Theo Nash
Alcoholism in the workplace is a significant issue that can negatively impact productivity, employee well-being, and organisational health. It can lead to lost productivity, increased absenteeism, workplace injuries, and higher healthcare costs. It is important for supervisors and colleagues to recognise the signs of alcohol misuse, such as frequent tardiness, a decline in work performance, or the smell of alcohol. While it is not the role of supervisors to diagnose alcoholism, they play a crucial part in dealing with alcohol problems in the workplace by monitoring employee conduct and performance and providing support through Employee Assistance Programs (EAPs). Addressing alcohol-related issues early and compassionately can help employees seek treatment and minimise negative consequences.
| Characteristics | Values |
|---|---|
| Alcohol misuse at work | Negative impact on productivity, absenteeism, healthcare costs, safety concerns, and employee morale |
| Signs of alcohol misuse | Smell of alcohol, unsteady gait, bloodshot eyes, body shakes, falling asleep on the job, changes in mood and behaviour, frequent tardiness, decline in work performance |
| Supervisor's role | Not to diagnose the alcohol problem but to address performance or conduct problems, hold the employee accountable, refer the employee to the EAP, and take disciplinary action if required |
| Employer's role | Understand legalities, create a clear written alcohol policy, provide training, document incidents, apply policies consistently |
| Manager's role | Receive training on dealing with alcohol abuse, refer employees to resources, maintain confidentiality |
| Coworker's role | Do not ignore the issue, listen if the employee wants to talk, take them to HR if they ask for help, talk to your supervisor or HR if you suspect a problem |
| EAPs | Offer support and help for employees, but research on their effectiveness is limited |
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What You'll Learn
Recognising signs of alcohol misuse
- Smell of alcohol: A person may try to mask the smell with mints, mouthwash, or cologne, but this can be a telltale sign.
- Unsteady gait, bloodshot eyes, body shakes, and other physical signs.
- Falling asleep on the job or frequent tardiness.
- Changes in mood and behaviour: This may include strained relationships with colleagues, isolation, or hostile/antisocial behaviour.
- Decline in work performance: This could manifest as poor productivity, increased absenteeism, or difficulty in completing tasks.
- Safety concerns: Alcohol misuse can increase the risk of workplace accidents and injuries, especially when operating heavy machinery or handling sensitive information.
If you suspect a colleague is struggling with alcohol misuse, it is important to approach the situation with compassion and respect. Do not make accusations or assumptions without evidence, but rather focus on documented changes in job performance and behaviour. Offer support and encourage them to seek help through the company's employee assistance program (EAP) or other appropriate resources. Remember that addressing the issue early can help minimise negative consequences and support your colleague's journey towards recovery.
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Understanding alcoholism as a disease
Alcoholism, or alcohol use disorder (AUD), is a complex and challenging issue that can significantly impact individuals' lives, including their work performance and conduct. It is characterised by an impaired ability to stop or control alcohol use despite adverse social, occupational, or health consequences. AUD is considered a brain disorder that can range from mild to severe and is perpetuated by lasting changes in the brain caused by alcohol misuse, making individuals vulnerable to relapse.
The early or adaptive stage of alcoholism is marked by increasing tolerance to alcohol and physical adaptations that allow the individual to consume larger quantities without appearing intoxicated or suffering apparent ill effects. This stage can be challenging to detect, as individuals may function seemingly normally while drinking excessively. However, as the disease progresses, it can lead to harmful consequences on multiple fronts: physical, mental, emotional, and social.
The risk factors for developing AUD are multifaceted. They include drinking at an early age, with younger drinkers being more likely to develop AUD than those who start drinking at a later age. Genetics and family history also play a significant role, with hereditability accounting for approximately 60%. Additionally, mental health conditions such as depression, post-traumatic stress disorder (PTSD), or attention-deficit/hyperactivity disorder (ADHD) may increase the risk of AUD.
The impact of alcoholism in the workplace can be significant. It can lead to lost productivity, increased absenteeism, workplace injuries, and additional healthcare costs. Employees struggling with alcoholism may experience strained relationships with coworkers or isolate themselves. Signs of alcoholism in the workplace can include smelling of alcohol, unsteady gait, bloodshot eyes, body shakes, falling asleep on the job, and changes in mood and behaviour. However, it is important to note that these signs may also be indicative of other physical or mental health issues, and a diagnosis of AUD should be left to treatment professionals.
When dealing with a potential case of alcoholism in the workplace, supervisors and HR representatives have a crucial role to play. While they are not responsible for diagnosing alcoholism, they should address performance and conduct issues, hold the employee accountable, and refer them to the company's employee assistance program (EAP) or other support services. It is important to provide employees with a chance to discuss their situation and encourage them to seek help while also holding them accountable for improving their work performance and conduct.
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Knowing your legal rights and responsibilities
As an employer, you are not responsible for diagnosing alcoholism in your employees. Your role is to exercise responsibility in dealing with the performance or conduct problem, holding the employee accountable, and taking any appropriate disciplinary action.
In the US, alcoholism may constitute a disability, and employees with alcohol use disorders may be afforded certain protections under state and federal laws, such as the Americans with Disabilities Act (ADA). The ADA requires employers to provide reasonable accommodation to individuals with disabilities. However, it does not require employers to tolerate drinking or drug use on the job or excuse violations of company policy. Employers may discipline employees for improper behaviour on the job, even if the employee can attribute their actions to alcoholism.
Employers should consider offering a reasonable period of leave for a good-faith attempt at rehabilitation. Implementing strict no-alcohol and drug policies and using last-chance agreements to document an employee's rehabilitation obligations will help prepare employers to take disciplinary action if necessary.
If an employee is visibly intoxicated, an employer, manager, or HR representative should address the situation immediately. The employee should not be sent home alone or allowed to drive. Consult with HR, employee relations, and legal counsel to avoid serious liability issues. Document in writing what has transpired, including all events leading up to sending the employee home, especially if disciplinary action is necessary.
It is important to learn about the disease of alcoholism and refer the employee to the company's Employee Assistance Program (EAP). The EAP will advise management of appropriate disciplinary or administrative actions that may be taken while maintaining confidentiality.
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Referring employees to the right resources
Supervisors should be trained on how to deal with alcohol abuse in the workplace, including understanding the importance of confidentiality and knowing how to refer employees to appropriate resources. They can motivate employees to seek help and refer them to the company's Employee Assistance Program (EAP), which offers support and guidance. Additionally, supervisors can encourage employees to utilise local mental health or substance abuse programs, or contact specialised organisations like the National Clearinghouse for Alcohol and Drug Information (NCADI).
Colleagues can also play a supportive role by listening to their coworkers and accompanying them to the designated human resources representative if they ask for help. It is important to remember that covering for an alcoholic colleague, such as clocking in for them or lending them money, enables their behaviour and is not helpful in the long run.
To facilitate effective referrals, employers should ensure they have clear substance use policies in place, providing a framework for addressing alcohol-related issues. Regular reviews of these policies are essential to keep them aligned with evolving legal requirements and organisational values. Additionally, providing training to managers and employees on how to apply these policies in practical scenarios is crucial for creating a culture of respect and safety in the workplace.
By offering a range of resources and support systems, employers can help employees struggling with alcoholism to seek treatment and improve their overall well-being.
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Creating a safe, supportive environment
Education and Awareness
Firstly, it is essential to recognize the signs of alcohol misuse. These signs can include frequent tardiness, a decline in work performance, bloodshot eyes, body shakes, and changes in mood and behaviour. Supervisors should be trained to identify these signs and understand that alcoholism is a disease. By recognizing the early or adaptive stage of alcoholism, which is marked by increased tolerance and few apparent negative effects, supervisors can intervene early.
Clear Substance Use Policies
Employers should implement clear, written alcohol policies that set expectations and offer a framework for addressing alcohol-related issues. These policies should be regularly reviewed and updated to align with evolving legal requirements and organizational values. Training on how to apply these policies in real-world scenarios is also crucial for managers and supervisors.
Employee Assistance Programs (EAPs)
Offering support through Employee Assistance Programs (EAPs) is an effective way to help employees struggling with alcohol misuse. These programs can provide resources, education, and guidance to employees. Supervisors can refer employees to these programs and hold them accountable for improving their conduct and performance.
Confidentiality and Discretion
When dealing with alcohol misuse, confidentiality is critical. Supervisors and managers should approach the affected employee with discretion and respect, focusing on performance issues and the need for improvement rather than making accusations.
Safety and Wellbeing
Alcohol misuse in the workplace can lead to safety risks, especially if the employee operates heavy machinery or handles sensitive information. Employers must recognize and mitigate these dangers, potentially scheduling an assessment with the EAP and providing necessary discipline.
Creating a supportive environment involves a combination of education, clear policies, access to assistance programs, and a respectful, discreet approach that prioritizes the safety and wellbeing of all employees.
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Frequently asked questions
Signs of alcohol misuse include frequent tardiness, a decline in work performance, and the smell of alcohol on a colleague. Other signs include bloodshot eyes, body shakes, falling asleep on the job, and changes in mood and behaviour.
If you suspect a colleague of 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 evidence, talk to your supervisor or HR representative.
Recognising alcohol-related issues in a supervisor can be tricky as they may try to conceal their problem due to their leadership role. If you suspect your supervisor is misusing alcohol, it is important to approach the situation with discretion and careful planning to protect your career and the well-being of your workplace. Talk to your HR representative or seek help from an Employee Assistance Program (EAP).
A supervisor's role is not to diagnose the alcohol problem but to exercise responsibility in dealing with the performance or conduct problem, hold the employee accountable, refer the employee to the EAP, and take any appropriate disciplinary action.
Employers can implement workplace programs such as Employee Assistance Programs (EAPs) and educational programs to prevent and reduce alcohol-related problems. It is also important to review the alcohol policy annually and provide training to managers on how to apply the policy in real-world scenarios.
