{"id":33652,"date":"2008-03-26T16:35:41","date_gmt":"2008-03-26T21:35:41","guid":{"rendered":"https:\/\/content.findlaw-admin.com\/ability-legal\/uncategorized\/substance-abuse-symptoms-and-intervention.html"},"modified":"2008-03-26T16:35:41","modified_gmt":"2008-03-26T21:35:41","slug":"substance-abuse-symptoms-and-intervention","status":"publish","type":"corporate","link":"https:\/\/corporate.findlaw.com\/human-resources\/substance-abuse-symptoms-and-intervention.html","title":{"rendered":"Substance Abuse: Symptoms and Intervention"},"content":{"rendered":"
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If substance abuse could be contributing to an employee's deteriorating performance, ignoring the situation won't help. It may be the employee who has an alcohol or drug problem or it may be a family member. No matter who has a problem, it will likely only get worse and have costly—and possibly disastrous—consequences for everyone unless some action is taken.<\/font><\/p>

Recognizing the Symptoms<\/font><\/b><\/p>

Clinical diagnosis of an alcohol or other drug problem is not<\/b> the job of the supervisor, but work performance is. A key part of every supervisor's job is to remain alert to changes in employee performance and to work with employees who are having problems so that performance improves.<\/font><\/p>

The following list of performance and behavior problems are common to many substance- abusing employees. However, it is important to remember that these symptoms do not<\/b> necessarily indicate that the employee has a substance abuse problem.<\/font><\/p>

Performance<\/font><\/h4>
  • inconsistent work quality<\/font><\/li>
  • poor concentration<\/font><\/li>
  • lowered productivity<\/font><\/li>
  • increased absenteeism<\/font><\/li>
  • unexplained disappearances from the jobsite<\/font><\/li>
  • carelessness, mistakes<\/font><\/li>
  • errors in judgment<\/font><\/li>
  • needless risk-taking<\/font><\/li>
  • disregard for safety<\/font><\/li>
  • extended lunch periods and early departures<\/font><\/li><\/ul>

    Behavior<\/font><\/h4>
    • frequent financial problems<\/font><\/li>
    • avoidance of friends and colleagues<\/font><\/li>
    • blaming others for own problems and shortcomings<\/font><\/li>
    • complaints about problems at home<\/font><\/li>
    • deterioration in personal appearance<\/font><\/li>
    • complaints and excuses of vaguely- defined illnesses<\/font><\/li><\/ul>

      When and How to Intervene<\/font><\/h3>

      When an employee's performance begins to deteriorate for whatever reason, the supervisor has the right and responsibility to intervene. The supervisor does not need to be an expert on alcohol and other drugs to intervene appropriately if substance abuse is suspected; the intervention should be focused on the performance problem.<\/font><\/p>

      Principles of Intervention<\/b><\/font><\/h4>

      Maintain control of the conversation<\/b><\/font><\/p>

      • stick to the facts as they affect work performance<\/font><\/li>
      • don't rely on memory; have all supporting documents and records available<\/font><\/li>
      • do not discuss alcohol or drug use<\/font><\/li><\/ul>

        Be clear and firm<\/b><\/font><\/p>

        • explain company policy concerning performance<\/font><\/li>
        • explain company substance abuse policy<\/font><\/li>
        • explain consequences if performance expectations are not met<\/font><\/li><\/ul>

          Be supportive but avoid emotional involvement<\/b><\/font><\/p>

          • offer help in resolving performance problems<\/font><\/li>
          • identify resources for help in addressing personal problems<\/font><\/li><\/ul>Department of Labor Last Updated: November 6, 1998<\/div>","protected":false},"excerpt":{"rendered":"

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