When alcoholism invades workplaces
Jun 27, 2012
You probably have seen or heard about a colleague that sneaks out of office to drink. You may also have seen one who got so drunk at the office party that they fondled a coworker, told off the boss and passed out under the buffet table.
By Viqué-Ocean Kahinju
You probably have seen or heard about a colleague that sneaks out of office to drink. You may also have seen one who got so drunk at the office party that they fondled a coworker, told off the boss and passed out under the buffet table.
You may have seen it happen. But you could also have been the one that drunk yourself silly to the consternation of colleagues. Either way, you probably know what happened to that person.
Alcoholism and drunkardness at work are a no-no. It is unethical and portrays lack of seriousness and professionalism. On the other hand, an employee’s decision to drink is their personal business, but this must not tarnish the image of the company you work for.
“When alcohol abuse interferes with the worker’s ability to perform his or her duties, the employer has a justifiable reason to apprehend them,” says Patrice Nkoba, a business expert at Nova Consultants.
He notes that an employer can emphasise proper conduct, wellbeing and safety of workers, but they will not watch your every move at the office.
“Reputable companies don’t tolerate such kind of behaviour. If you are trapped in alcoholism, your behaviour could be noticed by someone whose opinion can negatively impact your job,” warns Nkoba.
Unless you are employed by a faith-based organisation, there are usually no rules stopping workers from taking alcohol after work. It is, however, advisable to keep alcohol consumption at a bare minimum or avoid it altogether. “This will keep you clearminded to perform your duties.”
The costs of alcoholism at work manifest in different ways. Absenteeism, for example, is estimated to be four to eight times greater among alcoholics than the non-alcoholics. Also, accidents and on-the-job injuries are more widespread among alcoholics and alcohol abusers, says Nkoba.
The problem also increases health care expenses and lowers productivity. As an employer or supervisor, you should make sure that workers observe high moral behaviour and discourage such vices.
Arthur Kalumba, a human resource expert, advises supervisors to always monitor their subordinates’ work and on-the-job conduct so that they can “nip workplace alcoholism in the bud”. “It is vital that they refer alcoholics to the organisation’s employee assistance programme for counselling,” Kalumba advises.
If the company does not have a programme in place, management should take necessary corrective and disciplinary measures, especially in cases where a worker’s performance has dropped, they are rude or they are absent regularly.
Kalumba warns that if no action is taken, work relations between an alcoholic and coworkers would be strained because the worker in question loses control of his faculties.
This harms the organisation’s image. It could also cost the company as it may be sued by their staff or if the worker killed in an accident, he explains. “In order to streamline an alcoholic worker’s conduct, the manager needs to set work schedules for such a worker.
It’s also important to assign, monitor, review and appraise work and performance of such an employee on a weekly basis,” Kalumba stresses. It helps keep them on track. This improves their performance and helps them manage the habit.
Although many workers disregard the fact that alcohol consumption is not good for their health, behaviour or performance, it is essential that this is brought to their attention. “The most effective way to get an alcoholic deal with the problem is to make them aware that they are about to lose their job, unless they change,” Kalumba advises.