Substance Abuse Rise During Pandemic Creates Ongoing Challenges For HR Teams

5 ways to build a culture that promotes support for employees

Today’s work environment has changed in ways few of us could have predicted just a few years ago. The pandemic has created almost a perfect storm of obstacles for organizations that have seen more and more employees working from home. And, according to a survey of over 1,000 individuals, performed by Ipsos Research for Arizona-based mental health treatment center Sierra Tucson, the increase in alcohol and drug use among employees is complicating matters even more. 

Consider that nearly one in five employees has owned up to having used alcohol, marijuana, or other recreational drugs during work hours while employed remotely over the last year. So, it isn’t surprising that nearly 30% of employees surveyed aren’t looking forward to returning to the workplace knowing it will provide less opportunity for them to use substances during the workday.
 

Consequently, managers and supervisors have never been in a more challenging spot. Many have lost the frequent in-person contact that they used to enjoy with their teams, creating opportunities for workday substance abuse to flourish. Additionally, many have felt hamstrung by the challenges in supervising and motivating teams that have become increasingly isolated. Given all of this, how can employers not only recognize substance abuse issues but truly help employees who may be struggling with drug or alcohol addiction? 

Here are five ways to build a culture that promotes support for employees who may be struggling with substance abuse or other well-being concerns: 

• Avoid Accusations; Instead Discuss Observations

Dramatic changes in an employee’s productivity and behavior are sure signs that something is up. Whether employees are struggling with drugs or alcohol, approaching them from a place of respect and sensitivity will go a long way. Rather than accusing them of appearing under the influence, instead, frame your concern as an observation: “During today’s Zoom call you seem to be slurring your words. We're concerned that something is going on. We want you to know we're here to help you.”

• Make Mental Health and Addiction Resources Easily Available

Part of healthy work culture is continually communicating the ways in which your organization is supporting your employees. By making it easy to access resources for struggling employees, they understand that their employer is doing all they can to help. Through employee newsletters, emails, and other internal communication tools, regularly communicate all the benefits you provide such as the Employee Assistance Program (EAP). Be sure to emphasize that the EAP offers completely confidential help and the interaction that will never be reported back to their employer. 

• Find Creative Ways to Check-In With Your Employees

As more organizations have permitted virtual work to continue, it is more important than ever to find ways to maintain connections. Whether it's checking in with employees individually, or organizing formal group interactions for your department, maintaining regular contact will help alleviate isolation and promote a culture of care and support. 

• Train Managers and Supervisors to Be Prepared for Mental Health Discussions

While your goal is not to groom your managers and supervisors to become therapists or AA counselors, organizations can easily provide training that allows them to be better aware when an employee’s behavior changes. Let your managers know that you understand that this is a stressful time and ask them to focus on building relationships that help them become better acquainted and supportive of their employees to make it easier to notice if any drastic shifts occur in their behavior or performance. 

For example, consider creating performance goals that require managers to rate where each of their employees is in terms of stability, productivity, safety, and feeling supported. Operationalizing such measurements as part of your team’s management style signals that mental health is an important value to the organization. Another option is to create staff positions specifically designed to assist employees as someone who can offer support and guidance, thereby providing a resource outside of the employee’s traditional chain of command where they can go for assistance.

• Provide Mental Health Break Days and Expanded Benefits

Organizations that are most successful in creating a culture of care don’t just “talk the talk” they also “walk the walk.” Support paid time off that is “mental health days.” Encourage employees who feel overwhelmed or stressed to take their mental health days to relax or do something fun. Plan regular retreats that help connect teams with the condition that it’s all social and no business. Also, consider expanding employee benefits to include things like paying for gym or yoga studio memberships or offering a subscription for a meditation app. 

If budgets don’t allow, companies can frequently share well-being resources and encourage employees to check them out. Sometimes, just communicating mental health and addiction resources can help individuals see that their organization cares and is serious about their health care. 

Whether managing employees virtually or within the physical workplace, it is important to build a culture of trust and acceptance that makes it possible to broach sensitive subjects and have tough conversations about addiction or other mental health concerns. Regularly remind your teams of the services that are available, train managers to be aware of possible struggling employees, and make mental health a consistent part of the conversation. 

By doing so, you communicate that your organization cares and helps reduce the stigma of addiction that may inhibit employees from seeking help. Employers who make it clear that they are supportive and are there to help employees struggling with addiction not only will benefit from a healthier team but will gain the respect and trust of their workforce for years to come. 

Ryan Drzewiecki, PsyD, LP, is the Clinical Director at Sierra Tucson. Connect Ryan Drzewiecki