1. The
D.A.P. and Drug Policy
2. Process
for developing such a policy
3. Drug Policy
in the Workplace
4.
Drugs in the Workplace
5. Useful
resourses
1.
The DAP and Drug Policy
The Drugs Awareness Programme at Crosscare
provides consultation and facilitation on effective
drug and alcohol policy development for a broad range
of organisations, including schools, businesses, youth
groups, community groups, etc
Rationale
Many organisations operate without a
formal written policy on drugs, and respond to situations
as they arise. While flexibility should be built into
any policy, it is strongly advised to provide clarity
for all involved through a formally stated policy relevant
to the specific organisation’s ethos and practices.
Effective policy development provides
obvious benefits to the organisation and all stakeholders.
It will:
-
Clarify the organisation's position
and ethos in relation to drugs issues
-
Clarify appropriate roles and responsibilities
of individuals within the organisation (e.g. employees,
management, members, clients, students, etc).
-
Ensure that drug-related issues
are addressed in an appropriate and consistent manner
to meet the needs of all involved.
-
Prevent problems associated with
a lack of clarity and consistency in the above areas.
[Top]
2. Process
for Developing Policy
Every organisation is different, with
specific requirements in terms of a drugs policy, and
it is necessary therefore for each organisation to develop
a comprehensive policy relevant to their own needs.
The National Youth Health Promotion Programme (2002)
is a valuable resource on this topic and outlines a
step by step process for developing policy:
-
Clarify the present position within
the organisation
-
Carry out a needs analysis
-
Draft the Policy
-
Pilot the Policy
-
Disseminate the Policy and Provide
Training
-
Monitor & Evaluate
The process of policy development should
ensure a comprehensive response which has been worked
through in consultation with all those involved within
the organisation. It should ensure that issues are addressed
in an appropriate manner to meet the needs of the organisation,
and all those involved with it. Such a policy should
consider the needs of the wider community and should
have approval from boards of management and local health
and drug support agencies. Through greater participation,
the design of a ‘whole service’ response will enhance
ownership of the process and consequently the product.
The time-frame for this process should
be as long as organisations need to fully consult. If
consultation has not taken place with all those concerned,
then it is unlikely that the completed policy will be
implemented effectively with the organisation.
With specific regard to young people
and drug-use, the counselling/pastoral approach should
take precedence over the disciplinary approach. While
sanctions often need to be taken they should be proportionate
to the severity of the incident. Morgan (2001) quotes
Munro and Midford who "argue cogently against an
undiscriminating rejection of any student who uses an
unsanctioned substance regardless of the circumstance"
(2001:33)
We would also suggest that organisations
that plan to develop a policy following this process
should do so in the context of also planning a pro-active
health/drugs education programme and a management response
to drug related situations. [Top]
3.
Drug Policy in the Workplace
Alcohol Concern (UK)
has highlighted three factors which contribute to alcohol
and drug problems in the workplace.
These can include:
-
Workplace culture:
An organisation’s culture may encourage or tolerate
drug use or heavy drinking. A workforce may use
drinking as a way of socialising or bonding and
even have a workplace bar facility. Other organisations
may traditionally use or include drinking in the
process of doing business, at lunches, for instance
while some workforces may rely on stimulants to
enable employees to work long shifts.
-
Personal problems:
Alcohol and drug problems often stem from an attempt
to cope with an underlying problem such as stress,
relationship difficulties, depression or bereavement.
As a result, the underlying problems, rather than
being addressed, are exacerbated resulting in alcohol
or drug use itself becoming a problem.
-
Work-related stress:
This can contribute to the development or worsening
of an alcohol or drug problem. Early identification
of symptoms of stress, followed by effective interventions,
can prevent serious problems.
-
Employers
Employers are obliged to provide a safe and healthy
working environment. If there are breaches of the
legislation, this could result in a fine or warrant
an investigation by an environmental health officer.
The National Youth Health Programme
(2002) outlines the benefits of implementing drug policies
in the workplace:
-
Reduces the cost of absenteeism
or impaired productivity;
-
Reduces the risk of accidents caused
by impaired judgement;
-
Creates a more productive environment
by offering support to those employees affected
by drugs issues;
-
Enhances status as a responsible
and health promoting organisation.
A workplace drug policy should be universally
applicable within an organisation and should be tailored
to take into account the size, structure and nature
of the organisation.
-
Under the policy employers should:
-
Clearly define drug misuse (both
licit and illicit);
-
Treat drug related problems as primarily
a medical matter and support the employee in resolving
the problem rather than resorting to disciplinary
action;
-
Encourage employees with an alcohol
or drug problem to seek assistance;
-
Stress the confidential nature
of any advice or treatment offered;
-
Train designated managers in recognising
early signs and symptoms of drug use while providing
broad based drug awareness programmes for staff;
-
Recognise that relapses may occur;
-
Clarify rules regarding supplying
or selling illicit drugs in the work place;
-
Ensure that the policy is responding
to the needs of employees through a regular monitoring;
and review process, conducted in consultation with
workforce representatives. [Top]
Sample Policy
The following sample policy focuses
on drug issues relating to employees.
This policy is designed to encourage employees with
an alcohol or drugs problem which is affecting them
in their work to seek help.
1. Any staff member who suspects he
or she has an alcohol and/or drugs problem is encouraged
to seek help voluntarily. This request should be made
to his or her supervisor on a personal basis. The request
will be treated in strict confidence and will in no
way jeopardise the employee's job security. Time off
work to obtain help will be offered if necessary and
during this time he or she can be put on sickness benefits.
2. A staff member who is identified as having an alcohol
or drugs problem through observations or by normal procedures
following poor work performance, absenteeism etc, will
be given the opportunity to seek diagnosis and specialist
help as a result of the initial discussion.
3. There will be no demotion or retribution unless matters
of discipline are involved.
4. The decision whether or not to receive treatment
is ultimately the responsibility of the member of staff.
However, continuing unsatisfactory levels of behaviour
or performance may be subject to normal disciplinary
procedures if the employee declines to accept referral
for diagnosis or specialist help.
5. Should a relapse occur following a return to employment
after the completion of a recovery programme, sympathetic
consideration will be given to the granting of further
sick leave, though this cannot be continued indefinitely.
6. Staff with an addiction problem should be assured
that every assistance will be given to them if they
are willing to try to overcome the problem and that
the matter will be treated in strict confidence.
7. In cases where the employee is incapable of retaining
his or her present job or where returning to the post
would, on professional advice, undermine recovery, every
reasonable effort will be made to find alternative employment
within the organisation.
8. An employee will have the right to be represented
by a representative of his or her choice at each stage
of the proceedings.
Note: the policy does not constitute
a waiver of management's responsibility to maintain
discipline or right to take disciplinary action under
existing agreements. Nor does assistance under the policy
prevent resource to normal grievance procedures.
Procedure
1. When a member of staff believes he or she has a problem
with addiction which is adversely affecting his or her
work, that person should seek help as soon possible
by means of an initial interview with his or her supervisor.
2. If management suspects a problem through a pattern
of deteriorating work performance and / or absenteeism,
the supervisor will arrange an informal interview with
the staff member concerned, who will have the right
to be represented by another member of staff or a trade
union representative if desired. The interview will
be confined to aspects of work performance only. If
the staff member refuses to meet the supervisor and
if there is no improvement in the level of work performance
then there will be a meeting with management or appointed
sub-committee thereof which will appraise the situation
and offer the staff member a final choice between accepting
help or being subject to the disciplinary consequences.
If the staff member is still reluctant to accept help
then appropriate action will be taken by management
if necessary.
3. It is necessary that the position regarding confidentiality
be clearly understood by everyone involved in order
to avoid difficulties arising in the relationship between
the individual concerned, the employer and the outside
treatment agency. Referral to an outside agency may
not occur in every case. In most cases however outside
referral will at least be offered. The normal practice
of counselling or treatment agencies is that they provide
information to third parties only with the informed
consent of the client. In cases where a staff member
seeks help of his or her own initiative and completely
voluntarily, management will of course have no right
to any information whatever from the helping agency
other than:
i. the picture of the general prognosis;
ii. the length of time needed for treatment/counselling
visits.
From: A Guide to Good Employment Practice in the Community
and Voluntary Sector, J. Clarke, 1995, CPA
[Top]
4.
Drugs Testing in the Workplace
The majority of employers in Ireland
do not, as a matter of policy, test employees for the
presence of illegal drugs or alcohol. If an employee
is misusing substances, such as alcohol, tranquillisers
or an illegal drug, it may interfere with the worker’s
attendance or work performance, or it may constitute
a health and safety risk. In these cases, action may
be taken by the employer following the normal disciplinary
procedures, on the basis of the poor attendance or work
performance or risk, rather than on the basis of the
use of a drug.
In some employment, however, such as
those involving transport of toxic or flammable materials,
or the operation of heavy machinery, employees may be
required to be free from any drug which could impair
performance. Some employers, as part of their health
and safety policy, aspire to have a "drug free
workplace". To this end, some adopt the practice
of requiring an employee to agree (as part of their
contract) that in certain circumstances they will allow
a doctor to take a urine or blood sample for testing
for the presence of drugs; and if the test is positive,
the employee may be subject to the disciplinary procedure
– to receive a warning, or in a serious breach, to be
dismissed.
The question of testing for drugs in
the workplace should be addressed in the context of
Health and Safety Policy which is agreed by all management
and staff. [Top]
5.
Useful Resources
A Guide to Good Employment Practice in the Community
and Voluntary Sector, J. Clarke, 1995, Combat Poverty
Agency.
Dealing with Drugs Issues in Youth Work, C. Rowley,
2002, National Youth Health Programme.
Employee Assistance Programme: Personnel Policies and
Procedures, Guideline 24, 1999, Irish Business and Employers
Confederation.
Health and Safety: Personnel Policies and Procedures,
Guideline 12, 2000, Irish Business and Employers Confederation.
Smoking Policies at Work: Personnel Policies and Procedures,
Guideline 17, 1996, Irish Business and Employers Confederation.
Workplace Health and Safety Management, 1999, Health
and Safety Authority.[Top]
