Chapter 11 - Counselling and support service

Appendix 4 - Problem drinking and alcohol dependency: Notes for guidance to line managers

These notes describe the Department's policy for providing help to employees who have a drink problem. They outline the action to be taken by both line management and HR when an employee shows signs of being affected by drink. Failure to identify such signs at an early stage and take appropriate action can lead to a decline in efficiency or to unacceptable behaviour or inefficiency procedures.
Whilst most people who drink alcohol do so in moderation and with a sensible regard for the consequences, there are a significant minority whose drinking not only damages their health but can also cause great distress or harm to their family, friends and colleagues. Excessive drinking can have serious consequences in the workplace, contributing to stress on staff, accidents, a reduction in work output and, in the extreme, it can reflect on the reputation of the Department.

It is departmental policy to approach problem drinking as a condition which calls for help, and which requires treatment like any other illness. Management will give every assistance and consideration to individuals who are prepared to co-operate fully in the various steps that can be taken to control their problem and to aid rehabilitation. This policy and the following points apply to all CPS employees and there should be no discrimination between levels/pay bands or on grounds of race or sex. All cases will be handled in the strictest confidence.

Alcohol is a depressant, not a stimulant as is commonly believed. It depresses the parts of the brain which control and, to some extent, inhibit behaviour. It impairs the senses, bodily co-ordination, the ability to judge distance, the memory, judgement and concentration. The effect of alcohol in the early stages is often to convince drinkers that their performance is improving, although their facilities are actually being impaired.
In medical opinion, alcohol is a drug upon which the individual who drinks excessively may become socially, psychologically and eventually physically dependent. In the long term it can lead to liver and brain damage which is lasting and possibly irreversible.

Unsteadiness, slurred speech, flushed face, heavy eyes, deterioration in personal hygiene (perhaps smelling strongly of alcohol), irritability, signs of anxiety and depression.

However, it is important to remember that these are only possible signs of problem drinking. Other medical conditions may produce a similar effect.

Apart from the above indications, signs which might point to an alcohol problem include:

frequent lateness or absence from work, especially in the afternoon;
lack of concentration upon work and more mistakes than usual;
changes of mood, behaviour out of character and reluctance to accept responsibility;
frequent headaches or stomach ailments; and
a falling off in work performance, particularly in the afternoons.

It is especially important that signs which may point towards a drink problem are not overlooked or ignored out of a kindness or a misguided sense of loyalty. Such attitudes are not helpful to those with the problem and endeavouring to cover up for the individual can have a detrimental effect on morale in the work environment. No one should feel guilty about bringing such matters to the attention of management for early action.

A line manager who has to speak to a member of staff on such matters as late arrival, extended lunch breaks etc may have reason to believe that problem drinking is involved. At some stage in the discussion this possibility should be explored. However, it is symptomatic of problem drinkers that they will avoid admitting that there is a problem, and will try to attribute their shortcomings to other things rather than face up to reality.
It is crucial that a firm line is taken and every effort should be made to persuade employees to discuss the problem, to seek help from their Staff Counsellor, their own GP or an appropriate agency such as Alcoholics Anonymous and to undergo any necessary treatment. At the same time, they are to be assured that they will be given all possible help by the Department if they sincerely try to overcome the drink problem. Line managers should consult the Staff Counsellor on the best way to handle individual cases.

Once the problem has been admitted and after a commitment to treatment has been obtained line management should carefully monitor performance and attendance and, as far as possible, refrain from taking disciplinary action. During the course of treatment every assistance should be given to the officer, ranging from allowing paid special leave to attend hospitals or clinics to arranging for restricted duties under close supervision.
Service Centre HR/Corporate HR Services for HQ staff should be kept informed of the progress of the officer and should be involved in discussions as to whether a relapse should be treated in the same lenient fashion. Following the officer's resumption of full duties line management, in conjunction with the Staff Counsellor, will need to keep the case under review. If treatment should fail, ill-health retirement may need to be considered and Service Centre HR/Corporate HR Services for HQ staff will refer the case to BMI.
Staff who have a drink problem, but who refuse to do anything about their difficulties, will be liable to action under inefficiency or disciplinary procedures where their performance or conduct warrants it. The advice of CSS and Service Centre HR/Corporate HR Services for HQ staff should be sought at an early stage so that the proper steps, which may lead to early retirement on ill-health or inefficiency grounds, can be taken.

Where drink is involved the dividing line between unacceptable standards of performance and conduct is often a matter for fine judgement and it is advisable to seek the assistance of Service Centre HR/Corporate HR Services for HQ staff in each case. However, all cases where an officer is found to be unmistakably drunk on duty or to be drinking on duty should be dealt with in accordance with the departmental disciplinary procedures.
Individuals who are drunk on duty should be sent home and told to report back to work the following day for the matter to be pursued. Care should be taken, however, not to allow the individual to drive whilst under the influence of drink. The circumstances should be reported immediately to Service Centre HR/Corporate HR Services for HQ staff for advice on further action. It is essential that a record be kept of all action taken and full notes of all interviews and conversations should be made.
It is recognised that excessive drinkers may be a danger not only to themselves but also to colleagues. All parties must be aware of their responsibilities under the provisions of the Health and Safety at Work Act 1974.