Most ski areas have among their written work rules, “Use of alcohol during work hours is not allowed.” The generally understood unwritten rule is “Don’t get caught drinking or you’re fired.”
The majority of your employees, being non or social drinkers, create no job-related alcohol/drug problem. About 10 to 15 percent of your workers may from time to time abuse alcohol by using it inappropriately, such as drinking while working or driving while impaired. Such irresponsible drinking can cause costly accidents. These drinkers can and usually will take corrective actions on their own or when confronted by others.
Because the typical ski area sub-culture is a heavy drinking one you can assume another 10 percent of your employees have passed through the abuser stage to alcoholism, or problem drinking, i.e. any man, woman or child who has recurring problems in any area of life from drinking. Various attempts at controlled drinking fail for these people.
Contrary to popular myth, alcoholism is a highly treatable illness especially if, like cancer, it is detected early in the progression. Early warning signs include 1) Family history of the disease — the “like father, like son” factor; 2) High tolerance — the “hollow-leg-drinker”; 3) Memory lapses when drinking, blackouts; 4) Preoccupation with drinking; 5) Sneaking drinks.
These signs are usually laughed away or otherwise missed, but each should be a big red flashing danger light!
Family and friends, who should notice the warning signs, are usually uncertain about their own drinking habits and attitudes. The “other guy” myth keeps them from facing MY spouse, MY friend is an alcoholic. Alcoholism, the family illness, makes them blind and immobilized by the unfolding merry-go-round of denial that often goes on for years.
For financial and self-esteem reasons, many alcoholics are extremely cagey about protecting their jobs. Family and co-workers play along with the cover-up. So usually long before the outward signs of problem drinking (red eyes, flush faceed, “mouth wash breath,” hangover, tremors, disheveled appearance) show up at work, the indirect warnings appear.
They include 1) Uneven or declining job performance — changes in established work habits, less productive, more slow and cautious, or careless and accident prone; 2) Absenteeism — especially near weekends and after pay days, leaving early, disappearing, not returning after lunch, poor and inconsistent reasons for this; 3) Change in temperament — becoming a loner, irritable and resentful of criticism, mood swings, distant, poor morale, friction with co-workers.
Because many ski area employees are seasonal, part-time, wear several job hats and often not closely supervised, it is difficult to monitor work patterns. Therefore you should tighten up and carefully train your supervisors to spot these signs, confront employees with detailed records, and ask that they take corrective action to bring work back up to snuff.
Supervisors should refer workers elsewhere for diagnosis and possible treatment if the worker is unable to make suitable changes. At this point management can use the job to constructively coerce the employee into treatment, as many companies are successfully doing today.
Unlike large firms, ski areas lack in-house health specialists and because of rural locations often lack in-depth referral services. Alcoholism is the underlying problem in over 50 percent of cases; however, a state mental health dept. may be needed to deal with other problems, or make the basic diagnosis.
If alcohol is the suspected problem you can call your local Alcoholics Anonymous answering service. There are over one million AA members, many of whom are willing to come to your aid, talk confidentially with your troubled worker, and get him to AA, which has the best track record in treating alcoholism. If you can’t call AA write AA, Box 459, Grand Central Sta., NYC 10017.
Your governor’s office or mental health dept. can put you in touch with referral/treatment services, provide good information and general help. The Labor -Management Services Dept., Nat’l Council on Alcoholism, 2 Park Ave., NYC 10016 is an excellent source for literature and putting you in touch with local help. Also NIAAA, Occupational Branch, 5600 Fishers Lane, Rockville, MD 20857 can be very helpful.
As an employer you hold a key that can unlock the prison that is alcoholism, an illness that if left untreated kills some of your best employees. Besides this the disease costs you money through costly employee mistakes and various hidden costs. To estimate these, divide your staff by ten and multiply by 25 percent of your average employee’s yearly wage. When you sign those endless payroll, workmen’s comp, general liability insurance, health plan and other checks, think about the big costs of alcoholism.
So, it’s enlightened self-interest to develop and carry on a modern policy on alcoholism. Facing this illness is not easy. But when you do the pay-offs are immeasurable.
Temple Mt Policy
- The use of alcohol, and/or other drugs, during work hours is inappropriate and irresponsible, for alcohol impairs judgment and adversely affects work output.
- All employees will be judged on job performance and when work levels become substandard the employee will be confronted by his or her supervisor and requested to take corrective action.
- The management believes problem drinking, or alcoholism, is a treatable illness characterized by recurring problems in any area(s) of one’s life caused by use of drug alcohol.
- This company is highly supportive of early diagnosis and treatment, which will be handled confidentially by all concerned. Treatment for this, like any other illness, will not jeopardize one’s employment or work record.
- The management believes the final decision to seek and accept treatment for any suspected illness is the responsibility of the employee. However, continued refusal to seek help in correcting substandard job performance will not be tolerated.
Mike Beebe, President
