Training the Supervisor to Engage with Employees and Implications for Effective Intervention in Reasonable Suspicion Training

Ceasing Dual Relationships and Conflict of Interest to Sabotage in Reasonable Suspicion

In most workplace settings, friendly relationships exist among the employees. Moreover, it is not a bad idea for the employers and the employees to have a friendly working relationship. However, problems might arise if a DOT employer develops a dual relationship with an alcoholic employee. And this includes socializing with the employee after hours or becoming so familiar with them, that natural loyalty roadblocks become established that lead the supervisor to cover up and enable the work, and offer multiple chances because of the no-win phenomenon that is established by a conflict relationship.

Dual relationships are detrimental not only to the employer, but also to the alcoholic employee. This is because a conflict of interest will arise when it comes to reprimanding offensive alcoholic behavior in the workplace. This can lead to organizational risk. This is also the same potentially damaging dynamic that can result in romantic relationships between coworkers or the coworker and the supervisor. Best advice: Avoid them.

Additionally, the alcoholic employee will always feel exploited when confronted by an employer, with whom they have a dual relationship with. On the other hand, the employer will also feel emotionally attached to the employee, thus chances of raising any issues will be minimal.

How does an employee reprimand someone they already have a personal relation with? Clear boundaries should be set by the employer and these boundaries must be respected by both parties.

Reasonable Suspicion Training: Confronting the Employee and Avoiding Being Manipulated

Confronting an alcoholic employee is not the easiest of tasks, as he or she is more likely to defend alcoholic behaviors. Confrontation is a delicate act that requires astute management and communication skills, and unfortunately, few DOT reasonable suspicion training programs online of via PowerPoint, will include live role plays to help supervisors be comfortable with the whole idea.

As much as drinking on the job is prohibitive and plain problematic, the employer should approach the alcoholic employee in a calm manner rather than being aggressive. The confrontation need not to turn violent, as it is common for alcoholics not to think rationally, especially when under the influence of alcohol. The most appropriate time to confront such an employee is when he or she is sober. But, of course, this is the ideal.

Employers must come to terms with the fact that alcoholics often live in denial. They cannot accept the fact that they have alcohol problems. They may know there is a connection between drinking and life not going so well, but this is a far cry from alcoholic self-diagnosis and its hoped for result—motivation to stay stopped from the consumption of ethanol and psychoactive drugs of abuse.

Confrontation, if executed properly, can help an alcoholic employee break through the denial stage. But do not consider this a win. It is temporary state of mind at best with the fear of job loss driving the motivation to get help. This is great news, but the trajectory toward sobriety is short and temporary.

Most managers find problems and a bit of trepidation in how to confront an alcoholic employee. This is because they do not know what to say. It’s that simple. Role plays can help, but they can be time consuming in a two hour classroom setting.

The best approach is spend more the two hours, but break it up into different sections and come back another day, or create a PPT video at http://PPT2Web.net and post it on your company’s web site or pass it around on a CD.

Nonetheless, with reasonable suspicion training in PowerPoint, DVD, or online, a supervisor will at least hear, and hopefully acquire the skills that are essential in handling alcoholic employees. Expect some blown confrontations. This is simply the way the world works. Documentation is key, and this is what reduces an organization’s legal risk along with a legally approved policy on a drug free workplace.

Alcoholic employees can be manipulative and self-destructive; their actions can have great implications on the company. It is the responsibility of the DOT manager to ensure that alcoholic employees do not affect the entire workforce, negatively. Avoiding manipulation is the first step towards protecting the workforce from the effects of alcoholism. Alcoholics use manipulation to enable their addiction. However, it should be noted that an alcoholic can manipulate the employer, only if they have a close relationship. Therefore, the employer must limit his or her relationship to the alcoholic employee, to avoid being manipulated.

Following-up Properly and Recognizing the Relapse Pattern Is Crucial

Overcoming alcoholism is not easy, of course. As a side note, this means learning how to “stay stopped” from consuming substances of abuse. This is a skill and many would say requires a complete transformation to achieve. But, it is extremely achievable. The secret is following the instructions.

Alcoholism is a habit, and as the adage goes, “old habits die hard.” Alcoholic employees tend to return to their old ways, even after promising to change their behaviors. It is therefore imperative for the employer to initiate a follow-up process, to encourage the affected employees not to relent on their promises. This must involve the supervisor, who should be prepared and educated during DOT reasonable suspicion training, to understand what his or role is this process, and what is not.

In case an alcoholic employee displays symptoms of a relapse, the employer should always be at hand to assist that employee by way of referral to testing or the organization’s employee assistance program (EAP).

There are scores of signs and symptoms to be understood. Just a few include common warning signs of a relapse include becoming defensive when confronted, changes in attitude, withdrawal symptoms, and a return to “social” drinking among many others. With proper reasonable suspicion training, a DOT employer can initiate a proper follow-up program, as well as recognize relapse patterns, in good time. Here’s the toughest challenge – having an employee with an alcohol problem who acts like your most favorite employee and engages with you in such a way that you would never want to truly believe that they have an alcohol problem. So, don’t be taken in by the amazingly socially competent employee your alcoholic worker can present to be.