The HR publication, Personnel Today reported that during lockdown, nearly 9 out of 10 employees admitted to drinking alcohol while working remotely. In another survey, it was revealed that 1 in 5 admitted they would miss using drugs during the day if they were forced to return to the office. But now, as organisations start to question the benefits of remote working and employers shift back towards more traditional (and apparently more effective) office-based work patterns, you’ve got to wonder: has the issue of drink and drugs on the job truly disappeared, or is it still lurking?
Although many companies are returning to the office, flexible working arrangements are still common. This means that the temptation to drink or use other substances during working hours persists, and for some, the habits formed during lockdown have become ingrained.
The consequences of drinking or taking drugs while working from home go beyond individual productivity. Being impaired during working hours can lead to reduced focus, lower productivity, and errors that might have serious consequences.
For managers, this presents a significant challenge: how can you monitor and address work time drinking and substance use when your team is largely out of sight? Here are some practical steps:
Promote a Culture of Wellbeing:
Signpost employees to a place where they feel comfortable discussing challenges related to alcohol and substance use. When staff know they can seek help without fear of judgement, they’re more likely to address issues before they escalate. Consider using someone other than a line manager or HR department to manage these conversations.
Implement Clear Policies:
Update workplace policies to include guidelines on alcohol and substance use which affects work, even when employees are remote. Clearly outline expectations and the consequences of being under the influence of any substance while working. Offer support and rehabilitation over punishment.
Offer Confidential Support:
Employers can provide access to confidential coaching services. For example, CHANGE with CADAS offers tailored coaching that helps individuals manage their alcohol or drug consumption (as well as other habits such as gambling, gaming and social media obsession) and develop healthier habits. Visit www.changewithcadas.co.uk to find out more about the support available.
Consider in work testing for drugs and alcohol:
Consider random, in-work testing as an objective measure to deter excessive substance use. Make sure employees understand that it’s designed to maintain a safe and productive work environment. Communicate clearly that testing is part of a broader commitment to staff wellbeing and support, not a punitive measure.
Regular Check-Ins:
Managers should hold regular one-to-one meetings with their team members. These check-ins help maintain open communication and provide an opportunity to spot any early signs of alcohol misuse.
Training for Managers:
Equip your managers with the skills to recognise early signs of alcohol misuse and to approach these conversations in a supportive, non-judgemental way. Encourage them to support an employee who is showing signs of addiction. CADAS At Work helps companies deal with this issue in a legally compliant and compassionate manner.
In conclusion, whilst the shift to remote working has benefits, it also comes with challenges such as the ongoing issue of alcohol and substance misuse during work hours. Employers should take a proactive approach by fostering a supportive culture, establishing clear policies, and offering confidential assistance.
With the right measures in place, businesses can ensure that their workforce remains healthy, productive, and well-equipped to navigate the evolving work landscape—whether in the office or at home.
CADAS has extensive experience of supporting anyone who feels their addiction is problematic. CHANGE with CADAS is an on-demand paid for service with no waiting list that offers 1-1 support with an expert, qualified coach. Complete our registration form or request a call back to find out more.
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