What level of alcohol or other drugs does the Company consider to be "over the limit?" The Company is not concerned with specific blood-alcohol levels or drug concentrations. In fact, except for alcohol, it is extremely difficult and expensive to determine quantitative levels of drug concentrations. Our concern is the employee's fitness for duty. The purpose of the fitness for duty exam and tests is to document and fortify the supervisor's observation that the employee was not in shape to do his job. Except in the case of alcohol, the laboratory will only determine whether or not a drug or drugs were in the employee's system. It is up to the supervisor to put the evidence together and take the appropriate action. Does the Company plan to begin random blood or urine screenings? No. Reproduced with permission of the Corgis Power Company 5. Employee Assistance Programs Company Employee Assistance Programs: Having a clear policy that prohibits drugs and alcoholic beverages on the job and that requires fitness for duty for all employees is essential. Having assistance for employees who need help to deal with drugs and alcohol (and other personal problems) is an additional resource that can complement a strong policy on substance abuse. Two examples of member company employee assistance programs cited include several elements worth noting. a. The supervisor has a responsibility to intervene. Intervention is the key to improving employee performance, and supervisory referral is one key way to access a successful. employee assistance program. Others include self referral, family referral, union or outside agency referral. Supervisors working with employees with deteriorating job performance are advised not to diagnose the problem but to document performance, to look for indicators of problems, and to refer employees as appropriate, and, after confrontation, to seek help. If the employee is in clear violation of company rules, such as the possession of drugs or alcohol, or is apparently intoxicated, a medical referral would be appropriate. Employee assistance referral is not a spur of the moment decision for the employee or the supervisor. The company guidelines cited reflect a reasoned and well thought out approach. b. A second key ingredient that is stressed in the examples in this report is the need for the company and its supervisors to be conscious of how to deal with an employee who has been in a treatment or a counseling program upon his or her return to work. The company program cited details the role of the supervisor and comments on what the supervisor can expect from the employee assistance program, how to discuss and confront employees with job performance problems and emphasizes that if the problem is ignored, performance will not improve. While the Task Force did not specify that all member companies should have as an essential ingredient an Employee Assistance Program, the consensus of the members was that in fact this was a sound and very desirable investment. Companies that have experience with such a program have found it returns dividends in improved morale, reduced absenteeism, the retention of experienced workers, and that it provides the opportunity for intervention from a confidential, independent source, which is often more successful than direct advice from company management or family members. Referral Procedures for the Employee Assistance Program Employees may obtain professional assistance through the Employee Assistance Program in one of the following four ways: 1. Self-Referral (including family referral) 2. Supervisor Referral 3. Union Referral 4. Medical Referral The following procedures are designed to facilitate each of these types of referral to the program. 1. Self-Referral A. An employee, or a member of an employee's family, who desires confidential assistance for a personal problem should call the EAP Counselor. B. The EAP Counselor will either provide the necessary assistance on the telephone, or will arrange to see the individual for further confidential consultation. C. All communication between the employee and the EAP Counselor will be held in the strictest confidence unless the employee requests in writing that the Company or other parties be notified. The Company will in no way require the reporting of names of selfreferred employees or family members. 2. Supervisor Referral A. The basis of a referral to the Employee Assistance Program by a supervisor must be: 1) a deterioration in employee performance which may appear to be due to a personal problem: or 2) more positive evidence that a personal problem is the cause of inadequate perform ance. B. If the supervisor determines that the problem is of a serious nature, he/she should call the EAP Counselor to discuss the on-the-job incidents or the pattern of declining performance. The supervisor should make available to the EAP Counselor all information relevant to the performance problem of the employee. C. The supervisor should have a meeting with the employee to discuss the performance problem(s) and the possible supervisory action that may result if the performance does not improve. D. After the employee has been confronted with the recurrent performance problem, the supervisor should remind the employee of the Employee Assistance Program, advise him/her of the availability of confidential professional assistance for any work-hampering personal problem, and strongly encourage the employee to allow the supervisor to obtain an appointment with an EAP Counselor. Though the final decision to use the program must be left up to the employee, the supervisor should emphasize the importance of the EAP. E. If the employee agrees to accept assistance, the supervisor should immediately call the EAP Counselor and arrange a meeting for the employee. The Counselor will advise the supervisor of any further action which might be necessary. F. If the supervisor is uncertain as to how to handle the confrontation, the supervisor may arrange by calling the EAP Counselor to confront the employee jointly with the assistance of the Counselor. G. If the employee chooses not to accept assistance at this time, ne supervisor should reinforce Wisconsin Electric's expectation for satisfactory performance and the conse quences of failure. The supervisor should also point out that the EAP is available should the employee change his/her mind in the future. H. All information pertaining to the employee's referral to the EAP and information provided by the EAP Counselor to the supervisor should be accorded the highest standards of confidentiality. 3. Union Referral A. The referral process can be initiated by union representatives. B. If a union representative is aware of a series of on-the-job incidents which may indicate the possible presence of a personal problem, he/she is encouraged to talk to the represented employee confidentially. C. The union representative should remind the member of the Employee Assistance Program and encourage full use of the program. D. If the represented employee agrees to accept assistance through the program, the union representative should call the EAP Counselor and arrange a confidential meeting. E. The Company will not seek the names of represented employees or their families who are referred by either themselves or their union representatives. 4. Medical Referral The following steps outline Medical Department referrals to the Employee Assistance Program: A. The basis of the referral should be either. 1) The identification of a medical symptom or disorder which is commonly associated with a personal problem, for example, alcoholism. 2) A request from the employee for advice or assistance regarding a-personal problem.. B. The Medical staff will have a meeting with the employee to discuss the medical symptoms or disorder which may indicate a personal problem. The employee will be advised of the EAP and. if appropriate, an appointment will be arranged. C. The Medical staff will advise the employee that the appointment is viewed as part of a prescribed treatment plan and the referral by the physician will become part of the employee's medical records. The decision to accept assistance through the EAP will be left up to the employee. D. The employee will be advised that the same high standards of confidentiality accorded other medical procedures apply to referral to the EAP. There should be no report made to the employee's supervisor unless and until the supervisor reports a work performance problem. Reproduced with the permission of the Wacoram Electric Power Company- Guidelines for Using the EAP The following is a practical guideline for implementing the Employee Assistance Program. If you have further questions, call the Medical Department, the EAP Courselor or the Labor Relations Division. GUIDELINE #1 Put it in Writing! A. Observe job impairment as demonstrated by excessive absenteeism, decreased productivity. or other problems. B. 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/she is someone who assesses performance and counsels based on work performance. 1. Complaints from fellow workers about an employee who is difficult "to get along with". 2. Over-reaction to criticism. 3. Attempts to persuade other workers to take over job responsibilities for no good rea son. 4. Avoidance of associates. 5. "Sloppy" personal appearance. 6. Withdrawn or preoccupied behavior. 7. Wide mood swings during the day for no apparent reason. 8. Smell of liquor or use of breath deodorizers Indications Pertinent To Supervisory Level 1. Increasing laxness in the handling of supervisory duties. 2. Issuance of conflicting instructions to employees. 3. Assignment of employees to cover responsibilities clearly within his/her direct responsibility. 4. Submittal of incomplete reports and data. 5. Inattentiveness to budget. 6. Failure to coordinate schedules. |