At a minimum, your drug and
alcohol policy should:
ā ā Prohibit the use, possession, sale,
distribution or manufacture of
drugs and drug paraphernalia at
ā ā Forbid employees from reporting
to work while under the infuence.
ā ā Reserve the right to conduct
searches of workspaces upon rea-
ā ā Ensure compliance with applicable
federal and state laws.
While you can still opt for a
zero-tolerance policy, think about
whether that makes sense in light
of your recruitment and retention
goals as well as your ability to comply with state law, Reidy said. For
example, Maine prohibits employers from firing workers for the first
failed drug test; instead, employees
must be given the chance to complete a rehab program.
And remember, there are other
options besides termination, Reidy
said. Just as many employers are
giving applicants and employees with
criminal records a second chance,
you might consider doing the same
for those with a history of drug or
alcohol abuse. Consider becoming a
“recovery-friendly workplace” with
policies that focus on:
ā ā Workplace education and outreach.
ā ā Coordination with an employee
assistance program and wellness
ā ā Supervisor training.
ā ā HR support.
ā ā Confdential access to peer recov-
Regardless of the specifc policy, be consistent when testing and
disciplining employees, Reidy said.
“Remember that supervisors are your
eyes and ears.” Train them to spot a
problem, and make sure they know
who to contact in an emergency. The
issues are complicated, but you don’t
have to handle them alone.
—Lisa Nagele-Piazza, J.D., SHRM-SCP
GO TO CAMPS
Onboarding takes time and
effort, especially if you want to
target it to the needs of new supervisors. A successful manager
onboarding program boils down
to five key ingredients, according
to organizational development
leader Loubna Noureddin:
Connect. Create a connection with the new or promot- ed manager prior to and
throughout the frst 90 days. This
alleviates the stress that comes
with not knowing what to expect.
Align. Select a mentor or buddy who is invested in the right leadership behaviors
to help the manager navigate the
process. Train him or her to help
the new manager acclimate to
Manage. Schedule time to meet with the new manager on day one and connect daily for optimal results. Share your
vision, values and expectations.
Discuss challenges and design a
personalized development plan. If
needed, ask an internal or external
coach to help the manager integrate into the new role.
Plan. Schedule meetings and shadowing moments with key stakeholders. Assess progress
and initiate career development
discussions early in the process.
Streamline. Integrate feedback loops and “wow” moments, such as a welcome gift, lunch
with peers or a surprise visit from
a senior leader.
WILL NYC WORKERS GET A LEGAL
RIGHT TO DISCONNECT? A New York City lawmaker recently proposed legislation that would
impose fnes on employers in the city that require workers to connect
electronically when they’re of duty.
With some exceptions, the Right to Disconnect Bill would ban private
employers with 10 or more employees from obliging people to respond
to e-mails, texts and other electronic communications outside of their
scheduled work hours. If passed, New York City would be the frst Amer-
ican jurisdiction to ofer workers a right to disconnect. France, Germany,
Italy and the Philippines have passed similar laws. Here’s a look at the
fnes companies in the Big Apple could face:
for requiring an employee
to access electronic
outside of standard
for disciplining an
employee for failing to
access of-hours messages
(in addition to lost wages
for fring a worker for the
same reason, plus the
worker could be eligible