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Your HR Team as First Responders: Empowering Managers to Recognize and Respond to Substance Use Disorder Concerns

What’s the saying? “Change is the only constant.” Human Resources today isn’t just about handling administrative tasks like it once was. HR professionals, alongside managers, are increasingly becoming the first line of support for employees facing a wide variety of challenges, including those related to substance use disorder (SUD). This isn’t about turning HR into clinicians; it’s about empowering them to be first responders. Are they equipped to recognize potential signs, offer compassionate support, and guide employees to the right resources?

SUD is a pervasive issue that touches every corner of society, and the workplace is no exception. The impact of SUD can be profound, affecting productivity, safety, and overall employee well-being. While addressing SUD might traditionally fall under the purview of medical professionals, your HR team and frontline managers play a crucial, proactive role in fostering a supportive environment where employees feel comfortable seeking help.

Think of your HR team and managers as the organization’s first responders. Just as a first responder at an accident scene isn’t expected to perform surgery, they are expected to assess the situation and provide support. As an employer, it’s important to provide your HR and management teams with information about how to recognize potential signs and guide employees to additional resources.

Why Empower Your HR and Management Teams?

• Early Intervention: Managers are often the first to observe changes in an employee’s behavior or performance. The chances for recovery increase dramatically when intervention is early.
• Creating a Culture of Support: When employees see that their company is proactive and supportive regarding sensitive issues like SUD, it fosters a culture of trust and psychological safety. This encourages individuals to come forward before a crisis escalates.
• Minimizing Workplace Impact: Addressing SUD concerns proactively can mitigate negative impacts on team morale, productivity, safety, and potential legal or compliance issues.
• Ensuring Consistent Response: Training ensures that all managers respond to similar situations with consistency, fairness, and adherence to company policies.

The Focus of Training: Recognition, Not Diagnosis

It’s critical to reiterate: the goal of this training is not to turn HR professionals or managers into diagnosticians. That role belongs to qualified medical and mental health professionals. Instead, the training should focus on several key areas:

1. Understanding SUD Fundamentals
   • What SUD is and its potential impact
   • The progressive nature of addiction
   • Myths and stigma associated with SUD
2. Recognizing Behavioral and Performance Indicators
   • Changes in attendance (e.g., increased absenteeism, tardiness)
   • Declining work performance (e.g., missed deadlines, errors, decreased quality)
   • Changes in mood or behavior (e.g., irritability, withdrawal, unexplained mood swings)
   • Physical signs (e.g., unexplained weight changes, neglected appearance – with caveats to avoid profiling and focus on performance impact)
   • Increased interpersonal conflicts
   • Safety concerns or increased accidents Note: It is critical to emphasize that these are indicators, not definitive proof of SUD.
3. Approaching Conversations with Empathy and Professionalism
   • Concern-Based Conversations: To initiate a conversation focused on performance or behavior, rather than making assumptions about SUD
   • Active Listening Skills: To create a safe space for employees to share
   • Confidentiality: To maintain employee trust
   • Clear Expectations: To remind them of job performance standards and responsibilities, and consequences if they are not met
4. Guiding Employees to Resources
   • Internal Resources: Comprehensive knowledge of the company’s Employee Assistance Program (EAP), HR policies, and any internal support networks
   • External Resources: Awareness of local community resources, treatment centers, support groups (e.g., AA, NA), and mental health professionals
   • Referral Process: Clear steps on how to facilitate a referral to appropriate professional help
   • Follow-Up Protocols: How and when to follow up with an employee while respecting privacy and ensuring support

• Understanding Legal and Policy Frameworks
  • Overview of relevant laws (e.g., ADA, FMLA) and their implications for employees with SUD
  • Company policies regarding drug and alcohol use, reasonable accommodation, and disciplinary procedures

As relevant laws, understanding of SUD, and treatment resources are constantly changing, training and support for your HR and management teams should be ongoing as well:

• Schedule regular training updates.
• Ensure HR and managers have access to internal support systems to process difficult situations and seek guidance themselves.
• Obtain strong leadership buy-in and commitment to embed this proactive approach within the company culture.
• Regularly review and update the list of internal and external resources provided to employees.

By investing in comprehensive training for your HR and management teams, you’re not just addressing a problem; you’re building a more supportive, resilient, and healthier workplace where employees feel empowered to get the help they need. This can make a tremendous difference in your employees’ lives.

Victoria’s Voice has developed a package of materials to jump start or supplement your organization’s training. Download our FREE “Get. Give. Save” Toolkit for Business and Organizations today.