Managing the Hard Stuff: Alcohol Abuse, Bullying, and Mental Illness

1. Managing the Hard Stuff: Alcohol Abuse, Bullying, and Mental Illness Susan Rutan Manager, Human Resources Office of Physical Plant

2. The personnel issues that are the most difficult to manage reflect our lives. They are the same issues people struggle with in relationships outside of work: * Alcohol abuse * Bullying * Mental illness

3. The topics today • The effects on work and the work environment • Recognizing the indicators • Strategies for managing employees • Identifying resources

4. The Case Studies Work in your groups to read and discuss the case studies. Then briefly answer the questions. You’ll have about 20 minutes. Think of questions that you want to ask of me.

5. Case #1 Fred, the supervisor, has more requested transfers out of his area than any other supervisor. Star performer, Angela, transfers to nights for family reasons. Since her move she seems tired, stressed, and anxious. In tears, Angela tells a coworker that Fred yells and belittles her, often in front of coworkers. He tells her she is not a good employee and she better watch it. Other employees tell her that she is the New Target.

6. Bullying What is bullying? Persistent unwelcome and humiliating behavior, mostly using invalid criticism, fault-finding, and threats of consequences. Bullies sometimes shout, yell, and curse. Other bullying is less obvious. Bullying is a gradual process that wears the victim down…makes them feel worthless. Bullying is behavior that is reoccurring—not a one-time lost of temper.

7. The effects of bullying • Demoralized employee(s) • Increased absenteeism and turnover • Reduced productivity • Distrust of management for failure to stop the bullying behavior • Stress-related workers comp. claims • In extreme cases: PTSD and lawsuits

8. The indicators of bullying • Absenteeism, tardiness, and turnover • Verbally abusive language • Decreased performance of a previously high performer after a transfer • Complaints of resources being withheld (supplies, tools, training, etc.) • Women are most likely to be bullied • Bullying is most likely to occur in isolated or unsupervised work groups

9. Managing bullying behavior RUN! HIDE!

10. Managing bullying behavior • Don’t ignore the indicators; investigate to find out what is happening in the work group • Increase supervision, be present and visible • If you suspect bullying, confront it directly and be prepared for denial • Make it clear you will not tolerate it • Provide written expectations for workplace conduct to the bully • Discipline and discharge if behavior continues

11. Case #2 Stacey has worked for you for 3 years, sometimes seemed distracted and disoriented. Every 6-8 months, misses 4-6 days, under a doctor’s care. Employees have commented that she is in her “weird stage” again. Suddenly Stacey becomes very aggressive toward coworkers, accusing them of harassment. Also seems to have forgotten how to do parts of her job. One day, Stacey comes to work 5 hours late and doesn’t seem to realize she is hours late for work.

12. Mental Illness What is mental illness? Mental illness is any disease or condition affecting the brain that influences the way a person thinks, feels, behaves and/or relates to others and to his or her surroundings. It is not the result of a character defect, personal weakness or poor upbringing. A person with a mental illness can not recover with using self-discipline and force of will.

13. The effects of mental illness Effect on work for the mentally ill person: • Isolation from coworkers • Confusion and difficulty following directions • Increased accidents, tardiness & absenteeism • In some cases, threats of harm against self or others

14. The effects of mental illness The effects on the work group • Decreased productivity • Anxiety and fear due to unusual behavior • Harassment of the person with the mental illness

15. The indicators of mental illness • Confused thinking • Wild swings in mood • Prolonged, extreme sadness or irritability • Social withdrawal • Dramatic changes in demeanor or conduct • Delusion or hallucinations • Inability to cope with routine activities • Comments about harm to self or others

16. Managing the mentally ill IGNORE! TRANSFER!

17. Managing the mentally ill employee • Identify indicators of immediate threat of harm to self or others – get crisis assessment • Document unusual behavior • Get help for the employee • Enlist the assistance of family members • Remember a person with a mental illness may not be able to understand what you are saying to them or that you are trying to help them • Accommodate special needs

18. Case #3 Leo is a 25 year employee with a good record. Over the last two years there is a decline in performance and attitude. Sick leave usage is up. Two accidents in last year. Coworkers says he is moody & irritable. Wife left him after 20 years of marriage. Recent work accident lands Leo in hospital…nurse comments about strange odor. Leo doesn’t seem to remember the accident…

19. Alcohol Abuse/Alcoholism What is alcoholism? An addiction to alcohol characterized by the compulsive and continued use of alcohol in spite of adverse consequences of use, such as illness, job loss, or family problems. There is no specific point where alcohol abuse become alcoholism.

20. The effects of alcohol abuse • Reduced physical functioning • Decreased interest in life activities, including work • Memory loss • Mood swings, irritability, aggressive behavior • Preoccupation with drinking and making life decisions which enable drinking • Distorted thinking and inability to make sound decisions

21. The indicators of alcohol abuse • Increased incidents of tardiness or absenteeism • Transfer to late shift or solitary work • Deteriorating relationships with colleagues • Physical indicators: odor of alcohol, blurry eyes, unsteady gait, clumsiness • Work injuries and accidents • DUI, especially a 2nd one

22. Managing the alcohol abuser DENY! PROMOTE!

23. Managing the alcohol abuser • Intervene – tell the person you believe that their drinking is interfering with work • If the situation is disciplinary, require the person seek treatment as part of the consequence • Make it clear that coming to work under the influence or drinking on the job will result in the job loss • Expect performance • Help the person get help

24. Resources • Libraries-HR Office • OHR, Employee Relations • EAP 866-749-1735 • PSU CAPS • University Police Services 863-1111 • Centre County Help Line 800-643-5432

25. Questions & Comments • What more do you want to know? • How can you HR Office be of more assistance to you in identifying and managing these issues?