Confronting Hr About Alcoholism: Steps To Take

Alcoholism is a serious issue that can have a significant impact on both individuals and organizations. It is essential to address alcoholism in the workplace to mitigate potential risks and support employees effectively. When approaching a human resource manager about suspected alcoholism in the workplace, it is crucial to proceed with empathy and compassion. Observing behavioral changes, such as disengagement or attendance issues, can be indicators of a potential alcohol problem. As a concerned party, whether a supervisor or a coworker, it is advisable to seek guidance from professional interventionists or designated HR contacts before initiating a conversation. When addressing the situation, focus on expressing concern, offering resources, and collaboratively finding solutions rather than disciplinary action. Creating a supportive environment where employees feel safe to discuss their struggles is vital for fostering a healthy workplace culture.

Understand the signs and effects of alcoholism

Alcoholism, or alcohol use disorder, is a disease that can have detrimental effects on a person's health, relationships, and overall quality of life. It is important for human resource managers and supervisors to be able to recognise the signs of alcoholism in their employees and understand the impact it can have on their lives and work performance. Here are some key points to help you understand the signs and effects of alcoholism:

Behavioural and Psychological Changes

Alcoholism can lead to significant behavioural and psychological changes. Employees struggling with alcoholism may exhibit ongoing shifts in their behaviour, such as disengagement, preoccupation, or changes in their attendance and performance. They may become more irritable, impulsive, or exhibit signs of depression or anxiety. These changes can also manifest as a lack of interest in activities they once enjoyed, social withdrawal, or a decline in personal hygiene.

Physical Signs

There are also physical indicators that may suggest a person is struggling with alcoholism. These can include the smell of alcohol on their breath or clothes, slurred speech, impaired coordination, or bloodshot eyes. In some cases, you may notice signs of injury or neglect, such as frequent bruises or a general lack of self-care.

Health Risks

Alcoholism poses serious health risks, including both short-term and long-term consequences. Alcohol interferes with the brain's communication pathways, affecting mood, behaviour, and cognitive function. It can also damage the heart, leading to conditions like cardiomyopathy. Additionally, heavy drinking takes a toll on the liver, causing various inflammations and increasing the risk of liver disease. Alcohol weakens the immune system, making individuals more susceptible to diseases like pneumonia and tuberculosis.

Impact on Work Performance

Alcoholism can have a significant impact on an employee's work performance and conduct. It may lead to decreased productivity, increased absenteeism, or difficulties in concentrating and completing tasks. Employees may struggle with meeting deadlines, have issues with attendance, or exhibit impaired decision-making abilities. In some cases, alcoholism may contribute to inappropriate behaviour or conflicts with colleagues.

Social and Relationship Issues

Alcoholism often affects an individual's personal and professional relationships. It can lead to social withdrawal, isolation, or strained relationships with colleagues and supervisors. Employees may find themselves struggling to balance their work and personal lives, experiencing increased stress or anxiety, and facing challenges in maintaining healthy relationships.

It is important to remember that alcoholism is a complex disease, and each person's experience is unique. As a human resource manager, it is crucial to approach employees with compassion and provide them with the resources and support they need to address their alcohol-related challenges.

Know your company's policy on alcohol misuse

Knowing your company's policy on alcohol misuse is crucial when addressing alcoholism with Human Resources. This policy outlines the guidelines, expectations, and support systems in place for employees struggling with alcohol-related issues. Here are some key aspects to consider:

Understanding the Policy Framework

The company's alcohol policy should be easily accessible to all employees, providing clear guidelines on responsible drinking practices within the workplace. This policy should address when and where alcohol consumption is deemed appropriate, such as during specific events or celebrations. It should also outline any restrictions on alcohol use for certain departments or roles, such as employees operating heavy machinery, where maintaining sobriety is crucial for safety reasons.

Legal Compliance and Safety

The company's policy should be in compliance with relevant laws and regulations, such as the Health and Safety at Work Etc. Act 1974 in the UK, which mandates employers to ensure the safety of their employees, including addressing hazards arising from alcohol misuse. In the US, the Drug-Free Workplace Act of 1988 requires federal contractors and grantees to maintain drug-free workplaces. Additionally, the company's insurance coverage may have specific requirements or limitations regarding alcohol service during office events, which should be carefully considered to avoid limiting insurance coverage.

Disciplinary Actions and Support Systems

The policy should clearly outline the consequences of alcohol misuse, including disciplinary actions and potential termination. However, it should also highlight the support systems in place for employees struggling with alcoholism. This may include employee assistance programs (EAPs), therapy services, or internal support groups. The policy should emphasise that seeking help is encouraged and that employees will not face dismissal solely based on their alcohol-related struggles.

Addressing Stigma and Open Dialogue

A comprehensive alcohol policy should aim to foster an environment of acceptance and open dialogue. It should encourage employees to seek help without fear of judgement or shame. This can be achieved through regular circulation of information about available resources and by initiating discussions about substance use disorders (SUDs) and their prevalence. By creating a supportive culture, employees are more likely to feel comfortable disclosing their struggles and taking advantage of the resources provided.

Customisation and Flexibility

The alcohol policy should be adaptable to individual circumstances and needs. For example, it should allow for customisation based on varying state laws and regulations, especially in countries like the US, where regulations may differ across states. Additionally, the policy should be non-contractual, allowing employers the flexibility to make changes as needed without requiring employee agreement. This non-contractual aspect also protects employers from potential legal claims arising from deviations from the policy.

Seek advice from HR professionals

If you are a manager or supervisor, it is important to recognise that you don't need to assume the role of clinician if you suspect an employee is dealing with alcohol issues. Instead, pay attention to ongoing shifts in behaviour and performance. If you observe such changes, initiate a conversation with the employee and offer them resources and support while collaboratively finding solutions to address their behaviour.

If an employee discloses a drinking problem, you can guide them on where to seek treatment, usually by referring them to the company's employee assistance program (EAP). If the employer doesn't have an EAP, the company might have a policy listing treatment options. It is also important to discuss the employee's rights under the federal Family and Medical Leave Act (FMLA). In most cases, FMLA leave will run concurrently with the time an employee is in a substance abuse rehabilitation program. Additionally, alcoholism may be protected under the Americans with Disabilities Act (ADA), so it is important to engage in an interactive process as outlined in this act.

If another employee has made a complaint about a manager, HR professionals should first seek evidence to confirm the accusation. Rule out information based solely on hearsay and instead look for physical, behavioural, or psychological changes in the person. Observations along these lines may constitute reasonable suspicion that alcohol is being used and should be documented. An employer should then discuss these observations with the manager and, in accordance with company policy, decide on the appropriate course of action, such as sending the individual for an alcohol test.

If you are an employee, and you suspect a coworker is misusing alcohol, listen if they want to talk about their issue. If they ask for help, take them to your designated human resources representative. If you suspect a problem and see concerning evidence, talk to your supervisor or HR representative. Do not aid the coworker by clocking in for them if they are late or covering for them if they leave early, as this enables them to continue their behaviour.

Offer resources and support

If you are a manager or supervisor dealing with an employee with an alcohol problem, you must offer resources and support to help them address their issues. Here are some steps to follow:

• Refer the employee to the Employee Assistance Program (EAP): The first step is often to refer the employee to the EAP. The EAP counsellor will meet with the employee, assess their situation, and refer them to a treatment program or other resources if necessary. The counsellor can also help you devise a strategy for confronting the employee and advise on techniques for addressing the problem.
• Notify the employee about the EAP: It is good practice to inform employees about the availability of the EAP, especially if they are being counselled for performance or conduct problems.
• Follow company policy: Ensure you are following the company's policies and procedures regarding substance abuse and employee rights.
• Provide treatment options: If your company does not have an EAP, guide the employee on where to seek treatment. The company may have a policy or practice that lists treatment options.
• Discuss employee rights: Talk to the employee about their rights under the federal Family and Medical Leave Act (FMLA). FMLA leave often runs concurrently with the time an employee is in a substance abuse rehabilitation program.
• Engage in an interactive process: As outlined in the Americans with Disabilities Act (ADA), discuss possible accommodations with the employee to determine a way for them to continue performing essential job functions. Alcoholism may be protected under the ADA, and it usually protects employees beyond FMLA leave.
• Back-to-work conference: After the employee returns to work, consider holding a conference with the employee, the EAP counsellor, a staff member from the treatment program, HR personnel, and the employee's representative (if applicable). This conference can help explain the employee's treatment schedule, any needed changes in work, and follow-up care.
• Follow-up care: Ensure the employee receives appropriate follow-up care, such as a 12-Step program, group meetings, therapy, or continued EAP sessions.
• Health unit assessment: If the employee is willing, they can be referred to the health unit for observation or assessment. Health unit personnel may offer a medical judgment on intoxication and conduct a voluntary alcohol test if permitted.
• Support during treatment: Understand that the employee's performance may be affected during their treatment and recovery. Work with the employee and the EAP counsellor to make any necessary adjustments to their work schedule or duties.

Remember, the goal is to provide support and resources to help the employee address their alcoholism while also maintaining a safe and productive work environment.

Foster an environment of open dialogue

As an HR manager, fostering an environment of open dialogue is crucial in addressing alcoholism among employees. Here are some ways to achieve this:

Create a Supportive Culture

It is important to cultivate an environment that reduces the stigma associated with alcoholism and substance use disorders (SUD). Employees often feel ashamed and fearful of the consequences if their struggles with alcohol are discovered by their managers or coworkers. This sense of secrecy can lead to isolation and hinder employees from seeking help. By creating a supportive culture, employees will feel more comfortable discussing their challenges and taking steps towards recovery.

Share Resources and Information

Regularly disseminate information about available resources, such as employee assistance programs (EAPs), SUD treatment programs, therapy, or coaching services. Demonstrate the organization's commitment to supporting employees through these challenges. This can be done through regular communications, dedicated days for discussing substance use, or by offering comprehensive and confidential support services tailored to individual needs.

Encourage Open Conversation

Initiate discussions about SUD issues and acknowledge their prevalence. Highlight that employees may face these challenges directly or through a loved one. Encourage employees to take time off when needed to address substance use issues. By creating a safe and understanding environment, employees will feel more empowered to seek assistance without fear of judgment or repercussions.

Train Managers and Supervisors

Managers and supervisors play a crucial role in fostering open dialogue. Train them to recognize signs of alcoholism, such as behavioural changes, and provide them with the skills to initiate compassionate and non-judgmental conversations with employees. They should be equipped to offer resources and support while collaboratively working with employees to address any performance or conduct issues related to alcohol use.

Confidentiality and Privacy

Ensure that employees feel their privacy is respected. Confidentiality is essential when addressing alcoholism in the workplace. Employees need to trust that their disclosures will not be shared indiscriminately and that their personal information will be protected.

By implementing these strategies, HR managers can effectively foster an environment of open dialogue, encouraging employees to seek help for alcoholism and substance use disorders without fear or stigma. This proactive approach will contribute to a healthier and more supportive workplace culture.

Frequently asked questions