ADDICTION

1. ADDICTION A Social Menace

2. PROBLEMS FACED • Unpredictable absenteeism upsetting company’s plans • Deteriorating discipline in the organisation • Company image • Accident leaving an unpleasant impact • Poor production quality having a direct impact on the personnel turn over

3. WHY DO THESE PROBLEMS ARISE POSSIBLY DUE TO ADDICTION/ ALCOHOLISM

4. WHO IS AN ADDICT/ALCOHOLIC An Addict/Alcoholic is one whose uncontrolled drinking/using creates problems in all areas of his life including workplace and inspite of all these he continues using

5. CAN WE DO SOMETHING ABOUT SUCH AN EMPLOYEE YES WE CAN! Medical Research has shown that ADDICTION IS A DISEASE and specialized treatment will help him give up addiction

6. HOW DO WE IDENTIFY AN ADDICT EMPLOYEE Here is a list of indicators Frequent unscheduled absence for 4-5 days Absence on Mondays/Fridays:Absence immediately after holidays contd…….

7. Absenteeism contd…. • Difficulty in giving reasons for absence • Higher absenteeism rate than other employees for fever, stomach ache, etc • Excessive sick leave

8. ON THE JOB ABSENTEEISM • Coming to work late • Leaving workplace early • Frequent visits to toilet • Complaining frequently of headache, stomach pain, fever, inability to work(frequent visits to the dispensary) • Unable to keep awake during night shifts

9. LOWERED JOB EFFECIENCY • Decreasing efficiency as compared to past performance • Missing deadlines • Frequent mistakes due to poor judgment • Complaints from customers or other co-workers for being irritable • Erratic job performance

10. HIGH ACCIDENT RATE • Accidents on the job • Accidents off the job

11. DIFFICULTY IN CONCENTRATION • Unable to remain alert, functions in a sloppy manner • Takes more time and effort to perform due to increased fatigue • Difficulty in recalling instruction / details

12. POOR INTER PERSONAL RELATIONSHIPS • Defies authority • Over reacts to criticism • Complaints from colleagues— “difficult to get along with” • Begins to avoid colleagues

13. OTHER INDICATORS • Shabby appearance • Highly irritable • Withdrawn and preoccupied • Taking all loans / borrows money from other employees • Ignores rules and regulations—dress codes,etc. all • Does not take care of machinery / tools

14. GUIDELINES FOR SUPERVISORS/LEADERS • Avoid diagnosing the problem. Focus attention only on poor job performance. Do not state that drinking could be the problem • Talk about his drinking only if it happens on the job or he reports to work obviously drunk. • Avoid giving advice. The employee will not generally accept that he has a problem. Understand that alcoholism is a disease and help has to be given in the form a treatment contd….

15. GUIDELINES (contd.) • Avoid covering up as a friend.Do not take over other employee’s responsibilities. This will lead to delay in his seeking help • Avoid being trapped by the addict employee’s sympathy evoking tactics • Avoid loosing temper.It does not help. It only deteriorates relationships • Avoid publicizing about the alcoholic employee.Maintain all details in strict confidence

16. TAKE ACTION---- HE NEEDS TREATMENT

17. SPECIFIC METHODS TO DEAL WITH AN ADDICT EMPLOYEE • Prepare a detailed report on employee’s job performance deficiencies. This should include • Specific dates absent or leave taken • Specific deadlines missed • Errors in work

18. Methods (contd) • Discuss the situation with the employee—focus only on the employee’s deteriorating job performance and your feelings about it • State your expectations clearly • Watch for changes----if job performance improves, no further action needs to be taken. If performance does not improve its time for some action

19. REFERRING AN ADDICT EMPLOYEE TO TREATMENT—MANAGER’S BENEFIT • You need not tolerate or put up with such employees • You can make addict employees productive employees • You can experience improved morale in the department. So you can enjoy work environment

20. Guidelines for getting the best out of employees after treatment • Encourage and ensure that the employee goes regularly for follow ups to the treatment center • If job performance continues to be poor or declines after awhile, contact the treatment center immediately.

21. DOUBTS THAT MAY COME YOUR WAY • How should I treat the employee on his return from the treatment center—Treat him just as anyone recovering from any other disease • Should I monitor the employee always—Monitor only his job performance not his activities • How would I know if he is doing well—If he is not using his job performance will improve

22. Doubts(contd…) • What kind of an environment is needed to promote recovery of the addict employee? Provide support and encouragement. Avoid discussing the past, focus on the present • What do I do if the employee starts using again? Initially refer him to the personal department who in turn will refer him back to the treatment center contd………

23. DOUBTS (CONTD…) • What about supervisors? Don’t we have such problems amongst supervisors? Addiction can develop in any person at any level

24. DETERIORATING PATTERN OF JOB PERFORMANCE IN SUPERVISORS • Often issues conflicting instructions to employees • Fails to coordinate schedules • Gets subordinate to fill in and cover up responsibilities • Submits incomplete reports and data • Uses employees skill and time inefficiently

25. A TREATMNET CENTER FOR ADDICTION RAJARHAT DISHA REHABILITATION CENTRE is a pioneer, voluntary non profit organisation dedicated to the treatment and rehabilitation of people addicted to alcohol and drugs The center offers a comprehensive treatment programme wherein both medical and psychological therapy are provide by a team of professionals

26. THE TREATMENT PROGRAMME INCLUDES • Detoxification • Intensive psychological therapy and family therapy programme. • Individual counselling • Follow-up