nard Reilly, the company's medical director, was also on the task force. The EEI study was sparked, Tuosto explained, by a Nuclear Regulatory Commission (NRC) proposal last August that companies with a nuclear reactor establish and implement "fitness for duty controls over employees who have unrestricted access to the piant. In essence, the proposal was designed to keep an employee who may be under the influence of drugs or alcohol out of a nuclear plant. Tuosto said the utility industry believes, however, that any drug problem a company faces would not be limited to a nuclear plant. As a result, the task force was formed to define the problem, industry-wide, and recommend methods to cope with or prevent drug problems in an entire company, not just a nuclear station. The task force hired Chicago consultant Peter B. Bensinger, who served as head of the federal Drug Enforcement Administration from 1976 to 1981, to help with the effort. The task force completed its work in February and concluded that the utility industry was experiencing drug-related problems “no worse, but no better" than industry in general, Tuosto said. The general consensus, though not absolute, is that upwards to 7% of the nation's workforce is involved with the misuse of drugs, he said. Utilities are now being encouraged by the EEl task force to develop a policy that will deal with any problems they may have. PSE&G moved ahead with the development of its policy, even as the EEI task force was finishing its work. "The company felt the need for drug awareness was important so we got started quickly." Tuosto said. "We want to insure a safe working environment for all of our employees. The policy that has been developed is not meant to be punitive. Rather, it is designed to be preventive." There have been some drug-related incidents in the company over the years. Tuosto said. Ideally, it will be to everyone's benefit if there would be no more incidents here at PSE&G.* he said. "Perhaps this new policy, with its provisions for drug awareness and personal help. will set us in that direction." 3. Fitness-For-Duty Training And Behavior Observation Fitness-For-Duty Training And Behavior Observation: Off-the job drug use, possession 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 highlights warning signs and symptoms reflective of deteriorating job performance commonly 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. Guidelines on "do's” and “dor t's" for supervisors is included in one company's job performance and behavior observz ion guidelines. The second example is a brief summary outline of some of the sign: of Jeteriorating 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 guideline 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 effectiveness 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 • Laughs off errors or reprimands • Denies mistakes • Unnecessarily condemns self for mistakes 3. Has the employee's EFFICIENCY lessened? • Has trouble arriving at decisions • Often fails to meet deadlines • Needs repeated directions for easy tasks 4. Does the individual have one ofculty CONCENTRATING? • Forgets important or obvious things • Acts without thinking Daydreams too much • Repeats same action over and over 5. How much is the worker ABSENT FROM THE JOB? • Late or absent, especially Monday or Friday Often takes off half-days Leaves work without notice • Falsifies attendance records • Takes a lot of sick leave • Gives improbable excuses for absences 6. Is the employee ABSENT "ON THE JOB"? • Wanders around the plant a lot • Takes excessively long lunches and breaks 7. Does the employee adhere to COMPANY POLICY? • Steals or damages property • Disregards rules • Bends the rules 8. Have you noticed the individual becoming OVERCALTIOUS? • Overreacts to normal conditions • Freezes or disappears in an emergency • Overly concerned about details/accuracy • Doublechecks work too much 9. Has the employee become OVERZEALOUS? • Never takes breaks • Comes to work early • Hangs around after shift • Volunteers for excessive amounts of overtime • Suddenly exceeds work expectations 10. Does the employee engage in a lot of RISK-TAKING? Drives recklessly • Operates equipment carelessly on or off the job Shows poor judgment in dangerous physical activities Gambles a lot 11. Has the individual's COOPERATION with CO-WORKERS changed? • Refuses to share equipment or information • Refuses to take directions • Refuses to accept help from others Social Interactions: Type and quality of employee's relationships with work associates that may impact on team performance. 1. Does the employes appear LESS SOCIABLE than before? • 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 OTHER WORKERS react to him/her? • Ignore or avoid • Get angry with • Become condescending • Complain about • Mistrust • Play pranks on • Joke about • Argumentative • Physical fights 5. Does the employee show more ANGER? • Impatient • Overreacts to real or imagined criticism 6. Does the individual MANIPULATE others? • Brags'exaggerates • Acts naive or innocent • Temper outbursts • Shows off • Borrows money • Talks more less 7. Have you noticed any changes in the employee's SPEECH BEHAVIOR? • Taiks slower/faster • 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 ..Stammers 9. Does the employee have more COMPLAINTS about: • Physical ailments • Back pain/muscle aches • Co-workers or superiors Personal Health: • Family/money problems • Lack of privileges • Filling out required forms • Or has stopped complaining Employee's physical and emotional states that affect work behavior. 1. Are you aware of any signs of "NERVES" or EMOTIONAL UPSET? • Headaches • Slow recovery from illness • Preoccupied with death or suddenly religious 4. Has the individual's ENERGY LEVEL changed? • Yawning • Restlessness • Fatigue • Fidgeting 5. Are you aware of any changes in DAILY LIVING ROUTINE? In WORK ROUTINE? 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 GENERAL APPEARANCE? • Appears better/more poorly groomed • Walks differently (slower, stumbles) • Change in posture 7. Have you noticed any FACIAL changes? Blushing or paleness • Red eyes • Dry mouth (frequent swallowing/lipwetting) • Dilated pupils • Puffy face • Difficulty hearing 8. Have you noticed any changes in the Individual's BODY or LIMBS? • Shaky hands • Naii biting • Weight loss gain • Cold, sweaty hands • Twitching Sweating, especially nonseasonal 9. Has the employee had any GASTROINTESTINAL changes: • Nausea/vomiting • Stomach aches/gas • Frequent trips to the restroom ● Excessive use of antacids, coffee/tea or other liquids, aspirin, cigarettes 10. Does the employee have any CARDIOVASCULAR difficulties? • Dizziness/fainting • Breathing irregularities 11. Have you noticed any changes in the employee's THINKING PATTERN? • Sees things that aren't there (hallucinations) • Faise beliefs (delusions) • Bizarre or unusual ideas |