6 Managing addictive behaviour

Drug and alcohol misuse is on the increase in the workplace and it can no longer be swept under the carpet. Working with an addicted colleague can be a nightmare for everyone involved. If you’re suffering from an addiction yourself, it’s important to deal with the problem early on, before it becomes an issue that could cost you your job.

Some companies are now instituting regular drug or breath tests as part of their standard conditions of employment. Given the statistics, this is understandable. Just look at the facts.

Hangovers alone are estimated to cost UK industry between £53 million and £108 million each year.

A survey conducted by Alcohol Concern in conjunction with the TUC suggests that one in four accidents happen as a result of alcohol misuse, and that around 40 million working hours are lost, costing an estimated £3 billion each year.

The British Medical Association asserts that 60% of workplace fatalities are alcohol-related.

The Institute of Personnel and Development recently published findings that suggest up to 21% of the workforce may be using drugs, the fastest growing group of users being young, high achievers who are turning to cocaine and ecstasy.

A report by the Royal College of Physicians claims that drug addiction has risen fourfold in the past 10 years and that 25% of those seeking help for drug addiction are in employment.

The Heath and Safety Executive estimate that the cost to industry of drug abuse is £800 million per year.

Step one: Spot the problem

Those who have alcohol or drug problems are likely to be identified through a number of telltale indicators. Their behaviour may appear erratic or out of character, they may take extended lunch breaks, or they may suddenly disappear without giving a reason at odd times throughout the day.

Many of us are familiar with the symptoms and consequences of heavy drinking, but drug problems are less widely understood and are therefore harder to recognise. Many of the telltale indicators of drug abuse aren’t unlike those related to excessive consumption of alcohol.

Step two: Do not dismiss the situation

The World Health Organization’s European Charter on Alcohol states that ‘ . . . all people have the right to a family, community, and working life protected from accidents, violence, and other negative consequences of alcohol consumption’.

Never ignore a colleague’s addiction or assume that there is nothing you can do. Early intervention will only be of benefit. Alcohol and drug misuse not only affect the individual concerned, but also endanger the circle of people surrounding them, and have the potential to destroy the person’s career and relationships.

Do not underestimate the damaging effects of drink—for the individual and for your organisation. There is no question that alcohol reduces the ability to make sound judgments or decisions and increases the likelihood of mistakes through the loss of spatial awareness and control of the body. As heavy drinkers or drug users become more unreliable and their behaviour and judgment more erratic, their productivity diminishes and accidents become more likely.

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Every organisation should have an alcohol policy to provide clear guidelines for dealing with alcohol misuse at work. This policy will assure those with alcohol problems that they will be treated considerately and that they will be encouraged to seek help. The policy should be developed with the input of senior and middle managers and agreed by employees and their representatives.

Step three: Publish the policy

Many organisations now operate a workplace alcohol and drug policy that encourages sobriety and freedom from drugs. In spite of such initiatives, the International

Labour Organization estimates that, globally, 3–5% of the average workforce is alcohol dependent, and that up to 25% drinks heavily enough to be at risk of dependence.

Prevention is always better than cure. Much can be done from an organisational perspective to raise awareness of drug and alcohol issues, so if you’re a manager and you have a policy addressing these problems, make sure that everyone knows about it. Follow these steps:

Post drug and alcohol information prominently in the office or on your intranet (if you have one) and embark on an education programme to ensure that everyone is aware of the issues.

Outline the potential health and safety dangers to users and their colleagues. Explain that the organisation sees drug and alcohol misuse in the same light as any other illness, and that it will be treated in the same way. Early identification of employees at risk should be encouraged.

Publish the rules about alcohol consumption and drug use at work, and ensure that the message is clearly displayed in places where employees enter the business and where people gather together.

Offer advice and assistance to those who feel they have a problem, and outline the help that is available. This could be through a combination of external and internal resources: there are a wide range of support services available, from medical assistance to support groups and counselling services.

Ensure confidentiality for anyone who seeks advice or assistance.

Publish guidelines for disciplinary procedures and make clear what provision will be made for sick leave for treatment.

Outline the basis on which an individual may return to the same job after treatment, and what level of tolerance exists for repeated leave for treatment. Termination of employment may occur on the grounds of ill health if treatment is deemed to be unsuccessful.

Make sure that a regular review of the organisation’s stance on drug and alcohol misuse is carried out and that the policy document is periodically updated.

Some organisations have a policy of running screening programmes prior to a final recruitment decision; others periodically repeat these during employment. These types of checks are especially important if the company’s products, services, or methods are highly confidential, characterised by complex processes, or performed in an environment where physical safety can be an issue.

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Employers are not currently compelled by law to implement alcohol or drug policies, but Health and Safety legislation demands that they provide and maintain a safe working environment. If incidents occur as a result of alcohol or drug abuse, both employer and employee could be liable under this legislation. Employment law requires employers to treat dependency as a form of sickness. This definition enables the employee to seek treatment to overcome the problem.

Step four: Act sensitively

The people who suffer most—and who notice the problem first—are always those closest to the misuser. It is therefore likely that, if you encounter this problem, the individual concerned will be a friend or close colleague. You might prefer to talk to them on a personal level before addressing matters in a professional context. If you decide to broach the subject, do so with extreme tact. The individual is likely to react defensively to your concern, and you must not become too embroiled yourself.

If you witness a friend or colleague drinking excessively or under the influence of drugs, intervene. This may be a simple action such as calling a taxi to take the person home. Although this may feel intrusive, at least it won’t result in any physical damage being done.

Try talking to your friend when they have returned to full control to find out if they are aware that they may have a problem and ask them if you can help.

Offer support, but avoid the role of counsellor. Helping someone manage an addiction requires professional expertise. The journey to recovery is often rocky, and by taking on too much responsibility you could jeopardise a good friendship.

Talk to your colleague’s manager or to the HR department. Don’t think of it as being sneaky or telling tales but as a sign of concern for his or her welfare.

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If you suspect a team member’s work is suffering because of problems with alcohol, arrange a meeting with them to share your concerns. Do not mention your suspicions at this stage; rather give the person an opportunity to allay your fears without becoming defensive. You could explore possible work-related causes to see if you can elicit an explanation that puts your mind at rest. Failing this you may want to discuss the organisation’s alcohol policy and offer further assistance.

Common mistakes

You leave it too long before taking action

Tackling substance misuse is difficult, and many people leave it too long before taking action. Avoiding the problem only makes the situation worse for the individual and his or her colleagues, so it’s important not to let things drift on. Besides, inaction sends a powerful message to others, who may overindulge because they believe that the organisation doesn’t take substance misuse seriously. If you’re a manager dealing with an individual, ask for an interim performance review meeting and explore the reasons behind the behaviours you’ve observed. Once these are out in the open, the next logical step is to provide the right kind of help.

You don’t call in professional help

Being a supportive friend to drug or alcohol misusers may not serve them well in the long run and is no substitute for professional help. Dealing with addiction is a complicated business and should be facilitated by a trained counsellor. There may be someone in the human resources department (if you have one), who has experience of this form of counselling, but there are also many high-quality external resources that can assist.

You fail to provide a clear policy

Organisations often don’t consider drawing up an alcohol or drug policy until they actually have to deal with someone for whom drugs or alcohol have become a problem. As these forms of addiction are becoming increasingly commonplace, it’s a good idea to ensure everything is in place to deal with the problem, should it arise. The ground can be prepared through the dissemination of information about alcohol and drug abuse. This also signals the organisation’s intention to treat the matter of drug and alcohol abuse seriously— and may prevent some cases from developing in the first place.

STEPS TO SUCCESS

Have a widely published policy on substance misuse before problems arise.

Be aware of the symptoms of drug or alcohol misuse.

Don’t accuse a colleague of addictive behaviour without investigating other possibilities first—there may be a more innocent explanation.

Remember that addiction is an illness and should be treated as such.

Never ignore addictive behaviour. The longer it goes on, the more of a nightmare it becomes for everyone.

Bring in professional help at the earliest opportunity— don’t try to counsel the individual without proper training.