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.
Set Up A Plan For Improvement.
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.
Don’t Make Idle Disciplinary Threats.
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.