The Tribune

By Ian Ferguson

As our social and corporate community changes, and people continue to succumb to the pressures and demands of full and active lives, many fall victim to substance abuse and other vices. These take their toll on the employee’s level of efficiency and productivity.

While this is not a new phenomenon, many businesses in the Bahamas have seen a steady increase in the number of employees who struggle with substance abuse issues, including but not limited to misuse of prescription drugs.

It is quite difficult to scientifically determine the true economic cost of substance abuse. Many of the costs are hidden by general absenteeism; illnesses that arise due to reactions from drugs and alcohol; an unnoticed lack of productivity; workplace accidents as a result of reduced alertness; and the psychological and stress-related effects on the employee, their family and team members.

What is certain, though, is that the cost is tremendous. While certain parts of the world debate the legalisation of various substances for medical and social use, most entrepreneurs have already identified the ill effects of employees who seem addicted to even ‘soft’ gateway drugs.

Canadian business researchers have provided for our benefit a listing of social and environmental challenges that arise in a work environment where employees use, and abuse, illegal substances. Many of these issues have a direct cost impact for the employee and the companhy. They include:

• Tardiness/sleeping on the job

• Theft

• Poor decision making

• Loss of efficiency

• Lower morale of co-workers

• Increased likelihood of having trouble with co-workers/supervisors or tasks

• Higher turnover

• Training of new employees

• Disciplinary procedures

• Drug testing programs

• Medical/rehabilitation/employee assistance programmes

Perhaps the critical part of this conversation is that we must focus on the causes of employee abuse. Why do team members use drugs to the detriment of themselves, their jobs, reputation, customers and the well-being of the company? Various, and numerous, personal and social factors can play a major role. Some of these include:

• High stress

• Low job satisfaction

• Long hours or irregular shifts

• Fatigue

• Repetitious duties

• Periods of inactivity or boredom

• Isolation

• Remote or irregular supervision

• Easy access to substances.

The question, then, that is asked of responsible citizens in the fight for increased workplace productivity and healthy lifestyles, is: ‘What can we do to encourage people to silence this addictive behaviour?’

First, employees and employers must collaborate to design policies that outline what is an acceptable code of behaviour and what is not. Drug and alcohol policies outlined in orientation, on-boarding and other training programmes are useful in setting the parameters for employees.

By establishing or promoting programmes such as an Employee Assistance Programme (EAP), employers can help troubled employees more directly or provide referrals to community services. The concerned employer seeks professional assistance to prevent issues from escalating to the point of substance abuse.

Finally, managers and supervisors should be educated in how to recognise and deal with substance abuse issues, and employees who struggle should be provided with all the moral support and assistance necessary to kick the habit.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having worked in both the public and private sector locally and regionally providing interventions and solutions for promoting business and service excellence. He was educated at the College of the Bahamas, the University of the West Indies, St. Johns University and holds a Masters of Science Degree from the University of Miami.