Holidays often mean changed routines. We have time off, spend more time socialising and, for many people, this means drinking alcohol more often than during the working week. For most people, their habits return to normal when everyday life resumes. However, sometimes changed habits carry over into the workplace. As a manager, it is important to dare to ask when you notice that something has changed.
Now that most people have returned from their summer holidays, everyday routines are beginning to resume. As a manager, you may notice that an employee has become more tired, is arriving at work later or is finding it more difficult to concentrate.
It may not be related to alcohol. However, when you notice a change that affects work, there is reason to act.
"As a manager, it is important to dare to act early – with care, clarity and support", says Anna Sporrong, Senior Rehabilitation Specialist at Falck.
Alcohol can be a way of managing stress
There are many reasons why a person may start drinking more. For example, alcohol can become a way of managing stress, anxiety, sleep problems or a challenging life situation.
During the holidays, many people may also feel that there is a social expectation to have one or more glasses of wine. It can also be easy to get used to having a drink specifically to unwind during time off. If alcohol becomes the primary way of recovering and relaxing, consumption may gradually increase.
"When we meet someone whose alcohol habits have changed, we also need to consider what may be behind the change. It could be stress, sleep problems or something else the person is trying to cope with. That is why it is important to look at the whole situation."
When we meet someone whose alcohol habits have changed, we also need to consider what may be behind the change.
Dare to have the first conversation
Talking to an employee about alcohol can feel difficult. Many managers are afraid of becoming too personal or drawing the wrong conclusion. However, you do not need to know what is behind the situation in order to raise your concern. Nor do you need to start by asking about alcohol. If you notice that an employee has changed, you can begin by asking:
“I’ve noticed that you seem more tired than usual and that you’ve had difficulty keeping up with some of your tasks. How are you?”
This can open the door to a conversation about stress, sleep, wellbeing or alcohol – without you as a manager having to decide what is causing the problem.
– Focus on what you have actually seen and how it is affecting work. Stick to the facts and describe what you have observed. This makes it easier to have a constructive conversation without making the employee feel accused.
Prepare for the conversation with the employee
A conversation about alcohol or other changes in an employee’s wellbeing needs to be given sufficient time and space. Therefore, try to meet in person and choose a quiet place where you can talk without being interrupted. Consider what you have actually seen or heard and how it has affected the work.
It is also a good idea to be prepared for different reactions. The employee may not share your view or may not want to talk about the situation. However, the opposite may also happen – the person may say: “Thank you for bringing this up. I actually need help.”
As a manager, you then need to know what the next step is.
"As a manager, you need to be familiar with the resources available to you. What can I offer here and now? When do I need to involve HR or occupational health services? And how will I follow up on the conversation? If the employee opens the door, it is important that we are able to respond and help the person move forward."
If the employee does not share your view, you do not need to try to pressure them into an admission. Be clear about what you have observed, what you expect going forward and schedule a follow-up meeting.
Seek support early
As a manager, you do not have to handle the situation alone. HR and occupational health services can provide support before conversations and when there is a need for medical assessment, workplace adjustments or rehabilitation.
"Occupational health services can support both the manager and the employee. The manager does not need to determine independently what is medically or rehabilitatively appropriate."
If there is an immediate safety risk, the situation must of course be handled straight away. However, in many cases, it is the early warning signs that provide an opportunity to act before the problems become more serious.
Three tips for managers
1. Act early Do not wait for proof or a serious incident. If you notice a change, raise it with your employee and let the conversation be guided by care and goodwill.
2. Focus on what you see Describe concrete observations and the impact on work. Avoid speculation and do not try to make a diagnosis.
3. Seek support Contact HR or occupational health services if you feel uncertain. You do not have to resolve the situation on your own.
