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Facts and experience suggest that the occupational environment may be one of the most efficient and economical means of providing an opportunity for early identification and treatment of alcoholism and alcohol-related problems.
Chances for recovery are increased by reaching the alcoholic at an earlier stage for the following reasons:
Physical health has not deteriorated significantly
Financial resources are not as depleted
Emotional supports still exist in the family and community
Threat of job loss is present as a motivator
Employee assistance programs are organized in a variety of ways, from an in-house counselor to contracts with outside groups for these services. Programs may also be structured as “broad brush,” that is, dealing with any of the many problems that may affect employee’s performance, or be more narrowly restricted to alcohol and drugs only.
Whatever the program structure, the following are among the common signs and symptoms used to identify the problem drinker or substance abuser:
Chronic absenteeism
Change in behavior
Physical signs
Spasmodic work pace
Lower quantity and quality of work
Partial absences
Lying
Avoiding supervisors and coworkers
On-the-job drinking
On-the-job accidents and lost time from off-the-job accidents
Training supervisors and others to recognize these signs is important so that early detection can occur. Training is also critical to helping employers to document and not diagnose. Where there have been broad educational efforts through information sessions, posters, pamphlets, and so forth, there has been an in crease in peer or self-referrals. Such referrals may often comprise the bulk of referrals to a program. For whatever reasons, supervisor referrals are still rare.
An important technique in dealing with the alcoholic employee is called either intervention, constructive coercion, or confrontation. The technique, based on the Johnson intervention model, is used in the work setting to motivate the individual to seek help to improve job performance and retain the job. In the context of a formal program, the procedure is to identify, document, and then confront the employee with the facts and an informal offer of referral for help. Confrontation occurs within the company normal evaluation and disciplinary procedures. A supervise, manager, or union steward who notes certain behaviors and signs of deteriorating job performance documents them. If the “confrontation” is unsuccessful, the next phase would be a stepped-up disciplinary procedure, including a time limit and a formal referral with the “threat” of job loss if performance is not improved.
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