BWC Drug Free Workplace Drug and Alcohol Training Supervisor Program

1. Whirlaway Corporation BWC Drug Free Workplace Drug and Alcohol Training Supervisor Program Presented by IEBT Corporation

2. Training Topics Bureau of Workers Compensation (BWC) Drug free Workplace Programs • Performance Based / Immediate Need Reasonable Suspicion Testing • Follow-up Testing • Supervisor Training • Post-accident, Reasonable Suspicion, Return-to-Duty, Follow-up Testing

3. BWC DFWP Training • By the end of this training session you should be able to: • Understand basic concepts of addiction • Your role as a Supervisor

4. Equal Opportunity • Alcohol and drug addiction does not discriminate between race, age, sex, religion, education or economic status • Alcoholism / addiction is a disease with • Loss of control • Compulsive pattern of use • Use despite consequences

5. Behavior Associated with Drug & Alcohol Abuse

6. Some things to Know about Addiction • Addicts are the BEST liars • They will promise you anything and everything • They are found everywhere

7. Enabling in the Workplace What is Enabling? • The process of allowing behavior to continue through denying & excusing it • Enabling happens when you don’t let the addict experience the consequences of their behavior • Family, friends, co-workers, supervisors and managers all contribute to enabling

8. Examples of Enabling • Giving or lending money • Clean up after a mess • Bail out of jail • Lie to cover up a problem • Ignore or laugh at the problem • Take over responsibilities

9. Supervisor’s Role • A Supervisor’s main responsibility is to ensure that the work that needs to be done is completed safely, efficiently and properly • A substance abuse problem can greatly impact the goals of a Supervisor • A Supervisor must be pro-active and help employees with a substance abuse issue

10. Supervisor’s Role A Supervisor is NOT a professional counselor or therapist trained in drug and alcohol treatment You will be given the tools to identify when performance issues are impacting your workplace and how to handle those situations

11. Identifying a Problem of Drug or Alcohol Use

12. Who is Involved in the Process of Identifying a Problem? • Employee’s Direct Supervisor • Second Supervisor for witnessing and confirming the situation • Human Resource Manager/ Safety Manager

13. Purpose of Training • Designed to increase your awareness of performance issues and how they are indicators of a substance abuse • How to confront an employee with: • Performance problems over a period of time • An immediate need for testing based on recent use reasonable suspicion

14. Focus on PerformanceOver Time • Decline in performance is an issue that company / supervisor have a right to be concerned with • Addiction is a progressive illness; will cause performance to deteriorate

15. Attendance • Increased absenteeism • Mondays and Fridays • Before and after Holidays • Day after payday • Many “emergencies” • Often tardy or requesting to leave work early

16. Attendance • Long lunches • Leaving work station for trips to the bathroom • Disappearance from work site

17. Job Performance • Increased accidents and injuries • Disregard for safety of self and others • Poor judgment • Inconsistency in quality of work • Increased mistakes or errors • Missing deadlines

18. Job Performance • Complaints from co-workers about not “pulling their weight” • Blames others for poor job performance • Elaborate alibis for work deficiencies • Complaints from worker about not being treated fairly

19. Job Performance • Low productivity • Lack of concentration • Difficulty in handling assignments • Claims of getting help with no change in behavior or work performance • Excessive apologies for work deficiencies

20. General Changes in Behavior • Moody / irritable • Withdrawn or overly active • Avoids upper management, supervisors and co-workers • Extreme change in personality • Sudden change in personal life / domestic problems • Financial problems

21. General Changes in Behavior • Change in attire • Anxious and jittery • Extremely tired or full of energy • Slurred or excited speech patterns • Blowing or wiping nose • Sweating or shivering • Hostility toward others

22. General Changes in Behavior • Complaints of “not feeling well” • Overreaction to real or imagined criticism • Undependable statements / lies • Poor attitude towards providing customer service • Theft of company items • Excessive use of phone for personal business

23. Immediate Need for Reasonable Suspicion Testing • Walking • Standing • Speech • Demeanor • Actions / Movements • Eyes / Face / Breath • Appearance / Clothing • Eating / Chewing

24. Referrals • Referral is an intervention • Intervention is a way to help an addict realize that they are going to hit rock bottom before all the serious consequences of hitting rock bottom occurs • Intervention does not always work but it usually has favorable outcome

25. What is a referral to an EAP? • The insistence that an employee seeks counseling / support through an Employee Assistance Program • Professionals (Psychologists, Counselors, Psychiatrists) who are trained to assess, intervene and administer an appropriate level of substance abuse treatment (or other issues) for employees

26. How does an EAP work? • The employee contacts the EAP and explains the issue • EAP then directs that employee to the correct type of counseling specific for the issue • Employee and Substance Abuse Professional meet over a period of time • SAP determines the type and amount of treatment

27. Types of Treatment • Medical Detoxification • Inpatient • Outpatient • Self-Help Groups

28. Supervisor Referrals to EAP based on Performance • Can make referrals to the EAP based on poor performance and/or suspicion of a drug or alcohol abuse problem • Referrals for performance issues are not mandatory however if performance does not change termination can occur based on not meeting goals / expectations

29. Confronting an Employee forDrug or Alcohol Abuse

30. Effective Intervention • Stick to the facts about performance • Have all documentation available; don’t rely on memory • Explain all consequences if performance expectations are not met • Be supportive, honest and firm

31. Identifying the Problem • Based on objective and real observations of the individual, make an assessment of their performance • Use a guide or checklist to document observation • Have another trained member of management confirm your observations

32. Documenting Performance Issues Over Time • Record information • Include dates and times of issues • Explain the expectations of the employee • Outline the recent behavior or failed expectation • Establish a remedy to correct behavior • This should include a referral to the EAP • Set a follow-up date

33. Confronting the Employee • Request to speak to the individual in the privacy of an office away from co-workers • Always have a witness such as another manager or the supervisor that assessed the employee’s condition • Close the door to keep the conversation confidential

34. Confronting the Employee • Explain to the individual that based on observed behavior / performance, you feel that there is a problem • Describe the job performance or failure to meet agreed on expectations in detail • Show the employee the observation checklist or other documentation that shows performance issues

35. Reactions to Prepare for: Know that the employee may not react well expect: • Shock • Denial • Blame and anger • Bargaining • Depression • Acceptance

36. Listen to the Employee • Listen to their reaction • Do not respond defensively; simply acknowledge their right to feel as they do • Focus back on the issue; use performance, company policy

37. Make Arrangements • Make sure management has been contacted.

38. Transportation Issues • Either transport the employee home or find transportation for him / her. DO NOT LET THE EMPLOYEE DRIVE!

39. Employee Self-Referral What do you do if an employee seeks treatment on their own for a drug or alcohol problem? The employee is removed from their position until the employer is satisfied that the employee has been evaluated and successfully completed education or treatment requirements

40. Drug and Alcohol Myths and Paraphernalia

41. Drug Paraphernalia

42. Drug Paraphernalia

43. Drug Paraphernalia

44. Myths of Addiction An alcoholic or addict must be ready for help before he or she will accept help • 70% of alcoholics / addicts will accept help if intervened • Sometimes it takes a dramatic action to get an alcoholic / addict to turn-around

45. Myths of Addiction You are not an alcoholic if you don’t drink daily or in the morning • Pattern of use varies from one person to the next • It is not how much an alcoholic drinks that determines alcoholism it is what happens after they have had a drink

46. Myths of Addiction You are not an alcoholic if you have a job and never miss a day of work • Most alcoholics try to “prove” themselves and the fact that they don’t have a drinking problem by going to work everyday • Most alcoholics won’t miss a day of work

47. Myths of Addiction Illegal drugs are more dangerous to the human body than alcohol • Alcohol affects every organ in the body therefore it is the most dangerous drug to the body

48. Myths of Addiction Addiction is the result of a lack of willpower • Alcoholism is a disease that affects the person physically, mentally, emotionally and spiritually • Has been found to be hereditary

49. Myths of Addiction A recovering cocaine addict can still drink alcohol or use valium • Both substances are mood-altering drugs which no recovering chemically dependent person can use alcohol • If used will probably develop syndrome called switched addiction; develop an addiction to the new drug

50. Myths of Addiction Addiction is the addict’s problem, not mine • Every chemically dependent person directly affects 5 – 8 people • Alcohol addiction costs companies across the nation $80 billion annually • All other drug addiction costs companies across the nation $60 billion annually