Prepare the Workplace

This section of the Kit discusses how to prepare the workplace, so that a drug-free workplace policy and program can succeed.

Prepare the Workplace discusses how to

• Inform, educate, train, and motivate everyone in the workplace, including the employer, the human resources director, other supervisors, and other employees
  
  
• Help everyone in the workplace understand that a drug-free workplace is more likely to be a safe, healthy, and productive workplace
  
  
• Inform everyone in the workplace about the specifics of the policy and the program
  
  
• Motivate your employees to support the policy and program
  
  
• Create a shared sense of responsibility for the success of a drug-free workplace policy and program

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What Employers Can Do to…

Set the right tone and take the right approach for your workplace

The employer is one key to the success of a drug-free workplace policy and program. He or she can set the tone and provide the vision and the force to initiate, shape, and sustain the policy and the program. According to the process evaluation of PeerCare, a successful workplace substance abuse prevention and intervention program: “Leadership begins at the top. The vision and dedication of corporate champions propelled the program into prominence.”[2]

This section of the Kit will help each employer set a tone and define an approach that can be right for his or her workplace.

A DRUG-FREE WORKPLACE POLICY DOES NOT GUARANTEE A DRUG-FREE WORKPLACE

Here are some reasons why:

· Your employees may not know about the policy.

• If they do know about the policy, they may not fully understand it.
  
  
• If they understand it, they may not believe that it makes sense for them to comply with it.
  
  
• If the policy makes sense to them, they still may find it difficult to comply with, because they may be using alcohol or drugs to handle stress or pain or illness that they do not know how to handle in other ways.
  
  
• They may be addicted to alcohol or other drugs.
  
  
• They may not believe that you will enforce the policy.
  
  
• If they believe you will enforce the policy, they may believe that they can get around it.
  
  
• Your employees may believe that a drug-free workplace policy is an unreasonable invasion of their private lives, and that may lead to them resenting the policy.

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THEREFORE, SOME EMPLOYERS BUILD TEAMS THAT INVOLVE THE WHOLE WORKplace

Team building can foster a shared sense of responsibility, a shared vision of the common good, and a supportive organizational culture.[3] Team building can also improve production.[4]

Employers recognize that involving their employees through activities designed to inform, educate, train, and motivate should be among the first steps they take when they launch a drug-free workplace policy and program. Some employers have found that when they prepare their employees by involving and motivating them, the programs run more smoothly and effectively.[5]

SOME EMPLOYERS ALSO PLACE DRUG PREVENTION IN THE CONTEXT OF HEALTH PROMOTION

Another approach that can help prepare and motivate employees is to place drug prevention efforts in the context of workplace health and wellness programs and activities.[6] Workers can, in this way, be helped to understand that a drug-free workplace policy and program are part of a larger initiative to help them become safer and healthier in their lives and more productive in the workplace. This approach can help destigmatize drug abuse and employer efforts to eliminate drug use and abuse.

WORKPLACES CAN CONTRIBUTE TO GENERAL HEALTH AND SAFETY FOR EMPLOYEES AND THEIR FAMILIES

Many drug-free workplace policies and programs have, in the past, concentrated primarily on workers in safety-sensitive positions. Clearly, it is essential for addressing such safety-sensitive positions. But it can also be important to address other positions.

When drug-free workplace policies and programs concentrate on all employees and on a broader range of problems, they can help all employees and their families prevent—or identify and address—alcohol and other drug problems, mental health issues, and related health and behavior problems.[7] Such an approach can contribute to the health and well-being of individuals while they are working together in workplaces. It can also contribute to the health and well-being of those individuals and their families outside of workplaces.

Workplaces provide excellent opportunities for addressing a wide range of health issues and behaviors. Indeed, workplaces are among the best places to find and help adults. In November 2006, the U.S. Labor Department reported that more than 145 million Americans were employed.[8] Workplaces that emphasize team-building and mutual support can also help people learn about health and safety, and foster the development of attitudes and behaviors that improve health and safety.[9] All this can be good for business. And all this can be good for employees (supervisory and nonsupervisory alike), their families, and their communities.

The vision statement for the Substance Abuse and Mental Health Services Administration is “a life in the community for everyone.” That vision applies not just to home, school, recreational, and spiritual settings but also to workplace settings. Workplaces that are drug-free, safe, healthy, and productive can help provide a healthier life in the community for everyone.

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IT IS IMPORTANT TO GO BEYOND PROVIDING GENERAL EDUCATION AND TRAINING

To prepare their employees, employers should go beyond simply “training.”[10] Training does not, by itself, ensure that needed changes in knowledge, attitudes, and behaviors will take place and will last.[11] Employees need to understand the rationale for the policy and program in practical ways that are personally meaningful and relevant to their job responsibilities. As a result, they are more likely to want to be an active part of the solution rather than to be a part of the problem.

YOU SHOULD CHOOSE THE APPROACH THAT YOU THINK WILL WORK BEST IN YOUR WORKPLACE

The characteristics of a workplace can help determine which approach is likely to be most effective when it comes to preparing, informing, educating, training, and motivating employees. Depending on your workplace, and on your own management style, you as an employer may choose any of a variety of approaches for establishing and implementing a drug-free workplace policy and program. Approaches can be classified generally as either “top down” or “collaborative.”

While there may be no one right way to do it, experience and research suggests that in many workplaces more collaborative approaches have a greater chance of succeeding. They can instill deeper understanding, a greater feeling of “buy in,” and greater motivation to support the policies and programs, throughout the workplace. However, this may not always be the case.

A Top-Down Approach May Be Right for Your Workplace

For example, for nearly a decade, Houston’s Department of Public Works has had a zero-tolerance drug testing policy. For a department that has a large force of drivers, the policy is based on a bona fide occupational requirement. The policy was developed to meet legal standards and has been consistently enforced. The city has continued to have a positive drug testing rate that is well below the national average. Other positive trends, such as lower injury rates and workers’ compensation claims, have also been maintained.[12]

A top-down approach like this may work when time is short, the stakes are high, and the need for safety is clear. This approach is often used when the workplace is organized along rigidly hierarchical lines, with bosses who have clear and unquestioned authority. Such approaches can convey the idea that “I’m the boss, I’m in control, and if you don’t do what I tell you to do, you may well be out of a job.” One benefit of such an approach is that the message can be quite clear.

However, for a variety of reasons, a top-down approach may not be the most effective in many settings. For example, the message (and the messenger) may not be listened to. Or they may be listened to, but not understood. Or they may be understood, but not be helpful in motivating changes in attitudes or behaviors. A top-down tone can lead to feelings of alienation or, worse, feelings of quiet resentment and dissent.[13]

Top-down approaches often involve punitive and judgmental attitudes. The message is: “Watch out or you might be in trouble. We have our eyes on you.” These approaches may come across as threatening and not supportive. They can say to employees, “One mistake and you are out of here.” For some workplaces, that may be the right way to go. For many workplaces, however, it is more effective to involve the workers, preferably from the start.

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A More Collaborative Approach Is More Likely to Be Effective in Most Workplaces

When major league baseball realized it had a problem because some of its top athletes were misusing performance-enhancing drugs, management, union representatives, and players came together to make a plan. “I regarded this as not only a health issue, but certainly you could say it was an integrity issue in this sport,” said Baseball Commissioner Bud Selig. “We’re acting today to help restore the confidence of our fans.”[14]

Indeed, many organizations are finding that more collaborative, problem-solving approaches have proven more successful in creating positive changes in workplaces.[15, 16] With these approaches, employers can be explicit about the drug-free policies, programs, and consequences in their workplaces, while also taking into account and being more responsive to the needs of their employees. These approaches let everyone know that efforts to improve the work environment will involve and benefit everyone in the workplace. The message here is: “This is our problem, and we can work together to solve it.”

Collaborative approaches seek to create and maintain a more supportive workplace environment.[17] They emphasize the prevention of substance abuse and the promotion of health, not just the identification of substance abuse and the imposition of penalties. These approaches can send the message: “We want to help you be healthy and avoid health and safety problems. But if you have a problem, we want to help you help yourself or get help from others.”

Indeed, collaborative approaches have proven to be more successful than the more punitive approaches in increasing self-referral rates.[18]

Setting a more positive, collaborative tone does not imply leniency about securing a safe and healthy workplace. It means having a keen interest in the health and safety of all and doing whatever it takes to promote this. It recognizes that some workers may need support in staying drug-free and healthy.

SAMHSA and the Center for Substance Abuse Prevention urge employers to clearly encourage prevention, early intervention, and treatment rather than waiting for problems to escalate to the point where they require discipline or termination.

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HALLMARKS OF AN EFFECTIVE, COMPREHENSIVE DRUG-FREE WORKPLACE PROGRAM

Employers who have successfully implemented drug-free workplace programs offer these suggestions to employers who are just beginning to address the issue of alcohol and other drug abuse in their own organizations:

Think Things Through

Starting a drug-free workplace program is not difficult, but to be successful it helps to plan carefully. It is important to think ahead, define clear goals for the program, and—when you need it—seek advice from other employers with relevant experience. Learn as much as you can about existing programs and policies before you begin.

Involve Employees

Work with your most valuable resource: your employees. They can help get the message out, clarify goals, and make sure the program fits into the daily reality of your workplace. Showing employees that you value their input vests them in the program and helps make it work. Most of your employees are not abusing alcohol or other drugs—they are already part of the solution.[19]

Have Clear, Written Drug-Free Workplace Policies and Procedures That Are Applied Uniformly

Drug-free workplace programs are serious business. Protect your organization with procedural rules that are clear, fair, and consistently applied. The policy should also include provisions for appeal. With these steps in place, employees are more likely to support the program and trust that the employer will carry it out fairly.

Consider the Collective Bargaining Process

Where drug testing is a mandatory subject of collective bargaining, the rules for involvement of employee representatives are clear. Even when drug testing is not subject to collective bargaining and not mandated by law, discussing the drug-free workplace policy with union representatives can be very useful.[20] They may have model programs or other ideas to offer, and they can be quite helpful in communicating program purpose, procedures, and policies to the employees they represent.[21]

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Protect Confidentiality

Employees will support and have faith in your drug-free workplace program when their confidentiality is protected. If employees choose to tell coworkers about their private concerns (such as the results of a drug test), that is their decision. However, when an employee tells you something in confidence, you are obligated to keep it between the two of you. To ensure employee support of the program and to avoid legal problems, make confidentiality a priority and spell out the penalties for anyone who violates it.

Ensure Accurate Testing and Objective Review

If your program includes alcohol or other drug testing, satisfy yourself and your employees that samples are correctly collected, the chain of custody is flawless, the tests are conducted by properly trained and supervised laboratory technicians using equipment that is appropriately maintained, laboratory performance and accuracy are independently reviewed, and results are communicated through a medical review officer trained to render judgments.

Ensure Proper Use of the Program

Fair procedures and provisions for appeal reduce the possibility of misunderstandings between employers and employees. Train your supervisors to carry out their roles in the drug-free workplace program appropriately, and review and evaluate their performance in this area to prevent misuse of the program.

Ask for Legal Review

Whether you write the first draft of your policy yourself or tailor an existing policy to your needs, have your program, policy, and procedures reviewed by an attorney experienced in labor and employment matters in your State. An attorney can advise you on any relevant State laws governing drug-free workplace programs or employer testing, and on how the Americans with Disabilities Act may affect your program implementation. An attorney can also alert you as laws and regulations change over time.

Eliminate Stigma: Address Workplace Drug Abuse in the Context of Health, Safety, and Productivity

Policies and programs that foster workplace substance abuse prevention and intervention are part of a larger national movement to promote the health, safety, and well-being of individuals, families, and communities and to improve health, safety, and productivity in workplaces. A drug-free workplace program that communicates care and concern for employees is more likely to succeed than one that intimidates employees.

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Ensure Good Communication and Ongoing Review

Successful programs ensure that managers, supervisors, union representatives, and employees are knowledgeable about their roles, rights, and responsibilities under the drug-free workplace policy. Explain your drug-free workplace program by using a variety of communication strategies. The message should be clear from the start. Effective ways to communicate include using written materials, charts, meetings, question-and-answer sessions, and a suggestion box.

Employers who are successful at this know it is important to repeat the message periodically, watch how the program works on a day-to-day basis, invite feedback, and revise the program to meet the specific needs of the organization.

Stay Current

Drug-free workplace programs are being studied and improved all the time. Keep current by joining local drug-free advocacy groups or coalitions. Some trade and professional associations also provide up-to-date information about drug-free workplace issues. Some employers ask an employee group to periodically review the program and suggest appropriate changes. Also see SAMHSA’s National Registry of Evidence-based Programs and Practices.

COMMON CONCERNS FACED BY EMPLOYERS CONSIDERING IMPLEMENTING A PROGRAM

Is My Organization Too Small?

No organization is too small to be concerned about creating a healthy workplace free of the effects of alcohol and other drug abuse. Problems related to alcohol and other drug abuse can arise in a workplace of any size, and a workplace without a policy or program is exactly where problems are likely to occur.

Will a Drug-Free Workplace Program Cost Too Much Money?

You can be part of the solution without spending a lot of money. Although smaller businesses usually have fewer resources for hiring outside trainers or for paying for treatment, they can do something. Free or low-cost assistance is often available. Implementing a drug-free workplace program in stages is another option. For example, you could begin by establishing a clear policy that defines the employer’s expectations. That way, everyone knows what to do if an alcohol or other drug problem arises. The materials in this Kit offer suggestions to help you minimize the cost of a program. Finally, remember, a new drug-free program may look like a costly investment; however, in the long run, it can save many dollars for each dollar spent. For example, a large transportation company found a 27-to-1 return on investment for its program.[22]

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Will I Be Sued?

Drug-free workplace policies, drug testing, and personnel actions that result from a violation of the drug-free workplace policy are widely accepted employment practices. As long as confidentiality is protected and the employer implements the policy fairly and consistently, the chances of being sued are minimal. Again, have your policy and procedures reviewed by an attorney who is experienced in labor and employment matters in your State—before you put the policy/program into place.

Do I Need to Bother? Wouldn’t I Know if Employees Were Abusing Alcohol or Other Drugs?

Abuse and addiction are serious and complex, and they can be progressive illnesses.[23] You may not realize that an employee is having a problem until the later stages of the disease, since some health indicators of abuse or addiction are more apparent in the later stages. Many of those who abuse alcohol and other drugs are in denial of their problem or do not recognize it in themselves. Others are concerned about being found out and losing their jobs and their homes.

Having a program in place now can reduce costly problems in the future. In addition to all of the other health, safety, and security risks that can arise, no employer wants to be the employer of choice for people who abuse alcohol or other drugs.

Will Having a Program Create Negative Attitudes Among Employees?

Employees may be concerned and have questions about any new policy or program that their employer introduces. Because of the sensitive nature of a drug-free workplace program, it is important to involve employees, listen to their questions and concerns, and explain why the decision has been made to implement a drug-free workplace program in the organization. Frequently, sharing how these programs increase the health of both employees and their families and possible health cost-savings can be a reassuring discussion.

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What Human Resource Managers Can Do to…

Get the word out in the right ways at the right times

In many workplaces, human resource managers have special responsibilities for informing, educating, and training employees regarding the drug-free workplace policy and program.[24] It is their role to get the word out about the policy and program in the right ways at the right times. This section answers basic questions about how human resource managers can effectively introduce a drug-free policy and program by educating the entire workplace.

Employee education is a critical component of a drug-free workplace program. And it frequently serves as a cornerstone of prevention. Employee education can help employees in a variety of ways. It can help them learn more about the hazards of substance abuse, improve their own resilience to prevent substance abuse, understand the policies and rules of their workplaces, and become familiar with the steps they can take to get help for themselves and their families.

Employee education efforts can include information on the rights of employees and employers; the balance between the right of privacy and the need to know; the employer’s views about when treatment and recovery, or detection and disciplinary action, are appropriate; and the implications of substance abuse for injury, accidents, and safety.

Many multimedia educational tools are available to help employers inform and educate their employees about programs that work and steps they can take to improve their health in general. These include SAMHSA’s National Registry of Evidence-based Programs and Practices[25] and SAMHSA’s GetFit site at http://getfit.samhsa.gov/.[26]

HUMAN RESOURCE MANAGERS NEED TO PLAN EMPLOYEE EDUCATION FOR ALL EMPLOYEES AT ALL LEVELS

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Consider taking the following steps:

• Discuss the workplace’s policy, program, and rules. Organizations have found it useful to hand out two copies of the policy—one to be signed and handed back, the other to be kept as a reference. As new hirers begin work, make it part of their orientation package.
  
  
• Discuss how employees and their families can get help—for example, through an employee assistance program (EAP), Health/Wellness Program, health care coverage within the workplace, union resources, community outreach services, State and local treatment facilities, and the like.
  
  
• Discuss how employee performance issues are to be evaluated.
  
  
• Discuss how management referrals and self-referrals are handled.
  
  
• Provide details about the circumstances, procedures, and other elements of drug testing (if testing is included in the policy).
  
  
• Explain the confidentiality and other employee protections that are included in the policy.
  
  
• Provide information about substance abuse, including the types and effects of drugs, the symptoms of drug use and abuse, and their effects on performance.
  
  
• Explain the relationship of the employee assistance program to any drug testing, treatment, rehabilitation, and aftercare programs.
  
  
• Discuss prevention resources such as health/wellness programs, helplines and other resources available in the community, and online national resources such as http://getfit.samhsa.gov/. Likewise, explain what resources are available for the employee’s family.
  

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Implementing Employee Education

Employee education components can use a variety of multimedia approaches, singly and in combinations. Orientation programs for new hires, for example, frequently include video presentations that provide general information about substance abuse and more specific information about the organization. More traditional methods have included the use of posters, print materials, payroll stuffers, newsletter articles, booths at health/wellness programs, and brownbag lunch presentations. In-house employee assistance practitioners often get to know employees by eating lunch with them, having drop-in discussions at meetings, and meeting with them individually to discuss employee relations issues, family problems, and the like. Other in-house methods have included online information resources, in-person and online training sessions, and seminars. External programs often offer prevention meetings or seminars, online resources, and a 1–800 number to call.

Programs found in SAMHSA’s National Registry of Evidence-based Programs and Practices add other components to their employee education programs, such as “Team Awareness”[27] efforts, or health and wellness efforts that can concentrate on various topics such as cardiac health, menopause, osteoporosis, and how to talk to your children about drugs. Frequently, such programs have evaluation components that can measure the economic costs, economic benefits, and other outcomes of the programs.

More and more companies understand that substance abuse education and prevention must be ongoing processes that move beyond an emphasis on substance abuse policies, information, assistance, and discipline. In many cases, alcohol and other drug problems will make adverse impacts on employers, employees, and their families, even when the problems never come to the attention of management, the union, the employee assistance program, a health and wellness program, or a substance abuse treatment program. Many employees do not seek help for their alcohol or drug problems because the problems and the assistance are often stigmatized. However, when alcohol and drug interventions are linked to health and wellness promotion efforts, as is done in some of the newer approaches, the stigma has been reduced and employees are more willing to seek the help they need.

Employers, when they are designing their prevention education efforts for employees, should consider addressing the special needs and interests of those employees who are

• Interested in a range of health promotion and wellness issues—such as stress management, weight management, nutrition, activity/exercise—as well as disease prevention
  
  
• Concerned as parents, grandparents, or concerned family members, want to learn to effectively communicate with the children in their lives about substance abuse, life skills, and decision-making
  
  
• Concerned about substance abuse among their peers
  
  
• Interested in being part of community-based prevention efforts and activities
  
  
• Interested in confidential, individual education (including Web-based education) on substance abuse and related issues

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Some employers and unions survey their employees/members and their families to determine their needs for and interests in substance abuse programs, as well as in general wellness and health promotion education and services. Many employee assistance programs also offer or arrange for general and specialized employee education activities.

Integrating Prevention Education Into Health Promotion Offerings

Research indicates that the impacts are greater when substance abuse prevention and early intervention activities are carried out in the broader context of wellness, health promotion, and disease prevention efforts.[28, 29, 30] The popular topics of stress management, nutrition and weight management, and physical activity and exercise present significant opportunities for providing educational materials and other elements on substance abuse prevention. The health topics can be tailored to address the specific workplace population. For example, in workplaces with middle-aged women, embedding substance abuse prevention messages in a discussion of osteoporosis may be useful. For workplaces with younger employees, a discussion of HIV/AIDS may be of interest. These and many other health issues have ties to alcohol and substance abuse.

Combining Substance Abuse Prevention Education With Other Health Promotion and Wellness Topics

Stress management. Relying on alcohol or drugs to deal with problems and emotions can often create more problems and then lead to substance dependence. Identification of the social and emotional rewards people seek from drugs, including alcohol, can be easily linked to the identification of healthful alternative ways to relieve stress and to meet other social and emotional needs. Testimonials and stories from those who have been able to manage stress in healthful ways, including those who have embraced healthier alternatives and are reaping the rewards, can motivate participants toward behavior change. Modeling opportunities (for example, video vignettes) that promote the use of healthful alternatives and the avoidance of substance abuse can build self-efficacy and teach skills.

Nutrition and weight management; active lifestyle and exercise. These health promotion topics can be used to raise awareness of the tendency of certain drugs (including alcohol) to lower inhibitions and cause dietary and exercise plans to run amok. Testimonials from individuals who have changed their behaviors (by cutting down on alcohol consumption, for example, or by quitting the use of drugs to unwind) within the context of their weight management, nutrition, or exercise plans can help motivate change. A step-by-step process for setting moderate drinking goals for drinkers who can safely drink can be easily covered. Such programs provide an opportunity for discussing substance dependence and the risks of prescription drugs such as diet drugs. In tandem with the same skills applied to the refusal of alcohol or drugs, these programs can also model skills for refusing extra food in social situations. Nutrition offerings also provide an excellent context for factual information about the potential health benefits of moderate drinking for individuals who can drink safely (defined as having no more than two drinks a day for men and no more than one a day for women), as well as the risks of heavy alcohol consumption.

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Training the trainers

This section answers basic questions about how to effectively introduce a drug-free policy and program to the entire workplace. Additional resources on this topic can be found in the SAMHSA descriptions of model programs in the National Registry of Evidence-based Programs and Practices.

Who?

ALL SEGMENTS OF THE WORKFORCE NEED TO KNOW THE BENEFITS OF THE DRUG-FREE WORKPLACE POLICY PROGRAM

Owners, top management, supervisors, and nonsupervisory employees at all levels should be prepared for the implementation of the policy and program. Everyone in the workplace needs information about the problems associated with the use and misuse of substances. They all can benefit from education and training that reinforce and deepen that awareness. And they can benefit from activities that motivate them to adopt safer and healthier attitudes and behaviors. It is especially important that all employees be familiar with the benefits of the drug-free workplace policy and program, particularly when these benefits are reinforced by other health and wellness programs and activities.[31]

For the policy and program to effect positive change, everyone must be on board. Research shows that the best way to encourage positive change is to involve everyone in understanding and actively supporting the process.[32]

What?

USING THE KIT, A POLICY AND PROGRAM CAN BE IMPLEMENTED WITH LIMITED TIME AND MONEY

At a minimum, employees should be provided with the following information:

Rationale for the Policy

Present information on what the law requires (if the law applies to your workplace), why the program is important to the organization (whether or not the law applies), and how alcohol and other drug problems affect the workplace.

Provide various kinds of prevention information as part of the process of communicating the intention to create a healthy, safe, and productive drug-free workplace. Supplying basic information on alcohol, illicit drugs, and the nonmedicinal use of other drugs—as well as general health promotion information—will help reinforce the drug-free policy and program.

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Requirements of the Policy

Provide information on the situations the policy is attempting to prevent, and how the policy is likely to improve health, safety, and productivity in the workplace. The consequences of violating the policy should also be outlined.

Resources for Getting Help

Explain how to get help. Include information on the employee assistance program (if the organization has one), describe the benefits offered by the health insurance plan, and identify local resources that may be available.

When and where?

THERE IS NO ONE RIGHT WAY TO INFORM, EDUCATE, AND TRAIN EMPLOYEES ABOUT THE DRUG-FREE WORKPLACE POLICY AND PROGRAM

The characteristics of the workplace, the nature of the policy, and the elements of the specific program will determine when and where to provide information, education, and training.

Information that is presented in smaller amounts, over longer periods, and frequently reinforced is often understood better and more motivating than one-time-only handouts, trainings, or meetings.

Information that is conveyed through interactive formats has been found to be more effective in promoting desired changes in attitudes and behaviors than information that is transmitted through one-way communications.[33] Information, education, and training that are provided and reinforced in the workplace itself rather than in an offsite classroom may have a deeper impact on workplace attitudes and behaviors.[34]

Examples of approaches used in workplaces include

• Meetings with staff members or department heads to explain the organization’s drug-free workplace policy and program
  
  
• Informational materials about the organization’s program and about alcohol and other drug abuse provided in the form of pamphlets, paycheck stuffers, mailings, and flyers posted in lunchrooms
  
  
• Posters and signs reminding employees that they are in a drug-free workplace and that the worksite promotes healthy activities such as regular exercise, good eating habits, and smoking cessation
  
  
• Access to interactive Web sites that are tailored to your own workplace and that promote health and safety, such as GetFit
  
  
• Weekly 10-minute booster sessions that give employees important information about alcohol and other drug abuse prevention and health promotion
  
  
• Action tips for employers
  
  

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IT IS IMPORTANT TO REMEMBER THAT THE EMPLOYER’S ACTIONS ALSO EDUCATE AND INFORM THE Employees

These action tips can help employers communicate more clearly to employees about the importance of a drug-free workplace program to their personal health and the health of their families and communities:

• Announce (for example, by means of a letter to all employees from the CEO or other top management person) that having a drug-free workplace program and preventing drug and alcohol problems in the workplace and among families is a major corporate objective.
  
  
• Explain fully the benefits and procedures of the drug-free workplace policy and program to all employees. (See training instructions below.)
  
  
• Communicate to employees that drug and alcohol abuse pose significant problems for businesses or organizations, including increased absenteeism, tardiness, and use of sick leave and health services; higher insurance and workers’ compensation costs; more injuries, fatalities, and thefts; lower productivity and product quality; and reduced employee morale and higher turnover.
  
  
• Communicate to employees the connection between the abuse of alcohol and other drugs and the presence of health problems, including sexually transmitted diseases such as HIV/AIDS. Include guidelines for moderate alcohol consumption, for men and women who can safely drink alcohol.
  
  
• Host alcohol-free events, emphasizing the organization’s commitment to preventing injury or death associated with drinking and driving, especially around the holidays.
  
  
• Provide food and beverages in workplace or offsite settings that encourage a healthy lifestyle.
  
  
• Be a positive role model, consistent with the messages conveyed to the employees. Do not engage in any illegal, unhealthy, or dangerous alcohol or other drug use.
  
  
• Sponsor or help with prevention services in the community that would benefit your employees and their families.
  
  
• Include prevention and healthy lifestyle articles in your organizational materials.
  
  
• Consider formulating a corporate performance standard that encourages community involvement to prevent alcohol, tobacco, and other drug problems as part of an ongoing commitment to making the community a better place in which to live and do business.
  
  
• Appoint a corporate representative to serve on and support any prevention- oriented programs or community partnerships in your area that target alcohol, tobacco, and other drugs.
  
  
• Take a comprehensive approach to prevention efforts. Serve as a leader, supporter, or active participant in other community-based efforts to prevent the use of alcohol, tobacco, and other drugs by youth.
  
  
• Support employees and their family members and encourage them to ask for assistance in dealing with alcohol, tobacco, or other drug problems. Treatment is more cost-effective than incurring potential safety problems and lost productivity attributable to drug-related problems.

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Specific training instructions

The following employee education training has been used by many organizations as a first step in informing and educating employees about their workplace policies and programs. It is designed to inform individuals about the formal procedures that administrators will follow in dealing with substance abuse. Many successful drug-free workplace programs see this as only a first step and have used it as a springboard for more personalized trainings that concentrate on health and wellness in a team-oriented fashion.

EQUIPMENT

A) Handouts

1) The organization’s drug-free workplace policy

2) Fact sheets:

a) “Workplace Substance Abuse Statistics”
b) “Effects of Alcohol and Other Drugs on Job Performance and Family”
c) “Effects of Alcohol and Other Drugs on Your Body”
d) “Workplace Substance Abuse Prevention Resources Reference List”
e) “GetFit.SAMHSA.Gov: Online Workplace Health, Wellness, and Safety”

3) Other materials that explain wellness programs, health benefits, and how to get help for substance abuse

B) Computer for PowerPoint presentation (or handouts downloaded from Web site)

C) Easel pad and markers

D) Sign-in sheets

Preparation

• Know each component of the policy and program. Pay particular attention to how employees can be
  
  • Encouraged to get help.
    
  • Given confidential and unrestricted access to an employee assistance program or a counseling professional
    
  • Provided access to alcohol or drug treatment as part of a health benefits plan
    
    
• Schedule a meeting.
  
  • All employees should be aware of the policy 30–60 days before it begins.
    
  • Make sure to schedule the meeting during a slower time in the workday and week.
    
  • Consider multiple meetings to ensure that all employees are able to attend.


• Send a reminder the day before, specifying the time and location of training.



• Arrive early to set up and try out the equipment and to organize the materials.



• Make sure all attendees sign-in.

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TRAINING

A. Distribute the policy and be prepared to discuss the following questions:

1. What are the purposes of the policy and the program?
   
   
2. Who is covered by the policy?
   
   
3. When will the policy take effect?
   
   
4. What behaviors are prohibited?
   
   
5. Are employees required to notify supervisors of drug-related convictions?
   
   
6. Does the policy include searches?
   
   
7. Does the program include drug testing?
   
   
If so:

a. Who gets tested?

b. When are drug tests given?

c. Who does the drug testing?

d. Who pays for drug testing?

e. What steps are taken to ensure the accuracy of the drug tests?

f. What are the legal rights of employees who test positive?

g. What are the consequences for violating the policy?

h. Are there return-to-work agreements?

i. What type of assistance is available to employees needing help?

j. How is employee confidentiality protected?

k. Who is responsible for enforcing the policy?

l. Who is responsible for answering any questions?

B. Discuss the impact of substance abuse on workplaces.

Fact sheet: “Workplace Substance Abuse Statistics”

C. Discuss the effects of alcohol and other drugs on job performance and family.

Fact sheet: “Effects of Alcohol and Other Drugs on Job Performance and Family”

D. Discuss the effects of alcohol and other drugs on your body.

Fact sheet: “Health Effects of Alcohol and Other Drugs on Your Body”

E. Let employees know that help is available.

Fact sheet: “Workplace Substance Abuse Prevention Resources Reference List”
Fact sheet: “GetFit.SAMHSA.Gov: Online Workplace Health, Wellness, and Safety”
Other available assistance brochures (for example, from your EAP)

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What Supervisors Can Do to…

Carry out the policy fairly and firmly in routine and crisis situations

The success of the drug-free workplace policy and program depends to a great extent on supervisors. Supervisors are responsible for implementing many of the drug-free workplace policy and program elements. They must set and maintain the right tone—achieving a delicate balance between being supportive and firm. They must always be fair and consistent. They often are the first to notice or be informed of a possible problem.

WHAT IS THE SUPERVISOR’S ROLE IN MAINTAINING A DRUG-FREE WORKPLACE?

Each organization defines the role of a supervisor differently, based on factors such as the nature of the work, how the work is organized, and where the work occurs. Some supervisors (for example, the foreman of a construction team) work near their employees every day. Others (such as the supervisor of a traveling sales team) see their employees less frequently.

The levels of risk associated with the work environment and the workers are likely to differ in each industry—perhaps even in each workplace. Accordingly, the supervisor’s role in maintaining a healthy, safe, drug-free workplace must be tailored to suit each specific organization.

All supervisors are key players in promoting a safe and healthy drug-free workplace. A drug-free workplace program’s effectiveness may even hinge on the supervisors. Through routine interactions with employees, supervisors carry out many of the policy and program elements developed by the employer’s drug-free workplace team. And supervisors reflect the tone set by the employer for the policy and program.

Supervisors play a vital part in creating an environment that not only complies with minimum health and safety requirements but also actively supports the creation of a healthy, safe, productive drug-free workplace. Armed with the right attitudes, behaviors, and knowledge, supervisors can serve as powerful motivators and agents of positive change who inspire all employees to stand behind the drug-free workplace policy and program.

SUPERVISORY ATTITUDES OR STYLES FOR HANDLING SUBSTANCE ABUSE PROBLEMS FALL INTO TWO CATEGORIES: PASSIVE AND ACTIVE

Passive Attitude

Once again, Harry did not show up for work at the coffee shop. And once again, Joe Kelly, owner and supervisor of Joe’s Joe, did nothing. Everyone, including Joe, was aware that Harry was an alcoholic. Joe was used to Harry going a few weeks without reporting for work. Joe simply let Harry show up when he was ready to and never confronted the problem of his absences.

Passive-attitude supervisors deal with problems only when they become obviously disruptive. This “head in the sand” approach may appear to work in the short run because it keeps marginally effective employees on the job. However, in the long run it does not maximize health, safety, or productivity. A problem left alone rarely improves.

Active Attitude

“I know all my staff. When one of them is having a problem—at home, or with the job—I’m the first to know. And I’m the first to try to do something about it.”

This is one example of an active attitude, which is essential to the creation of a safe, healthy, and productive workplace. Active-attitude supervisors assertively support a healthy and safe environment, know the signs and symptoms of substance use, and immediately and appropriately confront issues in accordance with the drug-free workplace policy.[35]

WHAT ARE THE SUPERVISOR’S RESPONSIBILITIES IN MAINTAINING A DRUG-FREE WORKPLACE?

Supervisors have numerous responsibilities that are critical to the success of a drug-free workplace policy and program.

Maintain a Safe, Healthy, and Productive Environment for All

Supervisors are responsible for evaluating and discussing performance with employees, treating all employees fairly, and acting in a manner that does not judge or humiliate anyone.

Have a Clear and Complete Understanding of the Drug-Free Policy and Program

To implement the drug-free policy fairly and firmly, supervisors must be thoroughly knowledgeable about both the policy and the program.

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Give Positive Feedback

Most supervisors have the ability to set the day-to-day tone for the workplace. Highlighting positive behaviors that are healthy, safe, and productive—rather than managing through harsh criticism and intimidation—is a better motivator in making positive changes.[36] Recognizing behaviors that are unhealthy, unsafe, or unproductive and addressing them skillfully and compassionately also are important ways of supporting the drug-free program and promoting a healthy, safe, productive workplace.

Giving feedback is one of the most potent drivers for productivity.[37] It is one of the few things managers can do that has no monetary cost and inevitably enhances productivity. Constructive, informal feedback helps clarify expectations, corrects misperceptions, and communicates standards. It also increases employee commitment.

Understand and Talk About the Ways an Organization Supports the Policy

Both formally and informally, supervisors can play a central role in promoting a drug-free workplace. Knowing and sharing the supports offered by the employer and the community can help encourage employees to self-refer for treatment (see “Advocate for Employees,” below). Active supervisors encourage employees to have the courage and wisdom to get help before anyone else has to know about their problem.[38]

Supports that the employer may have in place can be internal or external. Internal supports include workplace or organizational systems such as human resources (HR) departments, unions, security, management, in-house employee assistance programs, and internal health/wellness programs. External supports include relationships with outside providers of health promotion or substance abuse prevention interventions such as EAPs, health care providers, and health and wellness programs. Informal supports within the community are also useful for employees who may not be ready to acknowledge that they need help but are beginning to think that there may be a problem. These supports include for-profit and nonprofit support groups (for example, Alcoholics Anonymous—http://www.aa.org).

Keep Open the Lines of Communication in a Manner Appropriate to the Workplace

A supervisor who is accessible is key to creating a safe, healthy, and drug-free workplace. Effective supervisors seek feedback by encouraging their work teams to express ideas and opinions. Further, they promptly handle conflict constructively and fairly.[39]

That said, supervisors are not expected to provide substance abuse counseling. Neither should they try to diagnose alcohol or other drug problems. If a supervisor suspects a problem, particularly if associated with poor job performance or conduct, the employee should be referred to the appropriate resources for professional evaluation and assistance.

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Advocate for Employees

Because an important responsibility is to observe and evaluate employee job performance, supervisors can be effective advocates for employees. They can encourage employees to deal with work-related problems that may or may not be connected with alcohol or other drug use. When an employee seems to have a problem, they can suggest sources of help and support, such as an EAP or a local treatment program.

Being an advocate for employees also means supporting treatment and recovery. There is a general stigma associated with addiction and a mistaken belief that substance abuse is a personal or moral failing. Viewing an employee as a person who is struggling with a chronic, treatable disease, rather than as an offender who has broken a law, is another way to support recovery. This does not mean enabling; it means supporting. If an employee has been given a chance to improve job performance but has not changed his or her behavior, the supervisor may need to take a more forceful approach. Still, the emphasis should be on improving the employee’s job performance, not on judging the employee.

TO CARRY OUT THE POLICY, WHAT GUIDELINES SHOULD A SUPERVISOR FOLLOW?

To maximize the effectiveness of a drug-free workplace policy and program, customized supervisor training should take into account the particular characteristics of the workplace and of the employees.

Seven general guidelines have proven to be useful for many employers, supervisors, and HR staff:

1. Know the organization’s policy and program.
   
2. Be aware of legally sensitive areas.
   
3. Recognize potential problems.
   
4. Document.
   
5. Act.
   
6. Refer.
   
7. Reintegrate.

1. Know the Organization’s Policy and Program

Be familiar with the policy and the program, along with the rationale for implementing them. Ensure that these are clearly communicated to all staff members. In some organizations this may require bilingual, or trilingual, replication.

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2. Be Aware of Legally Sensitive Areas

• Where applicable, follow union contracts.
  
  
• Maintain confidentiality of all employees.
  
  
• Follow the procedures and policy the same way for all.
  
  
• Provide due process and opportunity for response to allegations.
  
  
• Ensure quality control and confirmation of positive tests, if testing is a part of the policy.
  

3. Recognize Potential Problems

Drug use can be classified as experimental or circumstantial, and as progressing toward casual, intensive, compulsive, and addictive.[40] For information on the continuum of the misuse of alcohol and other drugs, see the fact sheet Effects of Alcohol and Other Drugs on Job Performance and Family.

There are no general rules that explain the misuse of alcohol and other drugs for every individual.[41, 42] However, many studies have documented how one’s personal background and work environment can help in predicting the likelihood of substance use in the workplace.[43] Causes of misuse can include a combination of an individual’s biology and external issues such as stressful working conditions.[44] Many issues can be attributed to a combination of internal and external factors. In the workplace, however, a safe, healthy, productive employee is the expectation.

Do not wait for a crisis.

Being aware of potential issues before they become problems goes a long way toward creating a safe, healthy, and productive workplace.

There are at least six signs of possible substance use problems in the workplace. These signs alone do not indicate substance use. But they do indicate that perhaps the employee is experiencing personal issues that may affect job performance.

A. Change in work attendance or performance
B. Alteration of personal appearance
C. Mood swings or attitude changes
D. Withdrawal from responsibility or contacts with associates
E. Unusual behavior patterns
F. Defensive attitude concerning any problems

4. Document

It is important to have a systematic, legally defensible appraisal system and documentation system in place.[45]

The first line of defense should be a well-defined job description along with appropriate job training. In this way, supervisors can be explicit about the behaviors they expect.

Along with this, if a supervisor suspects an employee is under the influence, careful documentation should occur. The U.S. Drug Enforcement Administration provides a supervisor’s checklist for determining reasonable cause (see http://www.dea.gov/demand/dfmanual/01adf_01.htm).

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5. Act

Constructive confrontation is a proven effective strategy for dealing with employees who have a performance problem where substance abuse may be a factor.[46, 47] Constructive confrontation particularly works for employees who are heavily invested in their jobs.[48] And it stands to reason that it works well for supervisors and employers who are heavily invested in their employees.

Constructive confrontation involves[49]

• Organizing a confidential meeting
  
• Including a union representative if applicable
  
• Presenting the employee with documented evidence of performance deficits
  
• Ensuring the employer’s willingness to support help-seeking and suspend disciplinary steps if the employee follows through on dealing with the problem

Constructive confrontation does not involve

• Letting everyone know the situation
  
• Approaching the employee with hostility
  
• Firing the employee without due process

6. Refer (to Appropriate Programs)

May Goya, an employee relations manager for Waipi’o, Hawaii–based food service business, FCH Enterprises, Inc., said of her company’s drug policy: “From the start, we’ve made it clear that we’re not going to catch somebody and kick them out. They don’t get fired. We get them an assessment of where they are with their drug usage and allow them to get treatment. When I approached one employee who tested positive, she was ‘real relieved’—that’s how she put it. It had gotten to the point where her family was asking her to look at what she was doing and to stop doing it…. But when it came from the workplace, she couldn’t deny that it was a problem any more. She’s still working with us.”[50]

A referral is not an adverse action. This may be the first step toward helping the employee get back on track.[51]

Guidelines for making a referral include the following:

• Assistance should be selected based on established effectiveness.
  
  
• The referral should consider that employee’s particular health insurance coverage.
  
  
• The referral should be consistent with the employee’s job demands and career goals.
  
  
• Someone in management (for example, an HR professional) should be directly involved in the process and monitor compliance.
  
  
• This same person should participate in easing the employee back into the workplace, involving the supervisor as appropriate.
  
  
• The employer should continue to be supportive of employees who have been referred for assistance with problems related to alcohol or other drugs.

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7. Reintegrate

Recovery from alcohol or other drug problems is a gradual, nonlinear process.[52] To prevent relapse and to promote sustained recovery, follow-up and supportive reentry are key. An ideal situation would be one in which a specialist within the organization is assigned to the employee to deliver work-based, supportive follow-up for 36 months or longer.[53]

HOW SHOULD A SUPERVISOR HANDLE A CRISIS IN THE WORKPLACE?

All supervisors should be prepared to deal with a crisis. Although these situations are not common, it is important to know what to do in case of emergency. Such highly charged situations might involve alcohol and drugs, so it is important to remember that an impaired person is not a rational one. Crisis situations that organizations have had to face include

• Violent, unpredictable behavior
  
• Threatening words and actions
  
• Illegal activity
  
• Possession of alcohol or other drugs

When investigating a potential crisis involving possible drug or alcohol use, there are a few important questions to ask.

1. Does there appear to be unusual behavior taking place (e.g., illegal activity, policy violations)?
   
   
2. What specific behavior is visible?
   
   
3. Does the situation involve an individual employee or a group?
   
   
4. Are reliable witnesses available?
   
   
5. What are the physical dangers of taking or not taking action?
   
   
6. Is the situation serious enough to call security or law enforcement?
   
   
7. Is there a specific policy that applies to the situation?
   
   
8. Is it necessary to call in expert consultation with HR, an EAP, or security?
   
   
9. Does the situation call for reasonable-suspicion testing?

Documenting observations and responses is important. It helps to have another supervisor present as well.

How to approach an employee in a possible drug or alcohol crisis

1. Ask the employee to come to a private area with another supervisor, an HR representative, or security—or some combination of these.
   
   
2. Inquire, in a nonjudgmental tone, about the behavior, rumor, or report. Stick to the facts, and do not involve the names of other employees.
   
   
3. Express concern. Keep in mind that this is about a specific employee and his or her behaviors related to the workplace.
   
   
4. Actively listen to the explanation, and repeat the employee’s explanation to ensure that nothing is misunderstood.
   
   
5. If there is reason to believe that a violation has occurred, notify a department head or labor relations representative as appropriate.
   
   
6. If there is evidence or suspicion of recent use, follow the guidelines of the drug-free workplace policy, which will detail how to handle the event. Some approaches include
   
   
1. Referring the employee to the EAP
2. Placing the employee on suspension pending an investigation
3. Providing for the employee to be escorted home
4. Escorting the employee to a laboratory for analysis
5. Calling local law enforcement if the situation is dangerous or involves illegal activity (such as distribution, possession, sale, or transportation of illegal substances)

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What Other Employees Can Do to…

Support a safe, healthy, and productive drug-free workplace

Each of us has a stake in creating a workplace that is a good place to be. We all want to work in a setting that is safe and healthy. And we all want to work with people we can trust and rely on. Coworkers who fail to show up because they have a hangover, or show up too tired to work because they were up all night, or show up impaired—these are not people you can rely on. A worksite where this behavior is allowed is not safe. Your employer, human resources director, and supervisors all have key parts to play. Your role is equally important, if not more so.

CREATING A DRUG-FREE WORKPLACE THAT IS SAFE, HEALTHY, AND PRODUCTIVE IS EVERYBODY’S JOB

Use of illicit drugs, alcohol abuse, and misuse of prescription drugs can have a negative effect on our daily lives. And people with drug and alcohol problems are not likely to leave those problems behind when they come to work.

About three fourths of those 18 and older who use illegal drugs also work.[54]

Nonmedical use of prescription drugs continues to be a concern. The 2004 National Survey on Drug Use and Health estimated that 6 million people were current users of psychotherapeutic drugs taken nonmedically.[55] SAMHSA’s Drug Abuse Warning Network reported that of the nearly 2 million drug-related emergency department visits in 2004, over 25 percent were related to nonmedical use of prescription and over-the-counter pharmaceuticals.[56]

In a large study of illicit drug use in highly educated employees, 42 percent of respondents reported using mood-altering prescription drugs.[57]

Most binge drinkers and heavy alcohol users are employed. Of adult binge drinkers, 79.3 percent are employed either full or part time. Of adult heavy drinkers, 79.5 percent are employed.[58]

Workplace alcohol use and impairment affect an estimated 15 percent of the U.S. workforce, or 19.2 million workers.[59]

Over 7 percent of American workers drink during the workday, mostly at lunch, and even more, 9 percent, have nursed a hangover in the workplace.[60]

In a 2002 survey of health-related behaviors among military personnel, over 17 percent reported loss of productivity attributable to alcohol.[61]

Drinking does not have to occur on the job to affect the job. Hangovers account for many workplace productivity losses.[62]

On-the-job drug use can lead to an increased risk of accidents and injuries.[63, 64]

It can also lead to lower levels of productivity and employee morale, not only for those with substance abuse problems, but also for those working alongside them.[65]

The addictions of coworkers’ family members may also affect the workplace. In a national survey of employees, more than one third said that at least one of their coworkers had been distracted, less productive, or missed work because of alcohol or other drug addiction in their family.[66]

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WHAT ARE MY RESPONSIBILITIES?

You can help achieve and maintain a drug-free workplace. But you need to do a few things:

Understand How the Law Affects You

Some industries are required by law to have a drug-free workplace policy. It would benefit you to know what laws apply to your workplace. For instance, the Drug-Free Workplace Act of 1988 (Public Law 100–690, Title V, Subtitle D, as amended) requires that all organizations receiving grants from any Federal agency agree to maintain a drug-free workplace. By signing the application, the grantee agrees to provide a drug-free workplace and to comply with the requirement to notify the National Institutes of Health if an employee is convicted of violating a criminal drug statute. Failure to comply with these requirements may be cause for termination of the grant.[67]

Understand the Policy in Your Workplace

All employees are responsible for understanding the organization’s policy regarding alcohol and other drugs. Know what is required of you, and know what the consequences are for not complying. This will help protect everyone involved from complications attributable to misunderstandings. Some questions that your policy should answer include

• Who does it cover?
  
• What substances are barred?
  
• Is drug testing included in the policy and program?
  
• What kind of assistance does my employer offer?
  
• What are the penalties for not getting help?

Understand and Support the Program

Some employers will want to include you as part of a team effort. Even if this is not the case, everyone in the workplace is responsible for helping create a safe, healthy, productive drug-free workplace. At a minimum this means:

1. Know the rationale for the policy and program. You should know why the policy and program are important to your organization (whether or not they are required by law), and the impact of alcohol and other drug problems in the workplace.

2. Know the resources for getting help. Be informed about your employee assistance program, if you have one, benefits offered by your health insurance plan, and local resources that may be available. This can be a resource for you, a coworker, or a family member.

3. Participate fully in any training that your employer makes available. No matter how much you think you already know, and no matter how much you read, you can probably learn more by participating fully in any training or education activities that your employer offers you regarding the drug-free workplace policy and program.

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WHAT ARE MY EMPLOYER’S RESPONSIBILITIES TO ME?

This depends on the industry you work in and the applicable laws and regulations. For instance:

• If you are employed by certain Government contractors, at a minimum your employer needs to
  • Let you know the rules of the policy
    
  • Inform you of the penalties for noncompliance
    
  • Let you know whether you are required to report within 5 days of being convicted of a criminal drug violation in the workplace
    
  • Offer drug awareness training (for example, where to get confidential help)
    
  • Offer you due proces

• If your employer requires drug testing he or she is required to
  • Inform you that the organization requires drug testing and for what purpose
    
  • Use an authorized laboratory for the test
    
  • Have the results interpreted by a Medical Review Officer
    
  • If you test positive, let you speak to a Medical Review Officer before the results are reported to the employer

• If you are a recovering drug addict, at a minimum your employer is
  • Prohibited from firing you if you already are seeking treatment for your condition

Under all circumstances, you are entitled to a safe and healthy workplace as well as equal treatment. You have a right not to have your individual rights infringed upon. There are several key pieces of legislation that address this issue such as the Americans with Disabilities Act and the Family and Medical Leave Act. For more information, see “Understand the Legal Requirements.”

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WHERE CAN I FIND INFORMATION TO HELP MYSELF AND HELP OTHERS?

GetFit: An Interactive Health/Wellness Web Site

GetFit, http://getfit.samhsa.gov/, is a one-stop resource for employees and their families, maintained by the Substance Abuse and Mental Health Services Administration. The interactive Web site features useful health promotion and drug prevention information and confidential screening tools such as http://getfit.samhsa.gov/Alcohol/tests/default.aspx/. You can also find spending calculators such as http://getfit.samhsa.gov/Drugs/Tests/spending.aspx/. These tools allow individuals to learn in private how alcohol and other drugs may be affecting the way they work and live. The tools are completely confidential; no logins or passwords are required.

GetFit features:

• Health/wellness information
  
  
• Confidential self-assessment tools for those with concerns about alcohol and other drugs and physical/mental health issues
  
  
• Educational resources for employers, managers, EAP providers, and peer counselors
  
  
• A treatment referral system to national support groups and health care agencies in your area
  

National Clearinghouse on Alcohol and Drug Information

Another resource is the National Clearinghouse on Alcohol and Drug Information at http://ncadi.samhsa.gov/. This Web site offers a variety of free or low-cost brochures, posters, and fact sheets on issues related to alcohol and other drugs. The site also provides background information regarding specific drugs and their effects.

Resources for evaluation and treatment options:

• Know if your employer offers the services of an EAP provider, and determine whether the provider offers addiction services.
  
  
• For employees with insurance, contact a behavioral health case manager at the insurance company for a referral.
  
  
• For employees who are uninsured or underinsured, contact your local health department about addiction services.
  
  
• To locate treatment options in your area
  • Call local hospitals to see which ones offer addiction services
    
  • Talk with your union representative
    
  • Call local shelters, churches, treatment centers, support groups, Government services, or the Veteran Affairs medical center

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For additional help in locating resources, you can check with

Substance Abuse Treatment Locator
http://www.findtreatment.samhsa.gov
Phone: 1–800–662–HELP

Al-Anon/Alateen
http://www.al-anon.alateen.org
Phone: 1–888–4AL–ANON

Alcoholics Anonymous (AA)
http://www.aa.org/?Media=PlayFlash

American Council on Alcoholism
http://www.aca-usa.org
Phone: 1–800–527–5344

Cocaine Anonymous
http://www.ca.org
Phone: 1–800–347–8998

Nar-Anon
http://nar-anon.org/index.html
Phone: 1–800–477–6291

National Council on Alcoholism and Drug Dependence Hopeline
http://www.ncadd.org
Phone: 1–800–NCA–CALL

Health Department Locator
http://www.cdc.gov/mmwr/international/relres.html

Mental Health Services Locator
http://www.mentalhealth.samhsa.gov/databases/default.asp

GetFit
http://getfit.samhsa.gov

National Institute on Alcohol Abuse and Alcoholism
http://www.niaaa.nih.gov

Workplace Helpline
Phone: 1–800–Workplace
http://workplace.samhsa.gov

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References

1. We have used the term human resource manager throughout this Kit. However, we have used it broadly, to refer to anyone whose primary professional responsibility is to build the knowledge and skills of others in the workplace.
   
2. Ted R. Miller, Valerie S. Nelkin, Les R. Becker, J. Crivelli, Bryon Sogie–Thomas, and Rebecca S. Spicer. 2002. ”The PeerCare Program: Process Evaluation.” Calverton, Maryland: Pacific Institute for Research and Evaluation. Prepared under Cooperative Agreement 1–U1K–SP08096 for the Center for Substance Abuse Prevention, Substance Abuse and Mental Health Administration, U.S. Department of Health and Human Services.
   
3. Joel B. Bennett and Wayne E.K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
   
4. Howard Hess. 1985. “What Organizations Can and Must Do to Improve the Mental Health of Employees.” In Pasquale A. Carone, Stanley F. Yolles, and Leonard W. Krinsky (eds.). Mental Health Problems of Workers and Their Families. New York, New York: Human Sciences.
   
5. Joel B. Bennett and Wayne E.K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
   
6. Cynthia J. Sieck, Max Heirich, and Christine Major, 2004. “Alcohol Counseling as Part of General Wellness Counseling.” Public Health Nursing 21(2):137–43.
   
7. Ibid.
   
8. U.S. Department of Labor, Bureau of Labor Statistics. 2006. http://www.bls.gov/news.release/pdf/empsit.pdf/.
   
9. Joel B. Bennett and Wayne E.K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
   
10. Amanda Baker and Ann Roche. 2002. “From Training to Workforce Development: A Large and Important Conceptual Leap.” Drug and Alcohol Review 21(3):205–07.
    
11. Stephen M Colarelli. 2003. No Best Way: An Evolutionary Perspective on Human Resource Management. Westport, Connecticut: Praeger.
    
12. Herbert Fain and Laura C. Celinski. 2003. “Achievements of Zero-Tolerance Drug Testing.” Public Works Management and Policy 7:277-90
    
13. K.R. Collins. 1999. “Workplace Safety, Drug Testing, and the Role of the EAP Professional.” In James M. Oher (ed.). The Employee Assistance Handbook. New York, New York: Wiley, 387–404.
    
14. Hal Bodley. 2005. “Baseball Officials Announce Tougher Steroids Policy.” USA Today. Found at http://www.usatoday.com/sports/baseball/2005-01-12-steroid-policy_x.htm/, January 12.
    
15. Joel B. Bennett and Wayne E.K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
    
16. K.R. Collins. 1999. “Workplace Safety, Drug Testing, and the Role of the EAP Professional.” In James M. Oher (ed.). The Employee Assistance Handbook. New York, New York: Wiley, 387–404.
    
17. Max Heirich. 2000. “Findings From a Study on the Effectiveness of a Proactive Outreach Program in the Worksite.” Found at http://workplace.samhsa.gov/Prevention/Pages/Synopsis_Overview/EBriefings_Max_Heirich.aspx/.
18. Sonny Phipps. 2005. “Proving the Value of Behavioral Health Benefits With Outcomes Metrics: Resulting From a Value Options Study.” The Valued Provider (spring).
    
19. U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services Administration, Office of Applied Studies. 2005. Results from the 2004 National Survey on Drug Use and Health: National Findings. Rockville, Maryland.
    
20. Ted R. Miller, Valerie S. Nelkin, Les R. Becker, J. Crivelli, Bryon Sogie–Thomas, and Rebecca S. Spicer. 2002. “The PeerCare Program: Process Evaluation.” Calverton, Maryland: Pacific Institute for Research and Evaluation. Prepared under Cooperative Agreement 1–U1K–SP08096 for the Center for Substance Abuse Prevention, Substance Abuse and Mental Health Administration, U.S. Department of Health and Human Services, 29.
    
21. Robert R. Bonds and Effie Bastes. 1999. “A Peer-Professional Team Intervention Approach in the Treatment of Drug and Alcohol Problems in the Workplace.” Paper presented at the International Union of Railways World Conference on Occupational Health and Safety, Sept. 23.
    
22. Ted R. Miller, Eduard Zaloshnja, and Rebecca S. Spicer. 2006 (under review). “Effectiveness and Benefit–Cost Ratios of Peer-Based Workplace Substance Abuse Prevention Coupled With Random Testing.” Accident Analysis & Prevention.
    
23. Tian Dayton. 2000. The Origins of Trauma: Trauma and Addiction: Ending the Cycle of Pain Through Emotional Literacy. Health Communications Inc.: Deerfield Beach, Florida.
    
24. We have used the term human resource manager throughout this Kit. However, we have used it broadly, to refer to anyone whose primary professional responsibility is to build the knowledge and skills of others in the workplace.
    
25. http://nrepp.samhsa.gov/.
    
26. http://getfit.samhsa.gov/.
    
27. http://modelprograms.samhsa.gov/pdfs/model/TeamAwareness.pdf/.
    
28. Joel B. Bennett and Wayne E. K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
    
29. Royer F. Cook and William E. Schlenger. 2002. “Prevention of Substance Abuse in the Workplace: Review of Research on the Delivery of Services.” Journal of Primary Prevention 23(1):115–42.
    
30. Cynthia J. Sieck, Max Heirich, and Christine Major, 2004. “Alcohol Counseling as Part of General Wellness Counseling.” Public Health Nursing 21(2):137–43.
    
31. Royer F. Cook and William E. Schlenger. 2002. “Prevention of Substance Abuse in the Workplace: Review of Research on the Delivery of Services.” Journal of Primary Prevention 23(1):115–42.
    
32. Laura Ferrer–Wreder, Stattin Hakan, Carolyn Cass Lorente, Jonathan G. Tubman, and Lena Adamson. 2004. Prevention and Youth Development Programs: Across Borders. New York, New York: Kluwer/Plenum Academic Publishers.
    
33. Ibid.
    
34. Joel B. Bennett and Wayne E.K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
    
35. Ibid.
    
36. U.S. Office of Personnel Management. 1995. Performance Management. Found at http://www.opm.gov/perform/articles/026.asp/.
    
37. B.F. Skinner. 1974. About Behaviorism. New York, New York: Random House
    
38. Joel B. Bennett, N.G. Bartholomew, S. Reynolds, and Wayne E.K. Lehman. 2002. Team Awareness: Training for Workplace Substance Abuse Prevention. Fort Worth, Texas: Texas Christian University, Institute of Behavioral Research.
    
39. Joel B. Bennett and Wayne E.K. Lehman. 2003. Preventing Workplace Substance Abuse: Beyond Drug Testing to Wellness. Washington, D.C.: American Psychological Association.
    
40. Michael A. Bozarth. 1990. “Drug Addiction as a Psychobiological Process.” In David M. Warburton (ed.). Addiction Controversies. London, England: Harwood Academic Publishers.
    
41. Volkow, Nora D. 2004. “Measuring the Effectiveness of Drug Addiction Treatment.” Testimony before the U.S. House of Representatives Committee on Government Reform Subcommittee on Criminal Justice, Drug Policy, and Human Resources. Washington, D.C., March 30.
    
42. D. Cicchetti and F.A. Rogosch. 1996. “Equifinality and Multifinality in Developmental Psychopathology.” Development & Psychopathology 8:-597–600.