ESTABLISH - levels of work performance you expect

RECORD - all absenteeism, poor job performance, etc.

BE CONSISTENT - don't tolerate more with one employee than you would with another.

Don't be an ARMCHAIR DIAGNOSTICIAN.

Base the confrontation on JOB PERFORMANCE.

BE FIRM - but tell him/her you are there to help. Try to gain a trustful relationship.

BE HONEST - don't hedge, speak with authority.

BE READY - to cope with the employee's resistance, defensiveness and even hostility.

ACCEPT NO EXCUSES for failure.

Try to GET HIM/HER TO ACKNOWLEDGE the problem.

Don't make VALUE JUDGEMENTS.

Never ask WHY do you do this or that, or why do you drink so much, etc.

If the employee says he/she is 'SICK' or makes other excuses, let him/her know that there is no excuse for prolonged impaired performance.

Don't let him/her play you against higher management and/or the Union, NO UNION EVER PRAISED POOR JOB PERFORMANCE.

Get a COMMITMENT from him/her and monitor it.

WHEN CONFRONTING a problem drinker be specific about the behavior/poor job performance.

REMEMBER - take the responsibility to intervene. Don't be afraid to interfere or get involved. You have a legitimate right to interfere when his/her behavior is interfering with job performance. Remember, it is highly probable that a troubled employee's performance will improve if her-she is confronted constructively and consistently. It is a fact that he/she may get worse if he/she is ignored or just warned occasionally.

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