An employee is caught
drinking alcohol in the bathroom, and this was the third offence. The
supervisor fires the worker, since there are now three documented
cases of drug and alcohol policy violations. The next day, the
department manager requests a meeting with the supervisor. In the
meeting, the manager explains that the fired worker is in the middle
of an important project and there is no one else to take the person’s
place. She insists that the employee is too valuable to dismiss and
overturns the decision to fire the employee.
This is an example of how
employers sabotage their drug and alcohol policies. The fired worker
is back to work the next day, and the co-workers are mumbling about
some people getting special treatment. Even if they do not say
anything out loud, the co-workers are also talking among themselves
about the fact the employer preaches about a substance free workplace
and worker safety but obviously does not really care.
There is another problem
too. The next worker who gets fired for using drugs and alcohol in
the workplace will file a complaint with the Fair Work Commission,
claiming discriminatory and inconsistent employer practices. If the
other employee is given multiple chances, then why should the
dismissed worker be treated any differently? Is she not as valuable
as the bathroom alcoholic?
Strong or Weak?
These scenarios occur
frequently, raising questions of fairness and the honesty of
employers. They also raise the spectre of workers who are given
special treatment over and over again and eventually fail because of
it. Jean-Francois Manzoni and Jean-Louis Barsoux, French
organisational behaviourists, developed a term to explain this
process – the Set-Up-To-Fail Syndrome.1
The business researchers
documented numerous cases in which manager responses and actions
involving employees actually contributed to poor workplace
performance. Manzoni and Barsoux found that managers tend to assign
each employee to a strong or weak category soon after the person is
hired and then treats the person accordingly. Strong employees are
seen as talented achievers and all actions involving the person
confirm the initial assessment. Thus the alcoholic in the bathroom
may have “made a mistake” but the person’s good performance
reviews and work justify keeping the person onboard. The person who
is fired for the same offence was probably labelled as a weak
employee, and violations of the drug and alcohol policy are perceived
as intentional acts or an excuse to get rid of an employee.
Whole of Workplace
Approach
The Set-Up-To-Fail
Syndrome is a self-perpetuating system in that manager actions
reinforce behaviour. Strong employees are given numerous chances to
succeed and few things are seen as failures. Weak employees stop
trying and that reinforces the employer’s initial perceptions. In
the case of the strong worker, continued substance abuse reflects
self-assurance and a self-importance that managers have supported. In
the case of the weak performer, continued substance abuse reflects
purposeful misconduct in the eyes of the manager. The disciplinary
process is invoked to punish the employee who is not seen as valuable
to the organisation.
Instead of promoting the
development of the Set-Up-To-Fail Syndrome, employers should
incorporate a “whole-of-workplace” substance abuse prevention
program. This approach includes implementation of a number of
strategies for intervention.2 Rather than firing some
employees and retaining others, the whole-of-workplace approach
treats everyone the same, thus sending a consistent message
throughout the business. All employees are given equal access to
education programs, are given equal opportunities to access
rehabilitation programs or counselling, and are subjected to the same
disciplinary process. Dismissals should be applied consistently and
have documentation to support the actions, and the whole of
management should support the final decision.
The
drug and alcohol policy should always be consistently applied.
Mediscreen (mediscreen.net.au)
can help employers ensure consistent
onsite drug and alcohol screening services are available 24/7. It is
an important piece in the whole system of managing an effective
program.
This article has been taken from : http://www.mediscreen.net.au/articles/changing-set-up-to-fail-syndrome-to-whole-of-workplace/