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![Page 1: 1 Supervisor Drug-Free Workplace Working Partners for an Alcohol- and Drug-Free Workplace Provided by the Office of the Assistant Secretary for Policy.](https://reader030.fdocuments.us/reader030/viewer/2022032604/56649e6c5503460f94b6a679/html5/thumbnails/1.jpg)
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Supervisor Drug-Free Supervisor Drug-Free WorkplaceWorkplace
Working Partners for an Alcohol- and Drug-Free Workplace
Provided by the Office of the Assistant Secretary for PolicyU.S. Department of Labor
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Supervisor Training OutlineSupervisor Training Outline Objectives of training Overview of Drug-Free Workplace Policy Supervisors’ responsibilities Identifying performance problems and handling
potential crisis situations Recognizing problems Intervention and referral Protecting confidentiality Continued supervision Enabling and supervisor traps Dos and Don’ts for supervisors
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Objectives of TrainingObjectives of Training
The different components of the Drug-Free Workplace Policy
Their role in implementing the Drug-Free Workplace Policy
At the end of the training, supervisors should understand:
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At the end of the training, supervisors should know how to:
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 Avoid enabling and supervisor traps
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Overview of Drug-Free Overview of Drug-Free Workplace PolicyWorkplace Policy
Sends a clear message that use of alcohol and drugs in the workplace is prohibited
Encourages employees who have problems with alcohol and other drugs to voluntarily seek help
The Drug-Free Workplace Policy accomplishes two major things:
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The Drug-Free Workplace Policy exists to:
Protect the health and safety of all employees, customers and the public
Safeguard employer assets from theft and destruction
Protect trade secrets Maintain product quality and company
integrity and reputation 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:
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-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?
Are there Return-to-Work Agreements? What type of assistance is available to
employees needing help? How is employee confidentiality protected? Who is responsible for enforcing the policy? How is the policy communicated to
employees?
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Supervisors’ ResponsibilitiesSupervisors’ Responsibilities
Maintain a safe, secure and productive environment for employees
Evaluate and discuss performance with employees
Treat all employees fairlyAct in a manner that does not demean or
label people
It is your responsibility, as a supervisor, to:
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It is NOT your responsibility, as a supervisor, to:
Diagnose drug and alcohol problems
Have all the answers
Provide counseling or therapy
Be a police officer
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Legally sensitive areas:
Safeguard employees’ confidentiality Ensure the policy is clearly communicated Establish procedures to thoroughly
investigate alleged violations Provide due process and ample
opportunity for response to allegations If testing is included, ensure quality control
and confirmation of positive tests Conform to union contracts, if applicable
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Identifying Performance Problems and Identifying Performance Problems and Handling Potential Crisis SituationsHandling Potential Crisis Situations
Distinguishing between a crisis situation and a performance problem
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:
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 you the direct supervisor to anyone 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?
Is there a specific policy that applies to the situation?
Does the situation require expert consultation from Human Resources, the Employee Assistance Program (EAP), if applicable, or security?
Is this a situation that calls for reasonable-suspicion testing?
Have you documented what you see and what you have done in response?
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Recommended actions to take whenconfronted with a possible drug oralcohol situation:
Ask the employee to come to private area with another supervisor and/or security personnel
Inquire about the behavior, rumor or report
Inform the employee of your concerns
Get his or her explanation of what is going on
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 should:
Refer the employee to the Human Resources Dept. or EAP, if applicable
Place the employee on suspension until a formal investigation takes place
Arrange for the employee to be escorted home
After consultation with the HR Director, escort the employee to a collection for the drug test, if applicable
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Recognizing ProblemsRecognizing Problems
Addiction:
The irresistible compulsion to use alcohol and other drugs despite adverse consequences. It is characterized by repeated failures to control use, increased tolerance and increased disruption in the family.
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Ongoing performance problems that do not respond to normal supervisory actions may be signs of addiction and other personal problems and may require more intervention. Examples of common performance problems that may be indicators of underlying addiction include:
Poor attendance - tardiness, unexplained
absences, long lunches Co-workers or customer complaints Mistakes and missed deadlines
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Intervention and ReferralIntervention and Referral
Document the performance problem Get yourself ready Set the stage Use constructive confrontation Refer for assistance Follow up on progress towards meeting
performance goals
Steps to take when you have identified a performance problem:
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Constructive confrontation:
Tell employee you are concerned about his/her performance
State problem
Refer to documentation of specific events
Avoid over-generalizations
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 ConfidentialityProtecting Confidentiality
For supervisor referrals to be effective, an employee needs to know that:
Problems will not be made public Conversations with an EAP professional -
or other referral agent - are private and will be protected
All information related to performance issues will be maintained in his/her personnel file
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Information about referral to treatment, however, will be kept separately
Information about treatment for addiction or mental illness is not a matter of public record and cannot be shared without a signed release from the employee
If an employee chooses to tell coworkers about his/her private concerns, that is his/her decisions
When an employee tells his/her supervisor something in confidence, supervisors are obligated to protect that disclosure
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If EAP services are available, employees are also assured that:
EAP records are separate from personnel records and can be accessed only with a signed release from the employee
EAP professionals are bound by a code of ethics to protect the confidentiality of the employees and family members that they serve
There are clear limits on when and what information an EAP professional can share and with whom
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However, there are some limits on confidentiality that may require:
Disclosure of child abuse, elder abuse and serious 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 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 SupervisionContinued Supervision
Continuing feedback about behavior and performance
Encouragement to follow through with continuing care and support groups
Accurate performance appraisals and fair treatment Time to adjust to doing things differently Respect for his or her privacy Open lines of communication Corrective action if old behaviors reappear
After constructive confrontation and referral, the employee will need:
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EnablingEnabling
Enabling: Action that you take that protects the employee from the consequences of his/her actions and actually helps the employee to NOT deal with the problem.
Examples of enabling:
Covering Up Rationalizing Withdrawing/Avoiding
Blaming Controlling Threatening
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Supervisor TrapsSupervisor Traps
SympathyExcusesApologyDiversions
InnocenceAngerPity Tears
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Dos for SupervisorsDos for Supervisors
DO emphasize that you only are concerned with work performance or conduct
DO have documentation or performance in front of you when you talk with the employee
DO remember that many problems get worse without assistance
DO emphasize that conversations with an EAP, if applicable, are confidential
DO explain that an EAP, if applicable, is voluntary 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 SupervisorsDon’ts for Supervisors
DON’T try to diagnose the problem
DON’T moralize. Limit comments to job performance and conduct issues only
DON’T discuss alcohol and drug use
DON’T be misled by sympathy-evoking tactics
DON’T cover up. If you protect people, it enables them to stay the same
DON’T make threats that you do not intend to carry out
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A Roadmap to a Safer, A Roadmap to a Safer, Drug-Free WorkplaceDrug-Free Workplace
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 Avoid enabling and common supervisor traps