{"id":25,"date":"2013-04-18T12:49:49","date_gmt":"2013-04-18T16:49:49","guid":{"rendered":"http:\/\/www.ramapo.edu\/hr\/?page_id=25"},"modified":"2017-10-03T08:02:16","modified_gmt":"2017-10-03T12:02:16","slug":"supervisors-tool-box","status":"publish","type":"page","link":"https:\/\/www.ramapo.edu\/poerd\/supervisors-tool-box\/","title":{"rendered":"Supervisor’s Tool Box For Dealing With Chemically Dependent Employees"},"content":{"rendered":"
<\/i><\/i><\/i><\/span>Avoid Being the Troubled Supervisor<\/div>
\n

Troubled employees beget troubled supervisors.<\/p>\n

It is clear that each chemically dependent employee begets at least one troubled supervisor.<\/p>\n

These employees have an uncanny knack for manipulating the feelings of supervisors. A favorite ploy is the “whipped child” syndrome characterized by the “hang dog” look and the “I can’t do anything right” verbalizations. Almost invariably these behaviors will tug at parental heartstrings and suddenly supervisors find themselves comforting and supporting the employee rather than confronting them. At other times, outbursts of righteous indignation by employees frighten supervisors and cause them to back off.<\/p>\n

Chemically dependent and troubled employees have a great deal of experience at playing these games. Without an understanding of what’s going on, supervisors don’t stand a chance.<\/p>\n

The most important feelings which the supervisor will have (which closely parallel those of the substance abuser) are:<\/p>\n

Anger – <\/strong>Triggered by broken promises, poor work performance and absenteeism.
\nThere is also self-directed anger at his inability to change his\/her employee.<\/p>\n

Guilt – <\/strong>Supervisors feel guilty. The guilt is mirrored in thoughts like, “What have I done wrong?” “Why can’t I handle the situation?” “It was wrong to lose my temper.” “Why didn’t I say something!”<\/p>\n

The guilt leads to feelings of inadequacy. “I’m a poor supervisor, etc.” When we feel inadequate to handle a situation, we will tend to avoid dealing with it.<\/p>\n

Fear – <\/strong>Supervisors are often fearful of getting into discussions about employee problems which they tend to view as highly personal. Some may fear criticism in return for some real or imagined failing. Perhaps, in some cases, the supervisor fears criticism of his\/her own drinking behavior.<\/p>\n

Ego Involvement (Co-Dependency) – <\/strong>Another strong psychological factor in some cases is ego involvement between supervisors and employees. This is usually the case where they have been together for a long time. The supervisor often feels that he has molded his employee in his own image. His employee’s success and failure become his success and failure.<\/p>\n

Feel comfortable in your role as a supervisor who keys in on job performance. The troubled employee is one whose work record, once satisfactory, has begun to show signs of serious deterioration. This deterioration may show itself in increased absences, increasing use of sick leave, lateness, decreasing or inadequate productivity or growing difficulties with fellow employees.<\/p>\n<\/div><\/div>\n

<\/i><\/i><\/i><\/span>How to Confront a Troubled Employee<\/div>
\n

Establish<\/strong> \u2013 levels of work performance you expect.<\/p>\n

Record<\/strong> \u2013 all absenteeism, poor job performance, etc.<\/p>\n

Be Consistent<\/strong> \u2013 don’t tolerate more with one employee than you would with another.<\/p>\n

Don’t be an Armchair Diagnostician<\/strong>.<\/p>\n

Base the confrontation on Job Performance<\/strong>.<\/p>\n

Be Firm<\/strong> \u2013 but tell him\/her you are there to help. Try to gain a trustful relationship.<\/p>\n

Be Honest<\/strong> \u2013 don’t hedge, speak with authority.<\/p>\n

Be Ready<\/strong> \u2013 to cope with the employee’s resistance, defensiveness and even hostility.<\/p>\n

Accept No Excuses<\/strong> for failure.<\/p>\n

Try to Get Him\/Her To Acknowledge<\/strong> the problem.<\/p>\n

Set Up A Plan For Improvement<\/strong>.<\/p>\n

Don’t make Value Judgements<\/strong>.<\/p>\n

Don’t Moralize.<\/strong><\/p>\n

Never ask Why<\/strong> do you do this or that, or why do you drink so much, etc.<\/p>\n

If the employee says he\/she is “Sick”<\/strong> or makes other excuses, let him\/her know that there is no excuse for prolonged impaired performance.<\/p>\n

Don’t let him\/her play you against higher management and\/or the Union, No Union Ever Praised Poor Job Performance<\/strong>.<\/p>\n

Get a Commitment<\/strong> from him\/her and monitor it.<\/p>\n

Don’t Make Idle Disciplinary Threats.<\/strong><\/p>\n

When Confronting<\/strong> a problem drinker be specific about the behavior\/poor job performance.<\/p>\n

Remember<\/strong> \u2013 take the responsibility to intervene. Don’t be afraid to interfere or get involved. You have a legitimate right to interfere when his\/her behavior is interfering with job performance. Remember, it is highly probable that a troubled employee’s performance will improve if her-she is confronted constructively and consistently. It is a fact that he\/she may get worse if he\/she is ignored or just warned occasionally.<\/p>\n<\/div><\/div>\n

<\/i><\/i><\/i><\/span>Impairment Checklist<\/div>
\n

Fitness for Duty Observation Checklist<\/a><\/p>\n

Employee’s Appearance<\/strong><\/p>\n

______ sloppy
\n______ inappropriate clothing<\/p>\n

Mood<\/strong><\/p>\n

______ withdrawn
\n______ sad
\n______ mood swings, high and low
\n______ suspiciousness
\n______ extreme sensitivity
\n______ nervousness
\n______ frequent irritability with others
\n______ preoccupation with illness and death (morbidity)<\/p>\n

Actions<\/strong><\/p>\n

______ physically assaultive (or threatening)
\n______ unduly talkative
\n______ exaggerated self-importance
\n______ rigidity – inability to change plans with reasonable ease
\n______ making incoherent or irrelevant statements on the job
\n______ over compliance with any routine (making it a ritual)
\n______ frequent argumentativeness
\n______ frequent outbursts of crying
\n______ excessive amount of personal telephone time Absenteeism
\n______ multiple instances of improper reporting of time off
\n______ excessive sick leave
\n______ repeated absences following a pattern
\n______ excessive lateness in the morning, or upon returning from lunch
\n______ peculiar and increasingly improbable excuses for absences
\n______ high absenteeism rate for colds, flu, gastritis, general malaise, etc.
\n______ frequent unscheduled short-term absences (with or without medical explanation)
\n______ frequent use of unscheduled vacation time “On The Job” Absenteeism
\n______ continued absence from job location more than the job requires
\n______ frequent trips to water fountain or restroom
\n______ long coffee breaks<\/p>\n

Accidents<\/strong><\/p>\n

______ physical complaints on the job
\n______ accidents on the job
\n______ accidents off the job<\/p>\n

Work Patterns and Production<\/strong><\/p>\n

______ current work assignment requires more effort than previously taken
\n______ work takes more time to produce
\n______ difficulty in recalling instructions, understanding office procedures, etc.
\n______ display of disinterest in work
\n______ increased difficulty in handling complex assignments
\n______ difficulty in recalling previous mistakes (although these have been brought to the employee’s attention)
\n______ general absentmindedness, forgetfulness
\n______ alternate periods of high and low productivity
\n______ coming to work in an intoxicated condition
\n______ missed deadlines
\n______ mistakes due to poor judgment
\n______ outside complaints bout the employee’s work
\n______ improbable excuses for these poor patterns
\n______ carelessness employee relationships on the job
\n______ over-reaction to real or imagined criticism
\n______ wide swings in job morale
\n______ borrowing money from co-workers
\n______ unreasonable resentments against co-workers
\n______ repeated and compulsive criticism of the company
\n______ persistent requests for job transfer
\n______ unrealistic expectation for promotion
\n______ abrasiveness with others (managers and\/or co-workers)<\/p>\n

Work Related Relationship in the Community<\/strong><\/p>\n

______ inappropriate behavior at company business meeting
\n______ complaints from the community concerning the employee<\/p>\n

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