service which assists employees to resolve personal issues that are affecting their work performance. EAPS should be established by management in consultation with unions and can add to the effectiveness of a workplace drug and alcohol policy.



Source:
Drugs, alcohol and the workplace guide. WorkCover New South Wales

Reprinted with permission of NSW Business Chamber. For more information about this article or NSW Business Chamber, its products, services and membership, please call 13 26 96 or visit the web site: www.nswbusinesschamber.com.au
First published: 28 August 2003.
Last updated: 10 January 2006.