Addiction in the workplace is a challenge for HR, but EAPs are designed to ease the burden
Employees with addictions represent a problem that challenges HR managers like few others. Addictions can masquerade as performance problems and employees can struggle for years to overcome them. Employee assistance programs (EAPs) offer a range of supports and services for managers and employees in dealing with addictions.
Historically EAPs had their origins in programs to help alcoholics, says Toby Levinson, manager of clinical services at Bellwood, a Toronto facility for addiction education and treatment. Gradually EAPs widened their scope to address a broad range of work-life issues. Now any contact with an EAP provider can be the entry point for an employee to begin to confront compulsive behaviours. EAPs also help the employee return to the workplace after counselling or treatment for addictions.
“Our EAP counsellors are trained to tease out a problem with addiction if it exists,” says Judy Plotkin, national business leader with WarrenShepell in Toronto.
“In talking about the primary issue, the employee may mention that a friend has suggested they drink too much. Or they could be concerned about adopting a healthier lifestyle or starting a family, and want to cut back on drinking or drug use. We find that about one in 10 have an alcohol or drug dependency.”
Detecting the problem
Regardless of the reason for the employee’s initial contact with EAP, the counsellors do an assessment that screens for potential risks. Barb Veder, clinical director at FGIworld in Ottawa, said the nimbleness of the counsellor is key in detecting addictions.
“If, for example, the employee has a marital problem, the counsellor will ask how they are coping — their eating, sleeping, smoking and drinking patterns,” says Veder.
“We ask what and how much they consume of drugs or alcohol — and can they control it? We talk about strategies for change. We want to tune people into the potential to slip into risky behaviours during periods of stress.”
Veder says that while society is getting better at identifying drug and alcohol problems in the workplace, and people are generally sensitized and educated on how to approach them, there are new vehicles for compulsive behaviour. Computers have brought problems with pornography, online gambling and compulsive video game playing into the workplace. Even personal digital assistants such as the BlackBerry have become a potential tool for addiction.
Treating the problem
EAP counselling is designed as a short-term service averaging four to six sessions, with a maximum generally of 10 or 12. Some EAPs will get in touch with employees after some time has passed to see how they are doing in maintaining the change. The employer is only informed about the general pattern of EAP usage as any report on staff use of EAP services must be aggregated and avoid singling out any individual.
When an employee self-identifies with moderate or severe substance abuse, or the initial assessment registers the situation as an addiction, the EAP service takes on the role of case manager with the employee’s consent. There are further assessments and the development of a recovery plan.
The goal is to find the right match of timely services to address the employee’s needs. In addition to counselling, this could mean detoxification in a hospital, treatment at an in-patient facility or participation in an out-patient treatment group. The EAP helps manage the employee’s absence from work.
Preparing for a return to work
There are particular challenges in preparing the employee to return to work after treatment for addictions in order to avoid a relapse. Levinson says employee consent is required to bring together representatives of the treatment service, the EAP and the employer to talk about what to expect when the employee returns to work.
The most effective after-care programs involve these players in an agreement on how to deal with problems that may arise so the employee feels comfortable while working on staying free of addiction.
EAP providers say the longer the abuse goes on, the more entrenched it becomes. The ideal EAP model to address addictions, says Plotkin, is a focus on prevention, early intervention, same-day or next-day counselling, quick turnaround to the first treatment and after-care for relapse prevention.
However, the reality can be very different.
“So many people have false starts in tackling their addictions. EAP is inherently voluntary so the employee has to want to make a change. As service providers we are very accepting. We see where the client is at. How ready are they for change. What will help them move forward now. Unfortunately, when they are ready, we may find that waiting lists are a problem and services are scarce in some geographic areas,” says Plotkin.
Managing the problem at work
Sometimes the employee is referred to the EAP service by the employer. Veder says these referrals are of two types. In an assisted referral, the employee is encouraged to seek help by someone in the workplace. In a mandatory referral, the employee is directed by the employer to get assistance. Ideally, mandatory referrals should be part of a performance management program.
“In making referrals, it helps to have a good drug and alcohol policy as a framework for managing a safe workplace,” says Veder.
“Then, if problems arise, there is clarity on expectations. The policy should outline what is expected from employees, the availability of counselling and treatment and the consequences of policy violations. Managers and supervisors should be trained on what to look for and where to go for help. If an employee refuses help, or fails to follow through on commitments, then the employer can proceed with discipline.”
The employee plan should focus on work performance. Veder says it can contain specific goals such as “cannot drink in the workplace,” or “cannot drink at a work function.” These are concrete measures, says Veder. But you can’t measure whether someone comes to work with a hangover. That is why where there are issues of public safety, some workplaces have gone to a policy of zero tolerance.
For many employees the potential of losing their job is one of the most powerful vehicles for change. The job is one of the last things people hang on to, even after the home and family are lost through addictions. This makes it all the more important that HR and managers are prepared and know how to support someone to make a change. Managers need to be able to say: “This is affecting your job and this is how you can get help.”
The details of what transpires between the employee and the EAP service are confidential. Even with a mandatory referral, the EAP provider must have the employee’s consent before sharing information with the employer. Plotkin says an EAP will only confirm the employee has kept the appointments and is following the treatment plan, unless the employee agrees to more detailed feedback to the employer.
At the Assessment and Resource Service for the small, isolated communities of Fort Nelson and Liard in northeastern British Columbia, Gisele Maguire says confidentiality is a cornerstone of an EAP.
“In a small town everyone knows everyone’s business,” says Maguire, manager and counsellor at the service. “We are located away from the business district in a building with other services so it is not obvious that someone is coming for EAP. Clients will say ‘I’m out of here if my supervisor finds out.’ I tell them the only reason I will breach confidentiality without their written consent is a threat to health and safety, a subpoena or the suspicion of child abuse.”
Veder points out there is a different approach to substance abuse in the United States. Zero tolerance and random drug testing are more common there. This can affect Canadian companies involved in cross-border transactions. Under U.S. transportation laws, for example, any evidence of substance use in random testing requires an immediate referral to a substance abuse professional. Some EAP providers have certified substance abuse professionals as part of their service.
Promoting awareness
If the best chance for recovery comes from early intervention, then employees have to know about the EAP and how to access it. Plotkin finds that most employers are good about letting people know about an EAP when it’s first brought in.
“But you have to continue to promote the phone number and the computer password so that it is top of mind when employees are ready to seek help.”
Laura Macdonald, manager of corporate communications and public relations at WarrenShepell, says information needs to be available in different formats and for different audiences because not everyone with an addiction problem is immediately ready for counselling.
“We set up a 12-month wellness calendar with an employer. We look at the health issues in that particular workplace, and link them to external education campaigns such as mental health week in May. We can send out monthly or quarterly newsletters for HR to use with employees, or promotions on different topics. In this way, the employer can reach out regularly to employees with information on EAP and keep awareness of the service alive.”
Many EAP providers have websites with information on work-life issues, including addictions. This provides safe, anonymous access to information for employees who are not ready to approach the service directly. The sites offer self-administered questionnaires and articles for individual exploration. These can help the employee flag a potential problem. The employee can come back to the site again and again to develop an understanding of an addiction problem that she or someone in her family may have.
With human rights decisions that recognize addictions as a disability, it is important that the workplace does not discriminate against affected employees. Plotkin cautions managers against jumping to conclusions in observing employee behaviour.
“Managers are not trained clinicians so they should not try to make a diagnosis or engage in counselling. Declining performance can be the result of addictions, workplace changes, a personal crisis or mental health issues. Managers should avoid labelling employee behaviour or offering opinions on the nature of the employee’s problem. Managers need to understand their limits and know when to ask for help.”
Susan Singh is a Toronto-based freelance writer.
Historically EAPs had their origins in programs to help alcoholics, says Toby Levinson, manager of clinical services at Bellwood, a Toronto facility for addiction education and treatment. Gradually EAPs widened their scope to address a broad range of work-life issues. Now any contact with an EAP provider can be the entry point for an employee to begin to confront compulsive behaviours. EAPs also help the employee return to the workplace after counselling or treatment for addictions.
“Our EAP counsellors are trained to tease out a problem with addiction if it exists,” says Judy Plotkin, national business leader with WarrenShepell in Toronto.
“In talking about the primary issue, the employee may mention that a friend has suggested they drink too much. Or they could be concerned about adopting a healthier lifestyle or starting a family, and want to cut back on drinking or drug use. We find that about one in 10 have an alcohol or drug dependency.”
Detecting the problem
Regardless of the reason for the employee’s initial contact with EAP, the counsellors do an assessment that screens for potential risks. Barb Veder, clinical director at FGIworld in Ottawa, said the nimbleness of the counsellor is key in detecting addictions.
“If, for example, the employee has a marital problem, the counsellor will ask how they are coping — their eating, sleeping, smoking and drinking patterns,” says Veder.
“We ask what and how much they consume of drugs or alcohol — and can they control it? We talk about strategies for change. We want to tune people into the potential to slip into risky behaviours during periods of stress.”
Veder says that while society is getting better at identifying drug and alcohol problems in the workplace, and people are generally sensitized and educated on how to approach them, there are new vehicles for compulsive behaviour. Computers have brought problems with pornography, online gambling and compulsive video game playing into the workplace. Even personal digital assistants such as the BlackBerry have become a potential tool for addiction.
Treating the problem
EAP counselling is designed as a short-term service averaging four to six sessions, with a maximum generally of 10 or 12. Some EAPs will get in touch with employees after some time has passed to see how they are doing in maintaining the change. The employer is only informed about the general pattern of EAP usage as any report on staff use of EAP services must be aggregated and avoid singling out any individual.
When an employee self-identifies with moderate or severe substance abuse, or the initial assessment registers the situation as an addiction, the EAP service takes on the role of case manager with the employee’s consent. There are further assessments and the development of a recovery plan.
The goal is to find the right match of timely services to address the employee’s needs. In addition to counselling, this could mean detoxification in a hospital, treatment at an in-patient facility or participation in an out-patient treatment group. The EAP helps manage the employee’s absence from work.
Preparing for a return to work
There are particular challenges in preparing the employee to return to work after treatment for addictions in order to avoid a relapse. Levinson says employee consent is required to bring together representatives of the treatment service, the EAP and the employer to talk about what to expect when the employee returns to work.
The most effective after-care programs involve these players in an agreement on how to deal with problems that may arise so the employee feels comfortable while working on staying free of addiction.
EAP providers say the longer the abuse goes on, the more entrenched it becomes. The ideal EAP model to address addictions, says Plotkin, is a focus on prevention, early intervention, same-day or next-day counselling, quick turnaround to the first treatment and after-care for relapse prevention.
However, the reality can be very different.
“So many people have false starts in tackling their addictions. EAP is inherently voluntary so the employee has to want to make a change. As service providers we are very accepting. We see where the client is at. How ready are they for change. What will help them move forward now. Unfortunately, when they are ready, we may find that waiting lists are a problem and services are scarce in some geographic areas,” says Plotkin.
Managing the problem at work
Sometimes the employee is referred to the EAP service by the employer. Veder says these referrals are of two types. In an assisted referral, the employee is encouraged to seek help by someone in the workplace. In a mandatory referral, the employee is directed by the employer to get assistance. Ideally, mandatory referrals should be part of a performance management program.
“In making referrals, it helps to have a good drug and alcohol policy as a framework for managing a safe workplace,” says Veder.
“Then, if problems arise, there is clarity on expectations. The policy should outline what is expected from employees, the availability of counselling and treatment and the consequences of policy violations. Managers and supervisors should be trained on what to look for and where to go for help. If an employee refuses help, or fails to follow through on commitments, then the employer can proceed with discipline.”
The employee plan should focus on work performance. Veder says it can contain specific goals such as “cannot drink in the workplace,” or “cannot drink at a work function.” These are concrete measures, says Veder. But you can’t measure whether someone comes to work with a hangover. That is why where there are issues of public safety, some workplaces have gone to a policy of zero tolerance.
For many employees the potential of losing their job is one of the most powerful vehicles for change. The job is one of the last things people hang on to, even after the home and family are lost through addictions. This makes it all the more important that HR and managers are prepared and know how to support someone to make a change. Managers need to be able to say: “This is affecting your job and this is how you can get help.”
The details of what transpires between the employee and the EAP service are confidential. Even with a mandatory referral, the EAP provider must have the employee’s consent before sharing information with the employer. Plotkin says an EAP will only confirm the employee has kept the appointments and is following the treatment plan, unless the employee agrees to more detailed feedback to the employer.
At the Assessment and Resource Service for the small, isolated communities of Fort Nelson and Liard in northeastern British Columbia, Gisele Maguire says confidentiality is a cornerstone of an EAP.
“In a small town everyone knows everyone’s business,” says Maguire, manager and counsellor at the service. “We are located away from the business district in a building with other services so it is not obvious that someone is coming for EAP. Clients will say ‘I’m out of here if my supervisor finds out.’ I tell them the only reason I will breach confidentiality without their written consent is a threat to health and safety, a subpoena or the suspicion of child abuse.”
Veder points out there is a different approach to substance abuse in the United States. Zero tolerance and random drug testing are more common there. This can affect Canadian companies involved in cross-border transactions. Under U.S. transportation laws, for example, any evidence of substance use in random testing requires an immediate referral to a substance abuse professional. Some EAP providers have certified substance abuse professionals as part of their service.
Promoting awareness
If the best chance for recovery comes from early intervention, then employees have to know about the EAP and how to access it. Plotkin finds that most employers are good about letting people know about an EAP when it’s first brought in.
“But you have to continue to promote the phone number and the computer password so that it is top of mind when employees are ready to seek help.”
Laura Macdonald, manager of corporate communications and public relations at WarrenShepell, says information needs to be available in different formats and for different audiences because not everyone with an addiction problem is immediately ready for counselling.
“We set up a 12-month wellness calendar with an employer. We look at the health issues in that particular workplace, and link them to external education campaigns such as mental health week in May. We can send out monthly or quarterly newsletters for HR to use with employees, or promotions on different topics. In this way, the employer can reach out regularly to employees with information on EAP and keep awareness of the service alive.”
Many EAP providers have websites with information on work-life issues, including addictions. This provides safe, anonymous access to information for employees who are not ready to approach the service directly. The sites offer self-administered questionnaires and articles for individual exploration. These can help the employee flag a potential problem. The employee can come back to the site again and again to develop an understanding of an addiction problem that she or someone in her family may have.
With human rights decisions that recognize addictions as a disability, it is important that the workplace does not discriminate against affected employees. Plotkin cautions managers against jumping to conclusions in observing employee behaviour.
“Managers are not trained clinicians so they should not try to make a diagnosis or engage in counselling. Declining performance can be the result of addictions, workplace changes, a personal crisis or mental health issues. Managers should avoid labelling employee behaviour or offering opinions on the nature of the employee’s problem. Managers need to understand their limits and know when to ask for help.”
Susan Singh is a Toronto-based freelance writer.
