Mandatory 2 hour Supervisor Training for Drug-Free Safety Program

1. DRUG-FREE SAFETY PROGRAM
SUPERVISORTRAINING 2019
PRESENTER: DR. MARTINA MOORE, PH.D., LPCC-S,
LICDC-CS, CEAP, SAP

2. Drug-Free Safety Program
SupervisorTraining Course

3. ReasonableSuspicionTraining
SupervisorTraining

4. SupervisorTrainingOutline
 Preview:
 Review your company policy
 Statistics Update
 Identifying the problem
 Supervisor Responsibilities
 Reasonable Suspicion
 Scenarios
 Q&A
Supervisor
Training
Outline

5. Supervisors’ Responsibilities
By the end of this training, supervisors should know:
 How to recognize possible alcohol/drug problems in
the workplace.
 How to identify and investigate crisis situations.
 Review reasonable suspicion testing.
 How to refer employee to assessment/assistance.
Supervisor
Training
Outline

6. Training Objectives
1. Understand the specific elements of the DFSP
policy, procedures and the program as a whole.
2. Understand supervisor role and responsibilities
in implementing the DFSP.
3. Be aware of the supervisor skills that are critical
to policy implementation.
4. Understand the process of referring an
employee to drug/alcohol testing based on
reasonable suspicion & other types of testing.
Supervisor
Training
Objectives

7. Training Objectives (continued)
1. Identify the signs of substance abuse.
2. Discuss how to effectively confront an employee
that you suspect has a substance abuse
problem.
3. Practice managing a situation where substance
abuse is suspected.
4. Review your EAP services, that are available.
Supervisor
Training
Objectives

8. DFSP
Policy
The Drug-Free Safety Program Policy
accomplishes two major things:
 Sends a clear message that use of alcohol
and drugs in the workplace is prohibited.
 Encourages employees who have problems
with alcohol and other drugs to voluntarily
seek help.
Drug-Free Safety Program (DFSP)
Policy

9. PolicyAnswers the FollowingQuestions
 What is the purpose of the policy and program?
 Who is covered by the policy?
 What positions are considers safety sensitive?
 Understand what circumstances can an employee
be tested?
 What is the difference between safety sensitive
policy and non-safety sensitive?
 What drugs are employees immediately
terminated for, if testing positive?
 How is the policy communicated to employees?
DFSP
Policy

10. Identifying Patterns
Patterns of absenteeism & tardiness:
 Late arrival and early departure
 Long lunch breaks
 Monday and Friday absences
 Weekend call-offs
 Absences before/after paydays or holidays
 Absences due to accidents
DFSP
Identifying
Issues

11. Identifying Patterns
Patterns of unusual behavior:
 Frequent absences from the work area
 Inability to concentrate
 Fluctuating work quality
 Inability to complete tasks in a timely manner
 Wasted or damaged equipment
 Excessive use of cologne, gum, mints
 Wearing sunglasses
11DFSP
Identifying
Issues

12. Identifying Patterns
Patterns of abnormal interpersonal interactions:
 Mood swings
 Inappropriate statements & conversations
 Overreactions to criticism
 Outbursts of inappropriate anger, tears, or laughter
 Complaints from co-workers or the public
DFSP
Identifying
Issues

13. Your responsibility as a supervisor is:
 Maintain a safe, secure and productive
environment for employees
 Evaluate and discuss performance with
employees
 Treat all employees fairly
 Act in a manner that does not demean or label
people
DFSP
Responsibilities
as aSupervisor

14. It is NOT your responsibility, as a
supervisor, to:
 Diagnose drug and alcohol problems
 Have all the answers
 Provide counseling or therapy
 Be a police officer
DFSP
Responsibilities
as aSupervisor

15. Legally Sensitive Areas:
 Safeguard employee’s confidentiality.
 Ensure the policy is clearly communicated.
 Establish procedures to thoroughly investigate
alleged violations.
 Provide due process and ample opportunity for
response to allegations.
 If testing is included, ensure quality control and
confirmation of positive tests.
 Conform to union contracts, if applicable.
DFSP
Responsibilities
as aSupervisor

16. Important to remember to:
Make sure the employee understands what is
expected in terms of work performance and
attendance.
Document all evaluations, including strengths
and weaknesses.
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DFSP
Responsibilities
as aSupervisor

17. A good supervisor should always
remember:
 If an employee’s performance is unsatisfactory,
discuss your concerns with the employee in
private.
 When appropriate, remind the employee that
there is a free, confidential EAP program available
for help.
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DFSP
Responsibilities
as aSupervisor

18. If you suspect substance abuse, but there is no
clear policy violation:
 Always maintain confidentiality – meet in private
 Address work performance/behavior issues
 Focus on inadequate performances (be specific)
 Be prepared for excuses such as stress at home,
personal problems, etc. . . .
 Do not allow the employee to shift the blame
 Use the Fit for Duty Form to guide your
conversation
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DFSP
Suspected
Abuse

19. Constructive Confrontation:
A deliberate attempt to help another person examine
the consequences of some aspect of their behavior or
attitude. It is an invitation to self-examination.
Use the four steps:
1. Identification
2. Documentation (not Diagnosis)
3. Confirmation
4. Confrontation
DFSP
Preparing to
Act

20. Handling Crisis Situations
Identify potential crisis situations
Crisis situations are less common than performance
problems and can consist of:
 Dangerous behavior
 Threatening behavior
 Obvious impairment
 Possession of alcohol & other drugs
 Illegal activity
DFSP
Handling
Crisis

21. RecognizeTroubled Employees
Ongoing performance problems that do not respond to
normal supervisory actions may be signs of addiction and
other personal problems and may require more
intervention.
Examples of common performance problems that may
be indicators of underlying addiction include:
 Poor attendance - tardiness, unexplained absences,
long lunches
 Co-workers or customer complaints and,
 Mistakes and missed deadlines
DFSP
Troubled
Employees

22. Recognizing Substance Abuse Problems
Ways that people use alcohol and other drugs:
 Experimentation
 Social/recreational
 As a stress reliever
DFSP
Troubled
Employees
Alcohol

23. Signs & Symptoms of Abuse | Misuse
Emotionally:
 Tearful
 Aggression
 Burnout
 Anxiety
 Depression
 Paranoia
 Denial
DFSP
Troubled
Employees
Signs |
Symptoms

24. Signs & Symptoms of Abuse |
Misuse
Behaviorally
 Slow reaction time
 Impaired coordination
 Slowed or slurred speech
 Irritability
 Excessive talking
 Inability to sit still
 Limited attention span
 Poor motivation
 Lack of energy
DFSP
Troubled
Employees
Signs |
Symptoms

25. Signs & Symptoms of Abuse | Misuse
Physically
 Weight loss
 Sweating
 Chills
 Smell of alcohol and/or marijuana
DFSP
Troubled
Employees
Signs |
Symptoms

26. Reasonable Suspicion:
 Observed behavior (direct observation of
drug or alcohol use)
 A pattern of abnormal conduct (frequent
absenteeism, excessive tardiness)
 Repeated violations of the company’s
safety or work rules
DFSP
Reasonable
Suspicion

27. Referring for a Reasonable SuspicionTest
Making the Decision
 You are responsible for being alert to declining job
performance, erratic behavior, and other symptoms
relating to possible violation of the Drug Free Safety
policy.
 Here are Five Steps to be taken when making a
decision to refer an employee for a reasonable
suspicion test:
DFSP
Reasonable
Suspicion
FiveSteps

28. Making the Referring for a Reasonable SuspicionTest
Decision
Five Steps
1. The supervisor must document in writing all
circumstances, information, and facts leading to and
supporting his/her suspicions. At a minimum, the
documentation should include appropriate dates and
times of questionable behavior, any source of
information and rationale leading to testing.
(Use Appropriate Supervisor Form)
REVIEW SUPERVISOR FORMS
DFSP
Reasonable
Suspicion
Referring
Steps

29. Making the Referring for a Reasonable Suspicion
Test Decision
Five Steps (con’t)
2. The supervisor must contact the Program
Administrator – when possible or at a minimum
confirm their suspicion with another supervisor. If
both parties agree there is sufficient reason for a
drug and/or alcohol test they shall proceed to the
confrontation step. If there is no other supervisor
to confirm with proceed with reasonable suspicion
steps.
3. The supervisor shall notify the collection facility
that the employee is being sent for testing. Both
Drug and Alcohol test should be conducted and fill
out the Notification and Consent Form.
DFSP
Reasonable
Suspicion
Referring
Steps

30. DFSP
Reasonable
Suspicion
Referring
Steps
Making the Referring for a Reasonable Suspicion
Test Decision
Five Steps (con’t)
4. Make arrangements for the employee to be
transported to the collection site and someone to
stay until the collection is completed and arrange
for the employee to get home following the
collection process when necessary.
5. At this time, the supervisor shall discuss the
situation with the employee in a private location.
The confirming supervisor may serve as a witness to
the discussion. Do not diagnose the cause of the
problem. (next slide)

31. Making the Referring for a Reasonable
SuspicionTest Decision
5. Continued
Instead, present the employee with documented
instances of questionable behavior. Based on the
discussion with the employee, the supervisor and
the witness shall determine whether or not the
employee needs to go get tested. “I suspect there
is a problem, we need to rule out drug and
alcohol, first. We need to go for a test.”
DFSP
Reasonable
Suspicion
Referring
Steps

32. Enabling
32
Enabling: Action that you take that protects
the employee from the consequences of his/her
actions and actually helps the employee to
NOT deal with the problem.
Examples of enabling:
 Covering Up
 Rationalizing
 Withdrawing/Avoiding
 Blaming
 Controlling
 Threatening
DFSP
Reasonable
Suspicion
Enabling

33. Supervisor
Traps  Sympathy
 Excuses
 Apology
 Diversions
 Innocence
 Anger
 Pity
 Tears
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34.  DO emphasize that you only are concerned with
work performance or conduct
 DO have documentation or performance in front
of you when you talk with the employee
 DO remember that many problems get worse
without assistance
 DO emphasize that conversations with an EAP, if
applicable, are confidential
 DO explain that an EAP, if applicable, is voluntary
and exists to help the employee
 DO call an EAP, if applicable, to discuss how to
make a referral
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DFSP
Supervisor
Facts
Do’s for
Supervisors

35. DFSP
Supervisor
Facts
Don’ts for
Supervisors
DON’T try to diagnose the problem
DON’T lecture. Limit comments to job
performance and conduct issues only
DON’T discuss alcohol and drug use
DON’T be misled by sympathy-evoking tactics
DON’T cover up. If you protect people, it
enables them to stay the same
DON’T make threats that you do not intend to
carry out
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36. What IfThey
Are Not
Positive?

37. ContinuedSupervision -After Returning to Duty
 Continuing feedback about behavior and
performance
 Encouragement to follow through with continuing
care and support groups
 Accurate performance appraisals and fair treatment
 Time to adjust to doing things differently
 Respect for his or her privacy
 Open lines of communication
 Corrective action if old behaviors reappear
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After
constructive
confrontation
and referral,
the employee
will need:

38. Where Can An Employee Get Help?
 Employee Assistance Program (EAP)
 Human Resource or EAP Program Manager
 Voluntary request help of Supervisor /
Manager.
Testing
Positive

39. What is EAP?
 A confidential counseling and referral service
that helps employees and their families deal
with personal problems.
 A tool to assist supervisors in dealing with
individuals whose personal problems may
interfere with their job performance.
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EAP
Programs

40. Alternative to Dismissal
 A supervisor, can request that an employee
seek EAP intervention.
 Employee participation is voluntary.
 The employee or any family member can call
EAP for services.
 When validated through action, the EAP is an
alternative to dismissal.
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EAP
Programs

41. FactsAbout EAP
 Free of charge
 Eligible to Employees
& Immediate Family
 Confidential
 24-hour availability
 Qualified Counselors,
Close to Home
 Resource for
Information
 Assessment, short-
term counseling
 Referral and follow-up
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42. QUESTIONS?

43. Moore Counseling
and
Mediation
Services, Inc.
216-404-1900
866-340-6267
•