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How to Deal With an Employee’s Drinking Problem
June 11, 2007
As much as you’d like to deny it – you can’t help but notice that one of your employees is behaving rather strangely. Maybe you have ignored it – chalking it up to a busy time of year or personal problems. But now that the rest of the staff is bringing it to your attention you must face the fact – your employee has been drinking on the job.
Most people dread this type of thing however it is imperative that you address the situation. The risks for ignoring it are just too great. In fact, the loss to companies in the United States due to alcohol and drug-related abuse by employee’s totals $100 billion a year, according to The National Clearinghouse for Alcohol and Drug Information.
More specifically, the problems associated with inappropriate drinking during or after work can result in the following:
- Absenteeism
- Accidents
- Behavioral Problems
- Health Problems
- Poor Morale
- Productivity
The risks and impact to your business are numerous and can be quite severe. While each situation may be unique, here are the steps you can follow to address an employee whose drinking is out of control:
- Immediately contact your Human Resources representative.
If you do not have an HR team confer with your legal counsel, management team, business partner or trusted colleague. If at all possible, try not to go it alone.
- Review company policy.
Many companies have policies that deal specifically with drug and/or alcohol abuse. If you do not have a policy to follow consider past practice. If you have no such policy you may wish to create one or add one to your existing employee handbook or SOP.
- Assess the employee.
Take some time to review the employee’s work history. Is there a pattern or is this the first incident? Are there any additional factors you need to consider? Be sure to update Human Resources with your findings.
- Assess the situation.
Determine if the employee is presenting a risk with respect to safety or unacceptable risk to the business. Make note of what these risks are and how they are or could negatively impact the business. Map out a course of action. Should the employee be reassigned, suspended or placed on probation? Regardless, it s imperative that you have a conversation with the employee and that the conversation is documented.
If the employee is obviously intoxicated escort them out of the workplace. Be certain they do not drive, arrange for transportation if necessary. Do not attempt to speak to the employee at this time, rather plan a meeting/discussion within 24- 48 hours.
- Have an objective conversation.
If you have a policy addressing this type of behavior, reiterate the policy to your employee, ask if they need any clarification about the policy and give them a written copy. Explain what, if any, disciplinary action will be taken. Be careful that you do not enable the employee by accepting any excuses. Be clear in your message – this behavior is not acceptable in the workplace.
Document the conversation and let the employee know you are doing so. In addition let them know you will be documenting any excessive lateness, absenteeism, absence from workstation, behavior problems or smell of alcohol.
Remind the employee of any confidential support provided by your company. If your health plan does not offer any support (i.e. an Employee Assistance Program or EAP) try providing information for community support groups such as Alcoholics Anonymous.
- Schedule a follow-up meeting in approximately 30 days.
Prepare for this meeting by assessing the employees performance utilizing any established criteria such as attendance records, sales goals, etc. Prior to the follow-up ask the employee to prepare by considering his or her own performance over the last 30 days. This will help you to have a two-way dialogue. Schedule an additional follow-up in another 30 days or as dictated by policy or probation period guidelines.
Continue to document all follow-up conversations and any performance issues. Hopefully the employee will accept some help and take care of the problem thus remaining a productive member of your team. If not, you will need the documented conversations should it be necessary to terminate employment.
- Initiate staff communication. Consider re-issuing your employee handbook or SOP manual. If they do not exist consider starting with a few key policies then you can add to the document over time. Going forward be sure newly hired employees are given copies of all relevant policies.
This is a sensitive issue but one that cannot be ignored. As a manager or business owner you are obligated to your staff and your customers to address it quickly and honestly. Is it a difficult conversation? Certainly – but consider that you just might be saving someone’s life and it may give you the courage you need to get it done.
Posted by Gretchen Miller on June 11, 2007 | Comments (0)
