Client: I think one of my employees may have been drinking before coming to work. They seemed off—slurred words, unsteady, not their usual self. What do I do without jumping to conclusions?
Consultant: You’re right to pause before acting. Suspicions need to be handled carefully—both to protect safety and to avoid unfair assumptions. The key is to focus on observable behaviors, not personal judgments.
Client: So I shouldn’t ask them directly, ‘Have you been drinking?’
Consultant: Correct. That’s an accusation, and if you’re wrong, you risk damaging trust. Instead, document the behaviors you notice. For example: “I observed that you were unsteady on your feet and your speech was slurred during the morning meeting.” This frames the issue in terms of workplace impact.
Client: What if they’re actually dealing with a medical issue, not alcohol?
Consultant: Exactly why you stick to behaviors. If it’s alcohol, they’ll understand what you’re referring to. If it’s medical, they may disclose that—or you can shift into an accommodation conversation. Either way, you’re on safe ground.
Client: What should I do in the moment, if I think they’re impaired at work?
Consultant: Safety first. If the job involves driving, machinery, or anything that could put others at risk, remove them from duty immediately. Have a witness present when you speak to them. You might say:
“I’ve noticed behaviors that raise concern about your ability to work safely today. For your safety and the safety of others, I need you to stop work while we sort this out.”
Client: Do I send them home?
Consultant: Only if it’s safe. Never let someone you suspect is under the influence drive themselves home. Arrange a ride, call a family member, or use a rideshare service on the company’s dime. Document everything—what you observed, what steps you took, and who was present.
Client: What about drug or alcohol testing? Can I require that?
Consultant: That depends on your policy and state law. Many employers have reasonable-suspicion testing policies, and those need to be written, communicated, and applied consistently. If you don’t have one, this is a good time to create one for the future. In the meantime, rely on documented behaviors and safety protocols.
Client: What if the employee admits to drinking? Do I fire them?
Consultant: Not necessarily. Response should align with your policy, the seriousness of the situation, and whether this is a first occurrence. Options range from a formal warning and required Employee Assistance Program referral, to suspension, or—if safety was severely compromised—termination. Consistency is key: handle it the same way you would for any employee in the same situation. Never terminate in the moment.
Client: What if this keeps happening?
Consultant: Then it shifts from a one-time incident to a performance or conduct issue. Document each occurrence, follow your progressive discipline process, and, if necessary, take stronger action. At the same time, provide resources like EAP or treatment program referrals if you have them.
Client: So, I should stay focused on behaviors, protect safety, and follow policy?
Consultant: Exactly. You don’t need to play detective or diagnose. Your role is to ensure the workplace is safe, document concerns, and apply consistent policies.
Client: This makes sense, but it still feels uncomfortable.
Consultant: It always will—no one enjoys these conversations. And that’s why preparation matters. Write down your talking points, keep it brief, and remember: your role is to address the impact on work and safety, not the employee’s personal life.
If you’d like, we can help you draft a reasonable-suspicion checklist, train your supervisors on how to handle these situations, and review your policies for compliance. That way, the next time this comes up, you’ll feel confident in both the process and the outcome.