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FITNESS FOR DUTY

FITNESS FOR DUTY. OBJECTIVES. Identify unfit employees Understand Fitness for Duty Guidelines Know how to use checklists Understand what to do Know roles of SEAP, union, law enforcement, medical services, and management. . FITNESS FOR DUTY. THE PHYSICAL/EMOTIONAL

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FITNESS FOR DUTY

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  1. FITNESS FOR DUTY

  2. OBJECTIVES • Identify unfit employees • Understand Fitness for Duty Guidelines • Know how to use checklists • Understand what to do • Know roles of SEAP, union, law enforcement, medical services, and management.

  3. FITNESS FOR DUTY THE PHYSICAL/EMOTIONAL AND MENTAL CONDITION OF AN EMPLOYEE IS SUCH THAT HE/SHE IS CAPABLE OF PERFORMING HIS/HER DUTIES IN A SAFE AND COMPETENT MANNER.

  4. For all employees : Report to work fit for duty Remain fit while on duty

  5. Supervisors should ... Monitor performance & behavior Assess fitness Follow guidelines if employee is unfit

  6. UNFIT FOR DUTY An employee who cannot perform his/her duties in a proper, safe and competent manner - Regardless of reason

  7. REASONS WHY Stress Emotional Undiagnosed physical problem Mental Illness Drugs Alcohol

  8. DOCUMENTATION • Specific verifiable behaviorial observations • Objective & Non-judgmental

  9. WHAT DO YOU DO ... The Reasonable Prudent Person Test Assess:- physical characteristics - intellectual ability to perform - interpersonal behavior - judgment Consider: -policies -safety/competency criteria -job duties Then . . .

  10. IF. . . Behaviorthreatens Healthand Safety of Workplace Contact appropriate law enforcement and other emergency services or Contact SEAP to coordinate intervention As appropriate utilize Commonwealth Workplace Violence Report

  11. CLEAR AND PRESENT DANGER Criteria... • Happening now/immediate future • Reasonable person would view situation as real threat • Person has plan and means

  12. IF. . . Behavior constitutes a clear medical or psychiatric emergency Options : Contact the county crisis intervention unit Contact emergency medical services Contact SEAP to coordinate intervention

  13. DUTY TO WARN • Tarasoff Decision • Child Protective Services • Greater good outweighs confidentiality rights

  14. IF. . . It is determined that the behavior does not require immediate intervention by police or emergency personnel then . . . FITNESS FOR DUTY GUIDELINES

  15. FITNESS FOR DUTY GUIDELINES What not to do What to look for How it works Union role What to ask What to do

  16. THE PROCESS INCLUDES: Observation Interview Action Follow Through

  17. OBSERVATION Breath/Smell Walking/Standing Movements Speech Eating/Chewing Eyes Demeanor Face Actions Appearance Cognitive Ambiguous Situations USECHECKLIST

  18. Interview Conduct in private location Allow union representation Be respectful Have another supervisor/manager present

  19. QUESTIONS TO ASK . . . Feeling ill? Under Doctor’s care? Taking any medication? Forget to take meds? Non-prescription meds? Side effects? Alcohol or other drugs? How do you explain behavior ?

  20. CAUTION Do not attempt to diagnose!

  21. Now what? Action If fit - return to duty Counsel for behavior, if appropriate

  22. Now what? Action The Reasonable Prudent Person Test • If unfit - Contact Administrator • What to say to employee • Remove employee safely • Contact OA-SEAP • Prepare for Return

  23. Possible Actions • Discipline • Mandatory SEAP referral • COCE • Termination

  24. BORDERLINE OR UNCERTAIN sleeping on duty slurring words blurry/red eyes alcohol on breath AMBIGUOUS SITUATIONS

  25. DO Respond Seek second party  Respect - be professional  Document  Be objective  Limit to performance - work related  Escort employee  Contact authorities & SEAP DON’T Ignore  Make judgments in isolation  Belittle or moralize  Exaggerate or minimize  Interpret or diagnose  Delve into personal issues  Allow employee to drive  Let it drop REMEMBER

  26. WHAT WOULD YOU DO IF... An employee seems distraught, agitated, and abusive, threatening to do harm to you and anyone else who gets in his way?

  27. WHAT WOULD YOU DO IF... An employee comes back from lunch smelling of alcohol, overtly happy, joking, but otherwise acting “normal”?

  28. WHAT WOULD YOU DO IF... An employee did not look well when she reported for work; she said she probably was coming down with a cold. Later in the shift, you saw the employee sitting down, pale, and apparently in pain?

  29. WHAT WOULD YOU DO IF... An employee, who happens to be covered by the CDL regulations, has become increasingly withdrawn, with frequent mood changes, alternating periods of lethargy, and hyperactivity. Today he appears confused, with an inability to concentrate or remember basic procedures. When approached, he was belligerent?

  30. WHAT WOULD YOU DO IF... An employee reports to work overtly upset, rambling on in an incoherent manner about people not pulling their weight, intentionally causing trouble, increasingly becoming hostile and over reacting to anything anyone does or says?

  31. WHAT WOULD YOU DO IF... An employee’s child died several months ago. The employee continues to act depressed. Today she seems more anxious than usual, with tears in her eyes. She says she has an allergy. You think you have seen her hands tremor. It seems like she is trying to avoid everyone. You are concerned because later that shift, she will have to be alone for a few hours and be responsible for safety sensitive work?

  32. Questions ? ? ? ? ? ? ? ? ? ?

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