Part II

E. Unreasonable resentments

F. Avoidance of associates

Now, go back over the list and indicate in the left hand margin how you felt about this type of employee's behavior.

AOI felt helpless.

B. I felt sad.
COI felt hurt.

D. I felt let down.

EOI was fearful of approaching employee.

F. I was fearful of doing the wrong thing.

G. I was fearful of hat my boss would say.

H.I felt guilty some how.

LOI felt angry.

J. I felt superior.

K.I felt frustrated.
L□ Other.

Part III

One more time, go over the list and indicate in the left hand margin what you did about this behavior.

D. I moved him/her to a less demanding job.

E.I cut off communications with him/her.

F. I complained to others (my boss, colleague,-secretary, wife/husband, etc.).

C. CI threatened him/her.

H.CI did his/her work.

I. I promoted him/her.

J. GI persuaded him/her to retire.

K. I resigned retired.

LI discussed it.

M. I helped.

N.I did something else.

.

General Instructions

What Data Should Supervisors Document?

It is important that data which is collected be as specific as possible and be centered on job performance or any unusual behavior on the job. Recurring patterns ought to be noted. Everyone has an "off day" once in a while so observation or documentation should go on over a period of time. Collection of data helps the supervisor make a fair and impartial assessment of job performance. It also guards against "euphoric recall", that is remembering only the peaks of performance-the "good days" and not the "bad days". The supervisor is not a counselor or judge of the employee. Rather he is someone who assesses performance and then asks for assistance from the Employee Guidance Program.

Other indications

1. Complaints from fellow workers about an employee who is difficult to “get along with" 2. Over-reaction to criticism

3. Able to get other workers to take over job responsibilities for no good reason

4. Begins to avoid associates

5. Personal appearance becomes "sloppy"

6. May appear withdrawn or preoccupied

7. Wide mood swings during the day for no apparent reason

8. Might smell of liquor or use breath deodorizers

Data Pertinent to Supervisory Level

1. Becomes lax in his supervisory duties

2. Issues conflicting instructions to employees

3. Uses employee's time and skills to cover responsibilities clearly within his job description 4. Submits incomplete reports and data

5. Mismanages budgets

6. Fails to coordinate schedules

...

Specific Actions by the Supervisor

Specific action to be taken by the supervisor to correct poor job performance due to emotionally based personal behavior problems does not differ basically from action to be taken to correct poor job performance resulting from any other reasons. Action to be taken is outlined under two headings: What the supervisor should do, and What the supervisor should not do.

What the supervisor should do

1. The supervisor should make sure each of his employees is informed about and understands what is expected of him in terms of work performance and attendance.

2. The supervisor should be alert, through continuing observation, to changes in the work and behavioral patterns of employees under his supervision.

3. The supervisor should document all unacceptable behavior, attendance and job performance that fails to meet established standards.

4. The supervisor should discuss deteriorating work performance, attitude or attendance with
the employee. Make it clear that the Company is concerned with job performance. Unless
performance improves, his job is in jeopardy.

5. The supervisor should monitor employees' work performance, intervene if work continues
to deteriorate and suggest that the employee contact the Employee Guidance Program
Director. In referring the employee to the program, he should explain that the employee
must decide for himself whether or not to seek assistance, emphasizing that all aspects of
the program are strictly confidential. The supervisor should notify his supervision through
the customary charnels of any proposed action regarding an employee.

6. The supervisor should be aware that the alcoholic tends to deny his illness. The sicker an
individual becomes, the more convinced he tends to be that he doesn't have a problem-
or at least a problem he can't handle himself.

7. Be sure all employees are aware of the service available to them through this program. What the supervisor should not do

1. The supervisor should not play the role of "amateur diagnostician." He is not necessarily qualified to judge whether an employee is an "alcoholic." The supervisor must stick to job performance. Don't moralize!

2. The supervisor should not discuss whether or not an employee has a "drinking problem"
or attempt to counsel him in this regard. He should not discuss drinking unless it occurs
on the job.

3. The supervisor should not recommend termination of a previously satisfactory employee
without first offering help through the Employee Guidance Program if it's possible his
poor performance is the result of emotionally based personal behavior problems.
4. The supervisor must not engage in any "cover-up" activities regarding any "problem
employee."

IT IS THE SUPERVISOR'S RESPONSIBILITY TO IMPLEMENT THESE PROCEDURES.

Behavior and Job Performance
"Warning Signs"

Job behavior and work performance should be the concern of the Supervisor. Expert knowledge about abuse of controlled substances or abused drugs isn't necessary, but the Supervisor should remain alert to changes from the normal work pattern and/or behavior of the employee.

It's the responsibility of the Supervisor to act in accordance with Company guidelines for administering the policy on drug abuse. It's important to take immediate steps, since delayed action can threaten the safety of others and result in the total deterioration of the abuser. Listed you will find various "warning signs" that usually appear on the job, indicating some consequences of abuse. It's impossibie to rate all behavioral and work pattern problems that occur in this process of deterioration. They can appear singularly or in combination. They may signify problems other than substance abuse. For example, alcoholism, diabetes, high blood pressure, thyroid disease, psychiatric disorders, emotional problems and certain heart conditions all share some of the same signs. Therefore, it's important to remember that unusual or odd behavior may not be connected in any way with drug or alcohol abuse. The role of the Supervisor is to recognize and document changes without making any moral judgment or taking the position of counselor or diagnostician.