SUPERVISING THE TROUBLED EMPLOYEE

Most established Companies would have efficient and modernized systems of maintaining employees’ records but it is the responsibility of those charged with the updating of these records to bring to the Employer changes within the workforce by monitoring personnel records and identifying chronic and persistent negative behavior patterns that may have the potential to contribute to lowered productivity levels.

These would include increased absences and requests for medical leaves, regular salary advances, and abuse of sick leave, areas which must be included in the employees' record of service. These records can aid in the early identification and resolution of problems among employees.

The Supervisor also has a most important role in terms of ensuring records are kept of the employees absences during working hours, inability to complete tasks in the normal allotted time-frame, requests for time off from work for varying reasons, smell of alcohol, money lending among co-workers, reports of thefts of employees’ personal effects, on the job  accidents, arguments among employees, etc.  These incidents must be brought to the attention of the Manager, the Personnel Department and the Trade Union where such representation exists.

SUGGESTIONS THAT WORK

An employee who understands his role and value within the Organization will be more likely to give job satisfaction than one who feels alienated.

This can be achieved through several measures including:

·        Employee Education and Training.

·        Improved working conditions.

·        Providing avenues for expression and self-development.

·        Establishing confidential one on one communication channels with employees.

·        Maintaining time frames for job completion.

·        Developing monitoring and feedback mechanisms for individual and/or group projects.

·        Opportunities for promotion.

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INTERVENTION BY EMPLOYERS

Attempting an intervention with an employee who shows signs of alcohol or other drug dependence would require skill and an understanding of the disease of alcoholism and other addictions as well as a basic understanding of treatment procedures and relapse prevention.These attributes are seldom in the domain of the layperson and problems such as these should be referred to someone who is knowledgeable in the field.

The Supervisor needs to remember that it is the employees’ responsibility to present themselves in a fit mental and physical condition for employment each day, and terms and conditions of employment do not usually include treatment for addiction and other illnesses. With the introduction of an Employees Assistance Programme you do have the option however to make the necessary referrals based on the employee’s documented poor work performance.

EMPLOYEES’ RIGHTS

Notwithstanding the availability of treatment options, the employee may exercise his right to ignore the referral to the EAP Counsellor or Treatment provider. The Supervisor ought not to believe that he has failed if such refusal is exercised by the worker as usually most persons are either unwilling to have another person interfere with their personal life, or are in denial of the problem.

The employee must be convinced however that should such refusal result in his problem not being addressed,  then dismissal may be the only option if attitude and/or productivity levels do not improve.

 N.B.  I have attempted as far as possible to be original  but notwithstanding that, it may be that some of my recommendations are similar to those of existing EAP practitioners.

Eric Ribeiro is a certified Addiction Counsellor and  EAP Practitioner .