How Not To Give Up On Addiction In The Workplace

A clear, written drug and alcohol policy at work is key

It is estimated that drug and alcohol misuse costs our nation upwards of $600 billion annually, according to the National Institute on Drug Abuse (NIDA). And according to the National Council on Alcoholism and Drug Dependence, 70 percent of Americans with addictions are employed.

 

With those startling statistics, it is likely that you have employees working for, or alongside you that may have a problem with drugs and/or alcohol. In fact, 24 percent of workers admit to drinking during the day at least once in the past year. It is more common than one may think.
 
Some key indicators may include:
 

 
Their work may begin to suffer and projects may be delayed or turned in incomplete. You may notice mood or behavior changes, isolation and avoidance of other co-workers, and physical symptoms such as falling asleep on the job, having bloodshot eyes or smelling like alcohol.  If you have a personal relationship with the employee and know what they like to do for fun, you may notice these hobbies are changing or being lost.
 
I strongly recommend that all employers have a clear, written drug and alcohol policy in place that is supportive and written in a way that employees with addiction problems feel safe to come forward. Upon hire, employees should be asked to read and sign an agreement that they understand the policy. I recommend that the policy outline whether or not alcohol can be served at company functions. If it is served, provisions should be made for safe use as well as providing accommodations for employees in recovery.
 
As long as an employee is willing to get help, I believe they should be granted a leave of absence to seek treatment and rehabilitation without being concerned about losing their job. The stigma associated with addiction continues to keep employees from seeking professional help. A survey from the Partnership for Drug-Free Kids showed that 20 percent of employees believed if they sought coverage for treatment they would be passed over for a promotion or be fired.
 
Employers should promptly and properly address potential issues with employees they suspect of improper substance use as outlined in their drug and alcohol policy. Be careful in maintaining boundaries; don’t offer to lend the employee in question money, cover up for him or her, or delegate their work to another employee. Supervisors should gather evidence, document all performance problems, schedule a face-to-face meeting to discuss concerns with HR present and plan for denial, a common reaction to confrontation.
 
Unless the employee was obviously intoxicated on the job, the supervisor should keep the focus on the declining job performance rather than any potential substance use or misuse. The sooner you proactively address the issue, the better. The longer an addiction goes untreated, the more risk and legal liability you incur. According to NIDA, people with a substance use disorder are four times more likely to be involved in workplace accidents. 
 
The employee should be strongly encouraged to utilize Employee Assistance Program (EAP) services if the company offers them. Small companies may not have an EAP but they can still assist employees by maintaining a current list of local resources available in the community. The HR professional at a small company may choose to belong to a reputable networking group of behavioral health professionals in their area so they can reach out for referrals when necessary.
 
If the employee was under the influence at work, an employer could consider a professional intervention, during which colleagues and other people important to the employee in question encourage him or her to get professional help. Note that a certified interventionist should lead the intervention, never the supervisor or another employee. It is helpful for employers to offer comprehensive insurance benefits that cover all stages of treatment for substance use disorders, including detox, residential care, outpatient care and individual counseling.
 
When an employee is returning to work after completing treatment, schedule a return-to-work Meeting to meet face-to-face prior to the date (or on the first day) the employee returns to work. Employees may be concerned about confidentiality, how other employees may treat them when they return, or be unsure about expectations around job performance. On the other hand, supervisors may be concerned about the employee’s ability to re-integrate into the workforce and be uncertain about how to best support the employee. This meeting allows the supervisor, employee and HR to discuss any changes that may have happened during their absence, remind the employee that he or she has been missed and is valued, and discuss any fears the employee has about returning. 
 
Establish a return-to-work agreement (RTWA). This is a written document that outlines expectations for the employee when they re-enter the workforce. The expectations may include complying with a drug-free workplace, when and how performance will be reviewed, consequences of poor performance, as well as consequences of a relapse. It should include the acknowledgement that if the employee cannot meet these standards, the failure to do so can be grounds for termination. This will help the employee stay accountable.
 
Be aware of signs of “workaholism.” We oftentimes see individuals in recovery substituting one addiction for another, whether that’s gambling, relationships, overeating, or work. The employee could over-work to escape challenging emotional situations and painful feelings. Take steps to manage the employee’s job stress and support them in taking time to “recharge.”
 
Be supportive of their daily recovery maintenance, within reason. If the employee has a recovery related activity they are involved in and get a lot out of, consider making an accommodation for them to attend if their work schedule conflicts with it. Support them in their recommended prescription for treatment. Their residential treatment stay may be followed by a longer length of outpatient or aftercare.
 
These are oftentimes offered afterhours to accommodate for working schedules, but if the employee needs to leave slightly early to get to their appointment on time, work together on creating an agreement so they can come in early to make up that time or find another solution that works for both of you. This can be discussed during the return-to-work meeting and during on-going supervision. Continued engagement in recovery activities and therapy will result in a greater likelihood of sustained sobriety.