These broad areas should be addressed:
- Why there is a need for a policy
- What the rules are relating to alcohol and drug use
- What the procedures are if these rules are broken
- Whose responsibility it is to maintain and implement the policy.
A more detailed explanation as to the content of the policy is included further on in this guide.
Once a first draft has been decided upon, it should be presented to the senior management, trade union representatives and employee representatives. Resource allocations should also be discussed regarding timescale, staffing, finances, training, communication system, monitoring and possible external consultancy.
Step Four – Effective Implementation
It is of vital importance that the finished policy is brought to the attention of all employees. This can be achieved through various means; a letter from the chief executive announcing the policy change, briefings for line managers and teams, information sheets and posters, lunchtime seminars and the use of organisational intranets and e-mail.
This should be accompanied by adequate training for directors, senior managers, human resources staff, line managers, occupational health staff, health and safety officers and union/employee representatives. This will reiterate the responsibilities that every member of the organisation has in dealing with problems. Appropriate topics are more than adequately covered by the publication from the Home Office and the Kent and Hertfordshire Drug Action Teams, Substance Misuse and the Workplace: Updated Training Pack (2005).
Other procedures may need to be revised in the light of this new policy, including:
- Disciplinary, capability and grievance procedures
- Employment contacts
- Staff handbook
- Health and safety policy
- Guidance and rules for contractors and other visitors
In line with changing existing procedures, organisations may wish to consider Employee Assistance Programmes (EAPs) which aim to resolve performance-related problems in the workplace. They deal with teams and individuals, helping with issues like psychological wellbeing and have proved to be a cost-effective way of dealing with competitive workplace environments. They tend to vary according to the size of an organisation, and can be provided internally, or by an external party.
The policy, once written, should not remain a static document; in order to enforce it, managers must be rigorous in abiding by the rules and procedures set out. In addition, the drug and alcohol situation in an organisation must be monitored to ensure that the policy is fulfilling its aims. If it is not, then a review process must take place through consultation with employees and representatives. This review must gather information on the clarity of the rules, general awareness, whether ‘the climate is conducive to self-referral’, the ability of managers and employees to fulfil their responsibilities and any significant changes since the initial audit.
Please see flowchart below, which is an incident management model for drug and alcohol related incidents.
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