Supervisor DrugDrug-Free
Workplace Training
Working Partners for an
Alcohol- and Drug-Free
Alcohol
Drug Free Workplace
Provided by the Office of the Assistant Secretary for Policy
U.S. Department of Labor
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Supervisor Training Outline
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Objectives of training
Overview of Drug-Free Workplace Policy
Supervisors’ responsibilities
Id tif i performance
Identifying
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problems
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and
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handling
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potential crisis situations
Recognizing problems
Intervention and referral
Protecting
g confidentiality
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Continued supervision
Enabling and supervisor traps
Do’s and Don’ts for supervisors
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Objectives of Training
At the end of the training, supervisors
should understand:
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The different components of the
Drug Free Workplace Policy
Drug-Free
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Their role in implementing the
Drug-Free Workplace Policy
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At the end of the training,
g supervisors
should know how to:
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Identify and in
Identif
investigate
estigate crisis sit
situations
ations
Recognize workplace problems that may be
related to alcohol and other drugs
Intervene in problem situations
Refer employees who have problems with
alcohol and other drugs
Protect employee
p y confidentiality
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Continue to supervise employees who have
been referred to assistance
Avoid enabling and supervisor traps
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Overview of DrugDrug-Free
Workplace Policy
The Drug-Free Workplace Policy
accomplishes two major things:
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Sends a clear message
g that use of
alcohol and drugs in the workplace is
prohibited
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Encourages employees who have
problems with alcohol and other drugs to
voluntarily seek help
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The Drug-Free
Drug Free Workplace Policy exists to:
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Protect the health and safety of all
employees, customers and the public
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Safeguard employer assets from theft and
destruction
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Protect trade secrets
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Maintain product quality and company
integrity and reputation
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Comply with the Drug-Free Workplace Act
of 1988 or any other applicable laws
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The Drug-Free Workplace Policy answers
the following questions:
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What is the purpose of the policy and
program?
Who is covered by the policy?
When does the policy apply?
What behavior is prohibited?
Are employees required to notify
supervisors of drug
drug-related
related convictions?
Does the policy include searches?
Does the program include drug testing?
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What are the consequences for violating
the policy?
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Are there Return-to-Work Agreements?
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Whatt type
Wh
t
off assistance
i t
is
i available
il bl tto
employees needing help?
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How
iis employee
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confidentiality
fid ti lit protected?
t t d?
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Who is responsible for enforcing the policy?
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How is the policy communicated to
employees?
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Supervisors’ Responsibilities
Supervisors
It is your responsibility,
responsibility as a supervisor
supervisor, to:
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Maintain a safe,, secure and productive
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environment for employees
Evaluate and discuss performance with
employees
Treat all employees fairly
Act in a manner that does not demean or
label people
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It is NOT your responsibility, as a
supervisor, to:
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Diagnose drug and alcohol problems
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Have all the answers
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Provide counseling
g or therapy
py
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Be a police officer
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Legally sensitive areas:
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Safeguard
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d employees’
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’ confidentiality
fid ti lit
Ensure the policy is clearly communicated
Establish procedures to thoroughly
investigate alleged violations
P id d
Provide
due process and
d ample
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opportunity for response to allegations
If testing is included,
included ensure quality control
and confirmation of positive tests
Conform to union contracts
contracts, if applicable
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Identifying
y g Performance Problems and
Handling Potential Crisis Situations
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Distinguishing between a crisis situation and
a performance problem
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Crisis situations are less common than
performance problems and can consist of:
– Dangerous behavior
– Threatening behavior
– Obvious impairment
– Possession of alcohol and other drugs
– Illegal activity
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Questions to consider when investigating
a potential drug or alcohol crisis situation:
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What exactly do you see?
Does there appear to be illegal activity, policy violations
or unusual behavior taking place?
Is a group of people involved or a single employee?
Are yyou the direct supervisor
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to anyone
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involved in the
incident?
Are reliable witnesses available?
Is any physical danger involved in taking action or not
taking action?
(cont.)
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Is the situation serious enough to require calling
security or law enforcement?
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Is there a specific policy that applies to the
situation?
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Does the situation require expert consultation from
Human Resources, the Employee Assistance
Program (EAP),
(EAP) if applicable,
applicable or security?
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Is this a situation that calls for reasonable-suspicion
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testing?
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Have you documented what you see and what you
have done in response?
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Recommended
R
d d actions
ti
to
t take
t k when
h
confronted with a possible drug or
alcohol situation:
z Ask the employee to come to private area with
another supervisor and/or security personnel
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Inquire about the behavior, rumor or report
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Inform the employee of your concerns
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Get his or her explanation
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of what is g
going
g on
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If you feel there is a problem, notify your superior
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If there is evidence or suspicion of recent
use, and based upon the employee’s
response and your drug-free workplace
policy, the supervisor in conjunction with
HR should:
HR,
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Refer the employee to the EAP, if applicable
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Place the employee on suspension until a formal
investigation takes place
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Arrange for the employee to be escorted home
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Escort the employee
p y to a collection for the drug
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test, if applicable
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Recognizing Problems
Addiction:
The irresistible compulsion to use alcohol
and other drugs despite adverse
consequences.
co
seque ces It is
s ccharacterized
a ac e ed by
repeated failures to control use, increased
tolerance and increased disruption in the
family.
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Ongoing
O
i performance
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problems
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that
th t do
d nott
respond to normal supervisory actions may
be signs of addiction and other personal
problems and may require more
intervention. Examples
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of common
performance problems that may be
indicators of underlying addiction include:
Poor attendance - tardiness, unexplained
absences long lunches
absences,
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z Mistakes and missed deadlines
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Intervention and Referral
Steps to take when you have identified
a performance problem:
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Document the performance problem
Get yourself ready
Set the stage
Use constructive confrontation
Refer for assistance
Follow up on progress towards meeting
performance goals
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Constructive confrontation:
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Tell employee you are concerned about
his/her performance
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State problem
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Refer to documentation of specific
events
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Avoid over-generalizations
over generalizations
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Ask for explanation
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Avoid getting involved in discussions of
personal problems
Try to get employee to acknowledge
what you see as the problem
State what must be done to correct
problem
Set time frame for performance
improvement
Specify consequences if problem
continues
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Protecting Confidentiality
For supervisor referrals to be effective, an
employee needs to know that:
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Problems will not be made public
Conversations with an EAP p
professional or other referral agent - are private and will
be protected
All information related to performance
issues will be maintained in his/her
personnell fil
file
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Information about referral to treatment,
however, will be kept separately
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Information
ti about
b t treatment
t t
t for
f addiction
ddi ti or
mental illness is not a matter of public record
and cannot be shared without a signed
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release
from the employee
If an employee chooses to tell coworkers about
his/her private concerns, that is his/her
decisions
Wh an employee
When
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ttells
ll hi
his/her
/h supervisor
i
something in confidence, supervisors are
obligated
ob
ga ed to
op
protect
o ec that
a d
disclosure
sc osu e
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If EAP services are available
available, employees
are also assured that:
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EAP records are separate from personnel
records and can be accessed only with a
signed
i
d release
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ffrom th
the employee
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z EAP professionals are bound by a code of
ethics to protect the confidentiality of the
employees and family members that they
serve
z There are clear limits on when and what
information an EAP professional can share
and
d with
ith whom
h
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However, there are some limits on
confidentiality that may require:
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Disclosure
Di
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off child
hild abuse,
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elder
ld abuse
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and
d serious
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threats of homicide or suicide as dictated by state law
Reporting participation in an EAP to the referring
supervisor
Reporting the results of assessment and evaluation
following a positive drug test
Verifying medical information to authorize release
time or satisfy fitness-for-duty
fitness for duty concerns as specified
in company policy
Revealing medical information to the insurance
company in order to qualify for coverage under a
benefits plan
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Continued Supervision
After constructive confrontation and referral, the
emplo ee will
employee
ill need:
need
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Continuing feedback about behavior and
performance
Encouragement to follow through with continuing
care and support
pp g
groups
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Accurate performance appraisals and fair treatment
Time to adjust to doing things differently
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Respect
t ffor his
hi or h
her privacy
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Open lines of communication
Corrective action if old behaviors reappear
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Enabling
Enabling: Action that you take that protects
the employee from the consequences of
his/her actions and actually helps the
employee
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to
t NOT deal
d l with
ith the
th problem.
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Examples of enabling:
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Covering Up
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Blaming
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Rationalizing
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Controlling
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Withdrawing/Avoiding
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Threatening
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Supervisor Traps
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Sympathy
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Diversions
Innocence
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Tears
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Do
Do’s
s for Supervisors
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DO emphasize that you only are concerned with
workk performance
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or conduct
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DO have documentation of performance in front of
you when you talk with the employee
DO remember that many problems get worse
without assistance
DO emphasize
h i th
thatt conversations
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with
ith an EAP
EAP, if
applicable, are confidential
DO explain
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that an EAP,, if applicable,
pp
, is voluntary
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and exists to help the employee
DO call an EAP, if applicable, to discuss how to
make a referral
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Don’ts for Supervisors
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DON’T try
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t diagnose
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the
th problem
bl
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DON’T moralize. Limit comments to job
performance and conduct issues only
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DON’T discuss alcohol and drug use
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DON’T be misled by sympathy
sympathy-evoking
evoking tactics
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DON’T cover up. If you protect people, it enables
them to stay the same
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DON’T make threats that you do not intend to
carryy out
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A Roadmap to a Safer,
Drug--Free Workplace
Drug
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Identify and investigate crisis situations
Recognize workplace problems that may be
related to alcohol and other drugs
Intervene in problem situations
Refer employees who have problems with alcohol
and other drugs
Protect employee confidentiality
Continue to supervise employees who have been
referred to assistance
A id enabling
Avoid
bli and
d common supervisor
i
ttraps
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