Drug-Free Workplace Training for Supervisors. Objectives of Training The Lighthouse Drug and...

Drug-Free Drug-Free Workplace Training Workplace Training

for Supervisorsfor Supervisors

Objectives of TrainingObjectives of Training

The Lighthouse Drug and Alcohol The Lighthouse Drug and Alcohol PolicyPolicy

The different components of the Drug-The different components of the Drug-Free Workplace PolicyFree Workplace Policy

How to intervene in reasonable How to intervene in reasonable suspicion situationssuspicion situations

How to address performance problems How to address performance problems that may be related to substance that may be related to substance abuseabuse

At the end of the training, At the end of the training, supervisors should understand:supervisors should understand:

Document policy violations or Document policy violations or performance concernsperformance concerns

Protect employee confidentiality Protect employee confidentiality Refer employees who have problems Refer employees who have problems

with alcohol and other drugs with alcohol and other drugs Continue to supervise employees who Continue to supervise employees who

have been referred to assistance have been referred to assistance Avoid enabling behaviors and Avoid enabling behaviors and

common supervisor traps common supervisor traps

Overview of Drug-Free Overview of Drug-Free Workplace PolicyWorkplace Policy

Sends a clear message that use of Sends a clear message that use of alcohol and drugs in the workplace is alcohol and drugs in the workplace is prohibitedprohibited

Encourages employees who have Encourages employees who have problems with alcohol and other drugs problems with alcohol and other drugs

to voluntarily seek helpto voluntarily seek help

The Drug-Free Workplace Policy accomplishes two major things:

The Drug-Free Workplace Policy The Drug-Free Workplace Policy exists to:exists to: Protect the health and safety of all Protect the health and safety of all

employees, clients/customers and the employees, clients/customers and the publicpublic

Safeguard employer assets from theft Safeguard employer assets from theft and destructionand destruction

Maintain company quality, integrity and Maintain company quality, integrity and reputationreputation

Comply with the state and federal Comply with the state and federal mandates and any other applicable lawsmandates and any other applicable laws


The Drug-Free Workplace Policy The Drug-Free Workplace Policy addresses:addresses: Purpose of the policy and program;Purpose of the policy and program; Who is covered by the policy;Who is covered by the policy; When does the policy apply;When does the policy apply; What behavior is prohibited;What behavior is prohibited; Are employees required to notify Are employees required to notify

supervisors of drug-related supervisors of drug-related convictions;convictions;

Does the policy include searches;Does the policy include searches;


Types of drug testing;Types of drug testing; Consequences for violating the policy;Consequences for violating the policy; Return-to-Work Agreements;Return-to-Work Agreements; Types of assistance that is available to Types of assistance that is available to

employees needing help;employees needing help; Employee confidentiality;Employee confidentiality; Who is responsible for enforcing the Who is responsible for enforcing the

policy;policy; How the policy communicated to How the policy communicated to

employeesemployees


Lighthouse Youth Lighthouse Youth ServicesServices

Policy ReviewPolicy Review

Legally Sensitive AreasLegally Sensitive Areas

Safeguard employee’s confidentialitySafeguard employee’s confidentiality Ensure the policy is clearly Ensure the policy is clearly

communicated communicated Establish procedures to thoroughly Establish procedures to thoroughly

investigate alleged violationsinvestigate alleged violations Provide due process and ample Provide due process and ample

opportunity for response to allegationsopportunity for response to allegations Ensure quality control and confirmation Ensure quality control and confirmation

of positive testsof positive tests Conform to union contracts, if applicableConform to union contracts, if applicable

Supervisors’ RoleSupervisors’ Role

If substance abuse/alcohol abuse is If substance abuse/alcohol abuse is contributing to an employee’s poor contributing to an employee’s poor performance……ignoring or avoiding performance……ignoring or avoiding the issue will not help the situationthe issue will not help the situation

A supervisor must clearly A supervisor must clearly understand the company’s drug free understand the company’s drug free workplace policyworkplace policy

Supervisors’ Supervisors’ ResponsibilitiesResponsibilities

Maintain a safe, secure and productive Maintain a safe, secure and productive environment for employeesenvironment for employees

Evaluate and discuss performance with employeesEvaluate and discuss performance with employees Treat all employees fairlyTreat all employees fairly Act in a manner that does not demean or label Act in a manner that does not demean or label

peoplepeople

It is your responsibility, as a It is your responsibility, as a supervisor, to:supervisor, to:

It is It is NOTNOT your responsibility, as your responsibility, as a a supervisor, to:supervisor, to: Diagnose drug and alcohol problemsDiagnose drug and alcohol problems Have all the answersHave all the answers Provide counseling or therapyProvide counseling or therapy Be a police officerBe a police officer

Supervisors’ Supervisors’ ResponsibilitiesResponsibilities

Signs of Possible Substance Signs of Possible Substance AbuseAbuse

Deteriorating Performance

Unsafe Work Practices

Behavioral Changes

Physical Symptoms


PerformancePerformance Inconsistent quality of workInconsistent quality of work Poor concentrationPoor concentration Increased mistakes, errors in judgment, Increased mistakes, errors in judgment,

sudden inability to handle complex sudden inability to handle complex assignments or meet deadlinesassignments or meet deadlines

Increase absenteeism or tardinessIncrease absenteeism or tardiness Patterns of absenteeism (Mondays, Patterns of absenteeism (Mondays,

Fridays, before or after holidays, and Fridays, before or after holidays, and following paydays)following paydays)


Performance Performance Excessive sick leaveExcessive sick leave Frequent early departuresFrequent early departures Extended breaks Extended breaks Excessive time of the phoneExcessive time of the phone Needless risk taking, disregard for Needless risk taking, disregard for

safetysafety


BehaviorBehavior Irritability, moodiness, arguing with Irritability, moodiness, arguing with

co-workers, or insubordination to co-workers, or insubordination to supervisorssupervisors

Frequent financial problemsFrequent financial problems Avoidance of friends and colleaguesAvoidance of friends and colleagues Overreacts to criticismOverreacts to criticism Covers up and liesCovers up and lies


BehaviorBehavior Blaming others for own problems Blaming others for own problems

and shortcomingsand shortcomings Complaints about problems at homeComplaints about problems at home Deterioration of personal Deterioration of personal

appearance, looks sloppy, unkempt, appearance, looks sloppy, unkempt, unshaven, or dressed unshaven, or dressed inappropriately inappropriately

Complaints and excuses of vaguely-Complaints and excuses of vaguely-defined illnessesdefined illnesses


Unsafe Work PracticesUnsafe Work Practices Higher incident rate of accidentsHigher incident rate of accidents Carelessness working with hazardous Carelessness working with hazardous

materials or operating equipmentmaterials or operating equipment Risky behaviorRisky behavior Increased off-the-job accidentsIncreased off-the-job accidents Damaging equipment or propertyDamaging equipment or property


PhysicalPhysical FatigueFatigue Slurred speechSlurred speech Smell of alcohol on breath or odor of Smell of alcohol on breath or odor of

marijuanamarijuana Staggering, stumbling, lack of Staggering, stumbling, lack of

coordinationcoordination Unsteady movements and shaky handsUnsteady movements and shaky hands Cold, sweaty palmsCold, sweaty palms Clammy skinClammy skin


PhysicalPhysical SweatingSweating TremorsTremors Rapid pulseRapid pulse Unusual weight loss or gainUnusual weight loss or gain


Bloodshot Bloodshot eyeseyes

Dilated pupilsDilated pupils

Pinpoint pupilsPinpoint pupils

PhysicalPhysical

Ohio’s Ohio’s Rebuttable Rebuttable

Presumption LawPresumption Law~Allows employers to seek ~Allows employers to seek disallowance of a workers’ disallowance of a workers’

compensation claim filed by an compensation claim filed by an employee who tests positive for illicit employee who tests positive for illicit drugs or alcohol OR who refuses to drugs or alcohol OR who refuses to

submit to a test~submit to a test~

““Rebuttable Rebuttable Presumption”Presumption”

shifts burden of proof to an shifts burden of proof to an employee to prove that drug or employee to prove that drug or alcohol use was not the proximate alcohol use was not the proximate cause of a workplace injury cause of a workplace injury

When an employee tests positive When an employee tests positive under a qualifying test rebuttable under a qualifying test rebuttable presumption:presumption:

Rebuttable PresumptionRebuttable PresumptionCriteriaCriteria

A positive alcohol or drug test on its own is not A positive alcohol or drug test on its own is not ENOUGH proof to disallow any BWC claimsENOUGH proof to disallow any BWC claims The BWC requires the following conditions to be The BWC requires the following conditions to be

met:met: Without the following conditions the BWC will not consider Without the following conditions the BWC will not consider

a disallowance of any claimsa disallowance of any claims A positive drug/alcohol test or a refusal to submit to a A positive drug/alcohol test or a refusal to submit to a

drug/alcohol testdrug/alcohol test The specimen collection was obtained within the The specimen collection was obtained within the

appropriate time frame: 8 hours of time of injury for appropriate time frame: 8 hours of time of injury for alcohol and 32 hours of time of injury for drugsalcohol and 32 hours of time of injury for drugs

Written notice was postedWritten notice was posted Documentation to justify post accident testing was Documentation to justify post accident testing was

occurring: reasonable cause, order of the test by a police occurring: reasonable cause, order of the test by a police officer, and/or a test by a physician not employed by the officer, and/or a test by a physician not employed by the employees employeremployees employer

AlcoholAlcohol AmphetaminesAmphetamines

MarijuanaMarijuana CocaineCocaine OpiatesOpiates

PCPPCP BarbituratesBarbiturates

BenzodiazepinesBenzodiazepines MethadoneMethadone

PropoxyphenePropoxyphene

essential to rebuttable presumption is essential to rebuttable presumption is reasonable cause to testreasonable cause to test……

Reasonable Cause DefinedReasonable Cause Defined ““Reasonable cause" can mean, but is Reasonable cause" can mean, but is

not limited to, evidence that an not limited to, evidence that an employee is or was using alcohol or a employee is or was using alcohol or a controlled substance drawn from controlled substance drawn from specific, objective facts and reasonable specific, objective facts and reasonable inferences drawn from these facts in inferences drawn from these facts in light of experience and training light of experience and training

Reasonable Cause Can Be…Reasonable Cause Can Be…

Observable phenomena, such as direct Observable phenomena, such as direct observation of use, possession, or observation of use, possession, or distribution of alcohol or a controlled distribution of alcohol or a controlled substance, or of the physical symptoms substance, or of the physical symptoms of being under the influence of alcohol of being under the influence of alcohol or a controlled substance, such as but or a controlled substance, such as but not limited to slurred speech, dilated not limited to slurred speech, dilated pupils, odor of alcohol or a controlled pupils, odor of alcohol or a controlled substance, changes in affect, or substance, changes in affect, or dynamic mood swings dynamic mood swings


A pattern of abnormal conduct, erratic A pattern of abnormal conduct, erratic or aberrant behavior, or deteriorating or aberrant behavior, or deteriorating work performance such as frequent work performance such as frequent absenteeism, excessive tardiness, or absenteeism, excessive tardiness, or recurrent accidents, that appears to be recurrent accidents, that appears to be related to the use of alcohol or a related to the use of alcohol or a controlled substance, and does not controlled substance, and does not appear to be attributable to other appear to be attributable to other factorsfactors


The identification of an employee as The identification of an employee as the focus of a criminal investigation the focus of a criminal investigation into unauthorized possession, use, or into unauthorized possession, use, or trafficking of a controlled substancetrafficking of a controlled substance

A report of use of alcohol or a A report of use of alcohol or a controlled substance provided by a controlled substance provided by a reliable and credible source reliable and credible source


Repeated or flagrant violations of the Repeated or flagrant violations of the safety or work rules of the employee's safety or work rules of the employee's employer, that are determined by the employer, that are determined by the employee's supervisor to pose a employee's supervisor to pose a substantial risk of physical injury or substantial risk of physical injury or property damage and that appear to be property damage and that appear to be related to the use of alcohol or a related to the use of alcohol or a controlled substance and that do not controlled substance and that do not appear attributable to other factorsappear attributable to other factors

Reasonable Suspicion Reasonable Suspicion SituationsSituations

Supervisors must distinguish Supervisors must distinguish between a performance problem and between a performance problem and reasonable suspicion which can reasonable suspicion which can consist of :consist of :

Dangerous behaviorDangerous behavior Threatening behaviorThreatening behavior Obvious impairmentObvious impairment

Possession of alcohol Possession of alcohol and other drugs and other drugs

Illegal activityIllegal activity

Requires immediate intervention by supervisor

May require third-party investigation

Responding to Employee Responding to Employee Allegations of On-the-Job Allegations of On-the-Job

Impairment Impairment Recommended Guidelines:Recommended Guidelines:

Thank the person for bringing the matter to Thank the person for bringing the matter to your attention your attention

Ask for an explanation of the person’s Ask for an explanation of the person’s specific concernsspecific concerns

Ask if the matter has been discussed with Ask if the matter has been discussed with others or if others are aware of the situationothers or if others are aware of the situation

Request that the person not talk to other Request that the person not talk to other employees about the matter or about employees about the matter or about reporting his/her concernsreporting his/her concerns

Assure the person that you will promptly Assure the person that you will promptly investigate and take appropriate actioninvestigate and take appropriate action

Supervisor Intervention in Supervisor Intervention in Reasonable Suspicion Reasonable Suspicion

SituationsSituations

Situations which pose an Situations which pose an eminent threat require eminent threat require immediate intervention. immediate intervention.

Use neutral conversation to Use neutral conversation to stop the person from stop the person from

workingworking A neutral conversation is a conversation that A neutral conversation is a conversation that

is related to the person’s job and unrelated to is related to the person’s job and unrelated to the allegation of on-the-job impairmentthe allegation of on-the-job impairment

While talking to the employee, the supervisor While talking to the employee, the supervisor should asses whether any physical and/or should asses whether any physical and/or behavioral characteristics existbehavioral characteristics exist

If the supervisor sees any signs of possible use, the If the supervisor sees any signs of possible use, the employee should be asked to immediately meet with the employee should be asked to immediately meet with the supervisorsupervisor

If no signs of alcohol/drug use is exhibited the employee If no signs of alcohol/drug use is exhibited the employee can not be removed from the work sitecan not be removed from the work site

If reasonable suspicion If reasonable suspicion exists meet with the exists meet with the employee in privateemployee in private

State your concerns: State your concerns: ““[Employee Name], when I was talking to you earlier I [Employee Name], when I was talking to you earlier I noticed that your eyes were glassy, your speech was noticed that your eyes were glassy, your speech was slurred, and you had an odor consistent with alcohol and slurred, and you had an odor consistent with alcohol and marijuana. Based on my observations, I am required to marijuana. Based on my observations, I am required to ask you to submit to testing under our drug and alcohol ask you to submit to testing under our drug and alcohol policy…..”policy…..”

Request the employee to submit to Request the employee to submit to testing as required by company policytesting as required by company policy

Arrange for the employee to be escorted Arrange for the employee to be escorted to a collection site for testing and to to a collection site for testing and to his/her home afterwardshis/her home afterwards

What to do….REFUSAL?What to do….REFUSAL?

Ask the employee to leave and should Ask the employee to leave and should not report back to work until the not report back to work until the supervisor calls.supervisor calls.

The supervisor should offer to call a The supervisor should offer to call a cab or ask if someone can pick him upcab or ask if someone can pick him up

CONTACT Deanna, immediatelyCONTACT Deanna, immediately Follow up with employee as to what Follow up with employee as to what

any consequences may beany consequences may be

CONFRONTATIONCONFRONTATION

After being confronted by the supervisor, After being confronted by the supervisor, the employee may become defensive and the employee may become defensive and angry based on the “allegations”angry based on the “allegations”

Supervisor should remain calm and grounded in Supervisor should remain calm and grounded in order to stay in controlorder to stay in control

Do not get drawn into a debate with the Do not get drawn into a debate with the employee, continue to stress the drug free work employee, continue to stress the drug free work place policy:place policy:

“…“…I understand that you are not happy that we are I understand that you are not happy that we are having this conversation and I am more than willing to having this conversation and I am more than willing to hear you out and talk further….but now we need to hear you out and talk further….but now we need to determine if you are willing to take the test…..”determine if you are willing to take the test…..”

Addressing Performance Addressing Performance IssuesIssues

When an employees performance When an employees performance deteriorates, the supervisor has an deteriorates, the supervisor has an obligation to intervene.obligation to intervene.

The supervisor does not need to be The supervisor does not need to be an expert on alcohol and drug abuse an expert on alcohol and drug abuse to do so as the intervention should to do so as the intervention should be focused on the employee’s be focused on the employee’s performance problemsperformance problems

Discussing Performance Discussing Performance ProblemsProblems

Take the following steps to Take the following steps to discuss a performance problem discuss a performance problem with an employee:with an employee:

Document the problemDocument the problem Prepare to meet with the employeePrepare to meet with the employee Set the stage for the meetingSet the stage for the meeting Confront constructively by coachingConfront constructively by coaching Refer for assistance if appropriateRefer for assistance if appropriate Follow up and reinforce progressFollow up and reinforce progress

Identifying Performance Identifying Performance ProblemsProblems

Recognizing changes in performance Recognizing changes in performance and working to improve productivity is and working to improve productivity is a core component of every a core component of every supervisor’s job. supervisor’s job.

Abuse of alcohol or drugs inevitably Abuse of alcohol or drugs inevitably leads to costly and potentially leads to costly and potentially dangerous consequencesdangerous consequences

Ignoring or avoiding performance issues Ignoring or avoiding performance issues will not help to improve the situationwill not help to improve the situation

Documenting Employee Documenting Employee PerformancePerformance

Documentation is a written record of Documentation is a written record of your actions and discussions.your actions and discussions.

It helps defend your actions.It helps defend your actions. It helps an employee understand your It helps an employee understand your

concerns and shows the employee what concerns and shows the employee what to do to resolve the problem.to do to resolve the problem.

It helps you become more objective by It helps you become more objective by forcing you to read and reconsider your forcing you to read and reconsider your position.position.

It helps ensures supervisors are dealing It helps ensures supervisors are dealing with employees consistently. with employees consistently.

Documenting Employee PerformanceDocumenting Employee Performance

When documenting employee When documenting employee performance:performance: Create documentation right awayCreate documentation right away Make it accurateMake it accurate Maintain a training fileMaintain a training file


Clarity is your main goal. Clarity is your main goal. Documentation should:Documentation should: Be easy to understandBe easy to understand Succinctly present the facts and the Succinctly present the facts and the

supporting details of the problemsupporting details of the problem Convey expectations for changeConvey expectations for change


Documentation should also:Documentation should also: Specify the consequences of Specify the consequences of

noncompliance to requested performance noncompliance to requested performance improvementimprovement

Set specific and achievable goals for Set specific and achievable goals for performance improvementperformance improvement

Demonstrate your company’s willingness Demonstrate your company’s willingness to work with the employee over a given to work with the employee over a given period of timeperiod of time


Objectivity facilitates clarity.Objectivity facilitates clarity. Stick to the factsStick to the facts Leave nothing to interpretationLeave nothing to interpretation

Completeness facilities clarity. Completeness facilities clarity.

Documenting Employee Documenting Employee Performance ContinuedPerformance Continued

It is important that:It is important that: The employee receives a copy of all The employee receives a copy of all

documentation.documentation. That you have the employee sign an That you have the employee sign an

acknowledgment at the end of the acknowledgment at the end of the documents.documents.

If the employee refuses to sign, write If the employee refuses to sign, write “Hand-delivered to (name of employee) “Hand-delivered to (name of employee) this (date). (Name of employee) refused this (date). (Name of employee) refused to sign acknowledgment of receipt.”to sign acknowledgment of receipt.”

To successfully document employee behavior, you must To successfully document employee behavior, you must describe your direct observations of the employee’s describe your direct observations of the employee’s

behavior or record the direct observations of others: behavior or record the direct observations of others:

I saw: You were late → I saw you report to I saw: You were late → I saw you report to your desk at 9:35 amyour desk at 9:35 amI heard: You were rude to a client → I I heard: You were rude to a client → I heard you say your eviction notice was not heard you say your eviction notice was not my problemmy problemI smelled: I think you have been drinking → I smelled: I think you have been drinking → When I spoke with you…I could smell what When I spoke with you…I could smell what appeared to be alcohol on your breathappeared to be alcohol on your breathYou are hostile → On 3/3, 3/8, 3/10 I heard You are hostile → On 3/3, 3/8, 3/10 I heard you use the words “ go to hell”, “damn you” you use the words “ go to hell”, “damn you” with your clients.with your clients.You appear to be under the influence → You appear to be under the influence → Your speech was slurred, your eyes are Your speech was slurred, your eyes are bloodshot, and your breath seemed to smell bloodshot, and your breath seemed to smell of liquorof liquor

PreparationPreparation….after you have documented the performance issues….….after you have documented the performance issues….

To prepare for the meeting:To prepare for the meeting: Discuss the matter with your supervisor Discuss the matter with your supervisor

and/or a Human Resources representativeand/or a Human Resources representative Discuss the problem with the Employee Discuss the problem with the Employee

Assistance Program (EAP), if applicable Assistance Program (EAP), if applicable → → CONCERNCONCERN

Prepare what you are going to say in advance Prepare what you are going to say in advance and make notesand make notes

Discuss the performance problem with the Discuss the performance problem with the employee without delay, before it becomes employee without delay, before it becomes more serious more serious

Setting the StageSetting the Stage

When scheduling the employee interview: When scheduling the employee interview: Meet with the employee in a private place Meet with the employee in a private place

where interruptions will be limitedwhere interruptions will be limited Choose the best time of day considering Choose the best time of day considering

workload and the employee’s behaviorworkload and the employee’s behavior Allow sufficient time for the meeting, but set Allow sufficient time for the meeting, but set

a time limita time limit Make an appointment with the employee in Make an appointment with the employee in

advanceadvance Allow for union representation, if appropriate Allow for union representation, if appropriate

Coaching NotesCoaching Notes When talking with an employee about a When talking with an employee about a

performance problem:performance problem: Avoid becoming emotionally attachedAvoid becoming emotionally attached Do not attempt to link alcohol or drug use Do not attempt to link alcohol or drug use

the problemthe problem Be prepared to deal with the employee’s Be prepared to deal with the employee’s

resistance, denial, defensiveness, and resistance, denial, defensiveness, and hostility hostility

Do not allow the employee to play you Do not allow the employee to play you against other supervisors, higher against other supervisors, higher management or the unionmanagement or the union

Remain focused on behaviorRemain focused on behavior

EnablingEnabling

Enabling: Enabling: Action that you take that Action that you take that protects the employee from the protects the employee from the consequences of his/her actions and consequences of his/her actions and actually helps the employee to NOT deal actually helps the employee to NOT deal with the problem.with the problem.

Examples of enabling:Examples of enabling: Covering Up Rationalizing Withdrawing/Avoiding

Blaming Controlling Threatening

Supervisor TrapsSupervisor Traps

SympathySympathy ExcusesExcuses ApologyApology DiversionsDiversions

InnocenceInnocence AngerAnger Pity Pity TearsTears

Employee Assistance Employee Assistance ReferralsReferrals

For supervisor referrals to be For supervisor referrals to be effective, an employee needs to know effective, an employee needs to know that:that: Problems will not be made publicProblems will not be made public Conversations with an EAP professional - Conversations with an EAP professional -

or other referral agent - are private and or other referral agent - are private and will be protectedwill be protected

All information related to performance All information related to performance issues will be maintained in his/her issues will be maintained in his/her personnel filepersonnel file

Information about referral to treatment, Information about referral to treatment, however, will be kept separatelyhowever, will be kept separately

Information about treatment for addiction or mental Information about treatment for addiction or mental illness is not a matter of public record and cannot be illness is not a matter of public record and cannot be shared without a signed release from the employeeshared without a signed release from the employee

If an employee chooses to tell coworkers about his/her If an employee chooses to tell coworkers about his/her private concerns, that is his/her decisionsprivate concerns, that is his/her decisions

When an employee tells his/her supervisor something in When an employee tells his/her supervisor something in confidence, supervisors are obligated to protect that confidence, supervisors are obligated to protect that disclosuredisclosure

Employee Assistance Employee Assistance ReferralsReferrals

If EAP services are available, If EAP services are available, employees are also assured that:employees are also assured that:

EAP records are separate from personnel EAP records are separate from personnel records and can be accessed only with a records and can be accessed only with a signed release from the employeesigned release from the employee

EAP professionals are bound by a code of EAP professionals are bound by a code of ethics to protect the confidentiality of the ethics to protect the confidentiality of the employees and family members that they employees and family members that they serveserve

There are clear limits on when and what There are clear limits on when and what information an EAP professional can information an EAP professional can share and with whomshare and with whom

However, there are some limits on However, there are some limits on confidentiality that may require:confidentiality that may require:

Disclosure of child abuse, elder abuse Disclosure of child abuse, elder abuse and serious threats of homicide or and serious threats of homicide or suicide as dictated by state lawsuicide as dictated by state law

Reporting participation in an EAP to Reporting participation in an EAP to the referring supervisorthe referring supervisor

Reporting the results of assessment Reporting the results of assessment and evaluation following a positive and evaluation following a positive drug testdrug test

Additional limits on confidentiality Additional limits on confidentiality may include:may include:

Verifying medical information to Verifying medical information to authorize release time or satisfy authorize release time or satisfy fitness-for-duty concerns as fitness-for-duty concerns as specified in company policyspecified in company policy

Revealing medical information to Revealing medical information to the insurance company in order to the insurance company in order to qualify for coverage under a qualify for coverage under a benefits planbenefits plan

Continued SupervisionContinued Supervision

Continuing feedback about behavior and Continuing feedback about behavior and performance performance

Accurate performance appraisalsAccurate performance appraisals Time to adjust to doing things differently Time to adjust to doing things differently Open lines of communication Open lines of communication Corrective action if old behaviors Corrective action if old behaviors

reappearreappear

After returning from an EAP referral, After returning from an EAP referral, the employee will need:the employee will need:

Do’s for SupervisorsDo’s for Supervisors DODO emphasize that you only are concerned with emphasize that you only are concerned with

work performance or conductwork performance or conduct DODO have documentation or performance in front of have documentation or performance in front of

you when you talk with the employeeyou when you talk with the employee DODO remember that many problems get worse remember that many problems get worse

without assistancewithout assistance DODO emphasize that conversations with an EAP, if emphasize that conversations with an EAP, if

applicable, are confidentialapplicable, are confidential DODO explain that an EAP, if applicable, is voluntary explain that an EAP, if applicable, is voluntary

and exists to help the employeeand exists to help the employee DODO call an EAP, if applicable, to discuss how to call an EAP, if applicable, to discuss how to

make a referralmake a referral

Don’ts for SupervisorsDon’ts for Supervisors

DON’TDON’T try to diagnose the problem try to diagnose the problem DON’T DON’T moralize. Limit comments to job moralize. Limit comments to job

performance and conduct issues onlyperformance and conduct issues only DON’T DON’T discuss alcohol and drug usediscuss alcohol and drug use DON’TDON’T be misled by sympathy-evoking be misled by sympathy-evoking

tacticstactics DON’T DON’T cover up. If you protect people, it cover up. If you protect people, it

enables them to stay the sameenables them to stay the same DON’T DON’T make threats that you do not intend make threats that you do not intend

to carry outto carry out

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