The Dos and Don'ts of a Successful Program
No matter what line of work you’re in, it’s risky when an employee comes in impaired by drugs, alcohol, or other factors. But in many industries, the impact of such occurrences is potentially disastrous. Impaired employees working in hazardous environments or operating equipment or vehicles can cause all sorts of accidents. These, in turn, might lead to costly work stoppages, injuries, and even fatalities.
OSHA’s Accident Search Results page highlights the range of lethal events happening every month in workplaces around the nation. Most of them could easily occur due to a single worker’s temporary impairment, as business owners are well aware. In addition, the Substance Abuse and Mental Health Services Administration (SAMHSA) has acknowledged that “Substance use negatively affects U.S. industry through lost productivity, workplace accidents and injuries, employee absenteeism, low morale, and increased illness.” These problems result in companies losing billions every year.
The NSC survey also found that:
|
Defining Employee Impairment
For the above reasons, the NSC has urged employers to tackle the growing impairment problem head-on. That’s why the first step in NSC’s plan is for employers to clearly define impairment.
Per NSC, workplace impairment can be defined as “anything that could impede one’s ability to function normally or safely due to these factors: chemical substances, such as alcohol; physical factors, such as fatigue; social factors, such as stress; and mental distress.”
Recognizing Worker Impairment
Employers should properly recognize impairment as being related not only to drugs and alcohol but also mental and physical stress. By doing so, they can follow up with the next step – identifying impairment in real-time.
In a perfect world, we’d like to think workers who feel impaired would tell someone…especially if their impairment isn’t related to something that might “get them in trouble.” Alas, NSC’s study does not support such a theory. On the contrary, less than half of respondents believed that employees would tell their supervisors or peers if they were “too impaired to perform their job.”
But isn’t it easy to tell when someone isn’t functioning at 100%? Shouldn’t it be obvious? Sometimes, but not always. Only 60% of survey respondents felt that workplace personnel were “able to identify impaired employees.” Though it wasn’t a specific study, the survey’s results suggest that many companies are not effectively detecting when workers are impaired.
The survey emphasizes the employer’s obligation to support a safe workplace. A good start is to implement strong, effective impairment policies and strategies.
Implementing Impairment Recognition Policies
Employers are highly encouraged to create impairment policies that simultaneously respect worker rights and comply with federal guidelines. These policies should cover common topics such as reasonable suspicion or for-cause testing, signs of fatigue, and incident reporting.
In terms of recognition, below are a few do’s and don’ts to consider.
- Do familiarize yourself and your employees with how your company identifies “impairment.”
- Don’t be vague or leave anything to change when describing exactly what impairment means in the context of your workplace.
- Do learn common signs and symptoms related to the various types of impairment. Educate your employees. Many signs and symptoms overlap more than one category.
- Don’t assume that a worker is okay without observing their behavior and then engaging them in conversation.
Here are a few examples of things to watch out for:
|
➢ Clammy skin ➢ Dulled responses ➢ Forgetfulness ➢ Increased aggression ➢ Irregular breathing ➢ Lack of balance or coordination ➢ Mental confusion ➢ Paleness ➢ Poor judgment ➢ Sleepiness ➢ Slurred speech ➢ Vomiting |
➢ Altered behavior ➢ Bloodshot eyes ➢ Decreased appetite ➢ Defensiveness ➢ Dilated pupils ➢ Dulled responses ➢ Forgetfulness ➢ Irregular breathing ➢ Lack of coordination ➢ Poor grooming ➢ Loss of energy ➢ Mental confusion ➢ Poor judgment ➢ Slurred speech |
➢ Bowel irregularities ➢ Clenched jaw ➢ Delayed reactions ➢ Dulled responses ➢ Frequent infections or colds ➢ Headaches ➢ Irritability or frustration ➢ Lack of coordination ➢ Low energy ➢ Mental confusion ➢ Nervousness ➢ Poor judgment ➢ Tense muscles |
➢ Changes in appetite ➢ Constant worrying ➢ Crying or moodiness ➢ Digestive problems ➢ Fatigue ➢ Imagining things ➢ Irritability ➢ Lack of concentration ➢ Labored breathing ➢ Loss of interest ➢ Withdrawal |
Note: The above signs and symptoms are not all-inclusive, and not all of them will appear or be evident in every situation.
- Do create company policies, which include holding workers accountable for one another. Ensure employees understand that reporting is done for the safety of everyone, including potential customers, vendors, and the general public. Consider implementing a non-retaliation policy for employees who report suspected impairment.
- Don’t allow supervisors to discourage “snitching.” There is too much at stake to ignore worker impairment.
- Do focus policies on identifying impairment with the goal of providing assistance (such as evaluation and treatment services) versus punishment.
- Don’t phrase policies in a way that insinuates the company tolerates preventable impairment, even though you have a goal to help when it does happen.
- Do consider implementing policies that encourage employees to self-report possible impairment without fear of reprisal.
- Don’t imply there will be zero repercussions. Obviously, there will be situations where employers may have to take administrative action based on reports, but the emphasis should be on helping.
- Do train employees on the policies, document all training, and ensure supervisors receive enhanced training and refresher courses periodically.
- Don’t just conduct training to “check a box.” Make sure the training is engaging, relevant, and goal-oriented (i.e. aimed at reducing workplace impairment and helping workers get help, as needed).
- Do be proactive in screening for impairment. Cultivate a climate of watchfulness and get supervisors engaged with the process. If you suspect impairment, discreetly pull the individual aside for a private conversation and assessment.
- Don’t jump to conclusions and don’t make a public scene if you suspect impairment. Include another supervisor’s presence, if possible, when assessing the employee.
- Do ask employees to conduct objective self-assessments as to their fitness for duty.
- Don’t overdo it. There’s a difference between being a little tired and being unable to safely perform one’s job.
