New findings show organisational response to substance use disorder at work is falling behind
Employers need a "clear playbook" that they can use to respond to cases of substance use disorder (SUD) in the workplace, according to the HR Certification Institute (HRCI), after recent findings revealed the cost of the health condition for organisations.
SUD, according to the Cleveland Clinic, is a mental health condition formerly known as drug addiction, in which a person experiences a problematic pattern of substance use that can affect their health and quality of life.
HRCI's findings revealed that only 31% of HR professionals said their organisation has a clear, compassionate, and documented process for employees who disclose SUD or request help.
Some 15% of HR professionals said their organisation defaults to legal and compliance guidance, with little focus on support, while 12% said they have no established process for dealing with SUD in the workplace.
"Managers need a clear playbook for these situations," said Amy Dufrane, chief executive officer of HRCI, in a statement.
"When they know how to respond, where to direct someone for help and what support the organisation provides, employees are more likely to encounter a consistent process rather than uncertainty."
The cost of SUD in workplaces can be massive. Data from the Centers for Disease Control and Prevention, as cited by HRCI, revealed US$93 billion in lost productivity associated with SUD.
Data from the US Department of Labor, as also cited by HRCI], revealed that employees with SUD take 50% more unscheduled leave days annually and have a 44% higher turnover rate.
Is it really HR's responsibility?
Jordan Foster, director of marketing and communications at HRCI, clarified that it is not an organisation's responsibility to keep a person sober.
"But it does behove the employers, the managers, leadership, and the business to make sure we are creating environments in which people can thrive, regardless of whether they're experiencing a substance use issue, whether they are returning from maternity leave, or whether they are undergoing cancer treatment," Foster said in the report.
Training managers to respond to SUD cases in the workplace is also necessary to achieve business success, according to Dufrane.
"HR leaders are going to have to advocate," she said in the report. "They are going to have to build the business case for making recovery – and the training that goes with it – a workforce issue that is worthy of investment."
Four-part framework to address SUD
HRCI is recommending a four-part framework to help managers address SUD in the workplace. The four steps are:
- Recognise: Train managers to notice behavioural performance changes, attendance, output, and mood without diagnosing.
- Respond: Address the issue through a private conversation that is compassionate, respectful, non-accusatory, and grounded in observed performance.
- Refer: Connect the employee to HR or the designated point of contact instead of attempting to counsel or treat the issue directly.
- Reinforce: Maintain confidentiality, protect the employee's privacy, avoid stigmatising language, and continue providing normal opportunities and assignments.
"When an employee asks for help, an organisation should already know what happens next," Dufrane said.
"Too many employers are still making these decisions on the fly. HR has a responsibility to put clear policies, trained managers and accessible support in place before a crisis forces the issue."
