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Vi hjelper ledere og medarbeidere til å
forebygge og håndtere rus og avhengighet.

Vi hjelper ledere og medarbeidere til å forebygge og håndtere rus og avhengighet.

Individual Akan contract

Akan’s individual contract model consists of structured and specially adapted support in the workplace for a person with a drug or alcohol problem.

  • An individual offer
  • A binding agreement between the employee and the employer
  • An agreement of a follow-up in terms of the performance of work tasks, presence and sick leave, etc.

 

This may include:

  • medical examination
  • a consultation with the firm occupational health service or a general practitioner
  • external outpatient or inpatient treatment
  • a colleague as a peer support person at the workplace

 

Relevant internal resources:

  • manager
  • key person
  • peer support person
  • occupational health service
  • employee representative

 

Relevant external resources:

  • general practitioner
  • social welfare office, preferably a drug abuse counsellor
  • local treatment clinic, outpatient clinic, or drug and alcohol team
  • Akan workplace advisory center

Control measures and change of work tasks might be required in order to secure the interests of the company.

 

«The important conversation»
To confront someone with a possible drug or alcohol problem is not easy. However, it is important to show that the company has a position on this issue and that help can be provided. The immediate supervisor may confront an employee with a concern or suspicion of drug or alcohol problem even if the individual has never been intoxicated at work.

 
The background for the conversation
What is your concern? The reason you suspect that there might be a drug or alcohol problem, for example:

  • Changes in behavior
  • Changes in absence
  • Changes in work performance

 

What to say

  • Plan what you will say.
  • Inform the person concerned why this conversation is taking place – be specific when you describe your observations.

 

What not to say

  • Do not start out by demanding admissions – do not force the person concerned to lie.
  • It is not your job to provide a diagnosis

 

Which responses to expect

  • Defence, in the form of denial, accusations, and downplaying of the matter.
  • Despair
  • Relief

 

Regardless of reaction, the conversation has initiated feelings and thoughts!

 

Closing the conversation

  • Explain the employment-related consequences if things do not change.
  • Ask the person concerned to help come up with a solution.
  • Make positive statements.
  • Always schedule another meeting

 

Your job as a manager or supervisor is not to analyze the problem, but to explain how the problem will affect the employment situation


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