Page images

Training And Behavior

- 3. Fitn ess-For-Duty =

or sale can affect on-the-job performance. An important step companies can take to face
this real threat is by reminding the supervisor that they are accountable for ensuring that
the employees under their supervision are fit for duty. This responsibility can best be
emphasized in the context of a training and orientation session for supervisors that high-
lights warning signs and symptoms reflective of deteriorating job performalice oommonly
associated with drug and alcohol abuse.
The two examples provided reflect an outline in depth of guidelines that supervisors
can refer to when evaluating an individual employee's work. Questions relate to efficiency,
errors, absenteeism, cooperation, social interaction, mood changes, personal health and
hygiene, changes in behavior, the feelings that supervisors may have about the individual
employee, and the need for clear documentation. Cuidelines on “do's" and “dor t's" for
supervisors is included in one company's job performance and behavior observe ion
guidelines. The second example is a brief summary outline of some of the sign; of deteri-
orating job Performance often associated with drug and alcohol abuse. In this particular
case, the company emphasizes that unusual or odd behavior may not always be connected
with drug or alcohol abuse and that supervisors should not make judgmental decisions
nor should they assume the role of a counselor, diagnostician or policeman. The guide-
line does underscore the responsibility of the supervisor to act in accordance with the
company guidelines for administering policy on drug abuse and to take action if the
threat of safety impairment is clear, not only for the individual employee but for others.
Behavior observation and job-performance assessment will depend upon the supervisor's
judgment and working knowledge of the individual employee. Supervisors will need to
document performance and behavior and to interpret them in light of the individual
employee. his past. and current work attitude and capability.

On-the-Job Behaviors

Work Performance:
Employee's on-the-job behaviors and work habits that directly impact on efficiency and effec-
tiveness of task accomplishment.

1. Has the individual's work QUALITY or QUANTITY changed?
• Greatly changed speed of working
• Changed level of work involvement

2. Has the employee made more MISTAKES or BAD JUDGMENTS?
Has numerous accidents

• Takes a lot of sick leave
• Cives improbable excuses for absences

6. Is the employee ABSENT ON THE JOB"?
• Wanders around the plant a lot
• Takes excessively kng lunches and breaks
• Avoids a part of the plant because of fear
• Cets sick while at work

7. Does the employee adhere to COMPANY POLICY?
• Steals or damages property
• Disregards rules

8. Have you noticed the individual becoming OVERCALTTOLSP Overreacts to normal conditions

• Overty concerned about details/accuracy Doublechecks work too much 9. Has the employee become OVERZEALOUSP Never takes breaks • Comes to work early • Hangs around after shift Wolunteers for excessive amounts of overtime • Suddenly exceeds work expectations 10. Does the employee engage in a lot of RISK-TAKING” e Drives reddessly • Operates equipment carelessly on or of the job • Show's poor judgment in dangerous physical activities • Cambles a kot 11. Has the individual's COOPERATIOW with CO-WORKERS danged? Refuses to share equipment or information Refuses to take directions • Refuses to accept help from others

Social battractions:
Type and quality of employee's relationships with work associates that may impact on team

• Unusual talking together

• Plays pranks/jokes

• Monopolizes conversations

• Inappropriate sex behavior

• Flashes money 3. Are there charges in the employee's choice of FRIENDS?

• Especially for breaks/lunch or transportation

• Only those younger or easily dominated

* Has separate set of friends just for drinking or gambling 4. Are there changes in the way 07HER WORKERS react to him/her?

• Ignore or avoid • Mistrust

• Get angry with • Play pranks on

• Become condescending e Joke about

• Complain about 5. Does the employee show more ANCER:

• Impatient • Argumentative
• Overreacts to real or imagined criticism • Physical fights
• Irritable • Temper outbursts

6. Does the individual MANIPULATE others? • Builds up brownie points • Lies • Bragseonggerates • Shows off • Acts naive or innocent • Borrows money 7. Have you noticed any changes in the employee's SPEECH BEHATOR: • Talks slowerfaster • Talks moreless •.Stammers ...— ... . * 8. Has the employee's SPEECH CONTENT changed? • Jumps from topic to topic • Talks about hopeless future • Occupied with suicide, disasters. destruction • Occupied with one topic • Never chats about family/interests 9. Does the employee have more COMPLADWTS about • Physical ailments • Family/money problems • Back pain/muscle aches • Lack of privileges • Co-workers or superiors • Filling out required forms • Being ignored/left out • Or has stopped complaining

Personal Health:
Employee's physical and emotional states that affect work behavior.

1. Are you aware of any signs of "NERVES" or EMOTIONAL UPSET;
• Headaches • Cries easily
• Starties easily e Shaky voice
2- Does the individual use ALCOHOL or DRUGS differently?
Drinks too much
• Alcohol on breath
• Preoccupied with drinking or drugs
• Culps drinks, especially the first couple
• Frequently “on wagon"
3. Has the individual had unusual IILNESS2
* Claims large amounts of dental/medical emotional benefits

[merged small][ocr errors]

Slow recovery from illness • Preoccupied with death or suddenly religious • Ignores own illness 4, Has the individual's ENERCYLEVEL changed? • Yawning - Restlessness • Fatigue • Fidgeting 5. Are you rvare of any changes in DAILY LIVING ROUTINE’ In WORK ROUTINEP • Sleep difficulties • Change in after-work hobbies, activities • Change in amount/pattern of eating • Rigidly follows same pattern without reason 6. Have you noticed any changes in the individual's CENERAL APPEARANCE: • Appears betterimore poorly groomed • Walks differently (slower, stumbles) • Change in posture 7. Have you noticed any FACIAL changes? • Slushing or paleness

[blocks in formation]

• Frequent trips to the restroom

• Excessive use of antacids, coffee/tea or other liquids, aspirin, cigarettes 10. Does the employee have any CARDIOWASCULAR difficulties?

• Dizziness/fainting

• Breathing irregularities 11. Have you noticed any changes in the employee's THINKING PATTERNP

• Sees things that arent there shallucinations)

• False beliefs (delusions)

Bizarre or unusual ideas

4. Difficulty in Concentration

Part I

Think about the employees you supervise. Do any of them have any of the following charac

teristics? Go through the list below and place an "X" next to each characteristic you have

noted in any of your employees.

Changes in

1. Absenteeism
– A. Instances of unauthorized leave

B. Excessive sick leave
– C. Frequent Monday and/or Friday absences
– D. Repeated absences, particularly if they follow a pattern
– E. Excessive tardiness. especially on Monday mornings or in returning from lunch.
– F. Leaving work early
– G. Peculiar and increasingly improbable excuses for absences
– H. Higher absenteeism rate than other employees for colds, flu, gastritis, etc.
– I. Frequent unscheduled short-term absences (with or without medical explanation)

2. "On-the-Job"Absenteeism
– A Continued absences from post more than job requires
— B. Long coffee breaks
—: C. Repeated undealt-with physical illness on the job

3. High Accident Rate

– A. Accidents on the job
– B. Accidents off the job (but affecting job performance)

A. Work requires greater effort – B. Jobs take more time

5. Confusion
– A. Difficulty in recalling instructions. details, etc.
– B. Increasing difficulty in handling complex assignments
– C. Difficulty in recalling own mistakes
6. Spasmodic Work Patterns
A. Alternate periods of high and low productivity
7. Reporting to Work
– A. Coming to/returning to work in an obviously abnormal condition
8. Cenerally Lowered Job Efficiency
– A. Missed deadlines
– B. Mistakes due to inattention or poor judgment
– C. Wasting more material
– D. Making bad decisions
- E. Complaints from customers or clients
– F. Improbable excuses for poor job performance

9. Poor Employee Relationships on the Job
– A. Over-reaction to real or imagined criticism
– B. Wide swings in morale
– C. Borrowing money from co-workers
ints from co-workers

« PreviousContinue »