Managers and supervisors
You are a manager and have recently noticed that one of your staff members is behaving somewhat differently. Perhaps this person is keeping more to themselves than usual, is erratic, and seems distracted and unfocused. Perhaps there has been an increase in last-minute holiday requests or occasional sick days. Their appearance may also have changed, and it may be that none of this is entirely clear-cut.
Perhaps you’ve also heard from colleagues that this person is acting strangely, perhaps they’ve been a bit tipsy recently, and that something is different.
And perhaps a bottle of alcohol, a small bag of cannabis or another intoxicating substance has been found hidden in a cupboard in your department. So what should you do?
Under the Occupational Health and Safety Act (ArbSchG), employers are obliged to safeguard and improve the health of all employees through occupational health and safety measures. This applies to both physical and mental health.
Accordingly, managers are responsible for informing, educating and instructing employees on safety-related issues.
With regard to addiction prevention, managers should act as role models and, through their attitudes and behaviour, play a key role in shaping the culture surrounding the use of addictive substances in the workplace.
In Bremen, the Service Agreement on Addiction Prevention and Dealing with Concerning Behaviour in the Workplace (DV Sucht) governs precisely this: how to deal with concerning behaviour in the workplace that is linked to the use of addictive substances.
As a manager, it is your responsibility to ensure that the guidelines are followed.
This includes ensuring that there is no consumption of intoxicating substances during working hours, in company premises, or whilst on business trips or journeys. Furthermore, the principle of ‘point sobriety’ applies, which involves voluntarily abstaining from consumption during and in good time before work.
Where necessary, you should be able to provide information on the causes and effects of risky consumption/behaviour and the risk of addiction, as well as on the support available within the organisation.
If you would like more detailed information, you can refer to the DV Sucht guidelines or contact me, and we can arrange a personal meeting.
You can also attend information sessions organised by the AFZ on these topics and find helpful information on the subject on the ‘Wissenswertes’ page.
But what should you do if there are indications that a member of staff may be using addictive substances?
As described above, there are certain indicators, such as the person in question
● shows fluctuations in performance and a decline in the quality and quantity of their work
● has increased absenteeism and frequently takes single days off
● often requests holiday leave retrospectively or on the same day
● has memory lapses
● fails to fulfil obligations, misses deadlines and/or is frequently late
● is often tired, unfocused and/or erratic
● experiences unexplained mood swings
● appears indifferent, uninterested and/or apathetic
● is overly emotional
● shows an increased willingness to take risks
● Has a changed appearance
● Withdraws
● Or alcohol or other substances have been found in the workplace
If you notice these or similar signs, you should first have a clarifying, confidential one-to-one conversation.
Changes in behaviour, whether they occur suddenly or gradually, do not necessarily have to be linked to conspicuous substance use or an addiction; they may also be a sign of other serious crises such as break-ups, illness, feeling overwhelmed, workplace conflicts, mental health issues, etc.
Hold an initial exploratory discussion.
Describe your personal observations and impressions to the person concerned.
Try to remain non-judgemental and describe your perceptions appropriately and neutrally.
Express your concerns about the person, emphasise your desire to help, and clarify to what extent work-related factors may be causally linked to these concerns. Give the person space to express their own impressions and feelings.
Also inform the person about the services offered by the University of Bremen’s Workplace Addiction Prevention programme and, if necessary, about other support services and facilities. Finally, arrange a further meeting in around 8 weeks’ time to discuss any changes.
If you have any questions, please feel free to contact the University of Bremen’s Workplace Addiction Prevention service and refer to Appendix 1 of the Addiction Policy (DV Sucht), where you will find guidance on how to conduct such an exploratory discussion.
If alcohol or other substances are found in your workplace that cannot be attributed to anyone in particular, use this as an opportunity to address the issue openly during a team meeting.
The aim here is not to find someone to blame. On the contrary, you can use this opportunity to provide information on the causes and consequences of risky consumption or behaviour, and on the risks of addiction.
You can also use this opportunity to highlight the workplace addiction prevention service as a point of contact and someone to turn to.
Even though substance use and addiction are still considered taboo and stigmatised, it is important not to look the other way. Addressing the issue of addiction openly can be a first small step towards breaking free from a long history of suffering.
What should you do if suspicions of an addiction disorder are confirmed and/or an employee displays addiction-related behaviour in the workplace?
If, during the exploratory discussion described above, suspicions of addiction-related behaviour have been confirmed, or if there are indications that an employee is neglecting their work and professional duties due to substance use and their behaviour is causing disruption in the workplace, it is your responsibility as a manager to conduct an initial discussion in accordance with the step-by-step plan set out by the Addiction Support Service (DV Sucht). For support with this, you can also contact the Workplace Addiction Prevention service, Alexa Freter (extension -60864).
The step-by-step plan discussions are a five-step intervention guide that is always tailored to the specific individual case. It is a tool that managers use when employees display behaviour that is highly likely to be linked to substance use or addiction-related behaviour. The aim is to offer those affected help at an early stage, to prevent the progression of an addiction, to avoid job loss and dismissal, and at the same time to ensure that work duties are fulfilled. You can find the procedure for the step-by-step intervention meetings here.
In the event that one of your staff members is under the influence of intoxicating substances that have not been medically prescribed and is clearly unable to carry out their work without posing a risk to themselves or others, it is your responsibility as a manager to intervene and, if necessary, arrange for them to leave the workplace. Guidance on how to proceed can be found in Appendix 3 of the Substance Abuse Directive (DV Sucht).
Please feel free to consult the University of Bremen’s Substance Abuse Prevention Service, which can advise you on this matter.
As described above, there are indications, such as the fact that the person in question
- exhibits fluctuations in performance and a reduction in the quality and quantity of their work
- has increased absenteeism and frequently takes single days off
- often requests holiday leave retrospectively or on the same day
- has memory lapses
- shows a lack of diligence, fails to meet deadlines and/or is frequently late
- is often tired, unfocused and/or agitated
- experiences unexplained mood swings
- appears indifferent, uninterested and/or apathetic
- is overly emotional
- shows an increased willingness to take risks
- has a changed appearance
- withdraws from others
- or alcohol or other substances have been found in the workplace
If you notice these or similar signs, you should first have a clarifying, confidential one-to-one conversation.
Changes in behaviour, whether they occur suddenly or gradually, do not necessarily have to be linked to conspicuous substance use or an addiction; they may also be an expression of other serious crises such as break-ups, illness, feeling overwhelmed, workplace conflicts, mental health issues, etc.
Hold an initial exploratory discussion (Sondierungsgespräch).
Describe your personal observations and impressions to the person concerned.
Try to remain non-judgemental and describe your perceptions appropriately and neutrally.
Make your concerns about the person clear, emphasise your desire to help, and clarify to what extent work-related factors are causally linked to these concerns. Give the person space to express their own impressions and feelings.
Also inform the person about the services offered by the University of Bremen’s Workplace Addiction Prevention programme and, if necessary, about other support services and facilities. Finally, arrange a further meeting in around 8 weeks’ time to discuss any changes.
If you have any questions, please feel free to contact the University of Bremen’s Workplace Addiction Prevention service and refer to Appendix 1 of the Addiction Policy (DV Sucht), where you will find guidance on how to conduct such an exploratory discussion.
If alcohol or other substances are found in your workplace that cannot be attributed to anyone in particular, use this as an opportunity to address the issue openly during a team meeting.
The aim here is not to find someone to blame. On the contrary, you can use this opportunity to provide information on the causes and consequences of risky consumption or behaviour, and on the risk of addiction.
You can also use this opportunity to highlight the workplace addiction prevention service as a point of contact and support.
Even though substance use and addiction are still considered taboo and stigmatised, it is important not to look away. Addressing the issue of addiction openly can be a small first step towards breaking free from a long history of suffering.